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HomeMy WebLinkAboutMINUTES - 04232013 - D.1RECOMMENDATION(S): 1. OPEN and CONDUCT a public hearing to receive input on the FY 2013-14 Recommended Budget; 2. ACKNOWLEDGE that significant economic issues continue to challenge the Board of Supervisors in its effort to finance services and programs which Contra Costa County residents need, or expect will be provided to them by the County, especially in a time of economic downturn; 3. ACKNOWLEDGE that the employees of Contra Costa County have already been negatively affected as a result of the requirement to balance the County’s expenses with available revenues; 4. ACKNOWLEDGE that, although some relief is available, that this situation is expected to continue for County employees, as we work to manage and cope with the outcomes of this lengthy economic downturn; 5. DIRECT the County Administrator to continue to meet with the County’s union representatives and employees to explain the size, scope and anticipated length of the County’s fiscal challenges and to gain their input/suggestions; 6. ACKNOWLEDGE that the State of California and residents throughout the State continue to struggle to manage the negative outcomes of the current economy; 7. ACKNOWLEDGE that the Recommended Budget does not include any funding changes that may occur in the State of California’s 2013-14 fiscal year budget and that, although the outcome is unknown at this point in time, that over $25 million is at risk in the State’s Budget for the hospital alone; APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/23/2013 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: 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 23, 2013 David Twa, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Robert Campbell, Auditor-Controller, Ted Cwiek, Human Resources Director, Daryl Louder, Chief/CCC Fire Protection District D. 1 To:Board of Supervisors From:David Twa, County Administrator Date:April 23, 2013 Contra Costa County Subject:Recommended County and Special District Budgets FY 2013/14 RECOMMENDATION(S): (CONT'D) 8. RE-AFFIRM the Board of Supervisors’ policy prohibiting the use of County General Purpose Revenue to back-fill State revenue cuts; 9. ACKNOWLEDGE that, due to significant market losses in the Contra Costa County Employees Retirement Association assets in 2008 and changes to economic assumptions since that time, retirement expenses are expected to increase in the next few years; 10. ACKNOWLEDGE that the Recommended Budget balances annual estimated expenditures with estimated revenues in FY 2013-14, and is both technically and structurally balanced; 11. 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; 12. 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; 13. ACKNOWLEDGE that restoration of the County’s reserve funds and an improved credit rating remain a priority of the Board of Supervisors over the long term; 14. DIRECT the County Administrator to prepare for Board adoption on May 14, 2013, the FY 2013-14 County and Special District Budgets, as modified, to incorporate any changes directed by the Board during these public hearings; and 15. DIRECT the County Administrator to prepare for consideration by the Board of Supervisors on May 14, 2013, position additions and eliminations necessary to carry out Board action on the Recommended Budget. FISCAL IMPACT: See attached FY 2013/14 Budget Message and Recommended Budget document. BACKGROUND: An explanation of the reasons behind the County Administrator’s recommendations presented in the FY 2013/14 Recommended Budget and other background information is presented in the attached – Budget Message to the Board of Supervisors. 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. No County lay-offs are anticipated as a consequence of FY 2013/14 Recommended Budget impacts. However, at this point lay-offs are planned for the Contra Costa County Fire Protection District. Pending Final Budget adoption on May 14, Position Addition and Elimination lists will be presented to the Board for adoption on that day, with cancellation dates effective July 1, 2013 and January 1, 2014. CLERK'S ADDENDUM David Twa, County Administrator, presented the staff report. Chair Federal D. Glover opened the hearing and invited the public to comment. The following people addressed the Board: Bill Granados, Contra Costa Fire Protection District (CCCFPD) Advisory Fire Commissioner; Rollie Katz, Public Employees' Union Local 1; Vincent Wells, Firefighters Local 1230; Chris Limepeter; Vito Impastato. Chair Glover closed the public hearing. By unanimous vote with all Supervisors present: ADOPTED all recommendations as presented today. ATTACHMENTS Recommended Budget Presentation FY 2013-14 Budget Message FY 2013-14 Recommended Budget April 5, 2013 Board of Supervisors Contra Costa County Martinez, CA 94553 Dear Board Members: After several years of significant challenge we are starting to see improvement in our financial status. Although it is too early to celebrate, we have every reason to be cautiously optimistic that our 2013-14 budget represents a structurally balanced budget based upon cost avoidance. There is no significant change proposed in net County cost projected for 2013-14. Contra Costa County has managed the economic downturn of the past several years through cooperation between the County Board, Department Heads, and Employees to make prudent fiscal choices, live within our means, and continue to plan ahead. None of this has been easy nor has it been painless. However, it is through this combined effort that we have been able to achieve a budget that is structurally balanced for 2013-14. The Board, Department Heads, and the entire County workforce will continue to work together to retain the balance in this $2.6 billion (all funds/$1.3 billion General Fund) budget for FY 2013- 14 and beyond. In addition to the structurally balanced budget, there have been a number of key accomplishments this past year. • We launched “Discover & Go”, a web platform for reserving and printing museum passes online. Developed by the Contra Costa County Library, the program has been expanded and made available in Alameda County as well. It serves as a new business model where library systems work together to share and build public services. In the first year of operation Contra Costa County residents reserved and downloaded almost 24,000 free passes to approximately 40 local venues. • Also in its first year using LiveChat, a real time chat reference service seamlessly integrated within the County website to support access to government information, the Library responded to almost 7,000 real time questions; the vast majority of the questions resulted in referrals to the Clerk-Recorder, Treasurer-Tax Collector, Sheriff, Conservation and Development, Contra Costa County Superior Court, and Assessor Departments. Board of Supervisors JOHN M. GIOIA 1st District CANDACE ANDERSEN 2nd District MARY N. PIEPHO 3rd District KAREN MITCHOFF 4th District FEDERAL D. GLOVER 5th District County Administrator County Administration Building 651 Pine Street, 10th Floor Martinez, California 94553-4068 V-925-335-1080 F-925-335-1098 David Twa County Administrator Contra Costa County - 2 - • Our Treasurer’s Office implemented Check 21 and ACH Conversion for personal and real property tax payments as well as treasury deposits. With electronic check processing (Check 21), paper checks are imaged and transformed into electronic debits. Electronic check processing leads to lower costs, expedites access to funds and improves collection on returned items. • The Office of the Sheriff’s Community Warning System(CWS) has made Contra Costa one of the first counties in the nation to integrate their local warning system with FEMA’s Integrated Public Alert and Warning System, setting the stage for future integration of Cellular Mobile Alerting System and the Next Generation Emergency Alert Systems. The CWS has made major revisions to how it communicates alerts to citizens on their mobile devices within the County. Alerts are now broadcast to any cell phone within the broadcast range of cell towers in the county. • The Office of the Sheriff also implemented the last phase of a 5 year project, adding 922 new Mobile and Hand held radios within the Office, to improve communications within the Office and Bay Area Region under the East Bay Radio Communications System P- +25 Digital Radio System. With other Law Enforcement Agencies within Contra Costa County currently transitioning to this system, this project will allow for interoperability and improved communications amongst regional agencies. • We continue the configuration of an electronic timekeeping system with a projected go- live date later this year. It is important to note that implementation of this system will include electronic capture of supervision thereby allowing the County to begin to report supervision levels. This feature will provide key information required to support the County’s goal of flattening the organization. Budget Message The 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. By the end of the current fiscal year, we expect to be in labor negotiations with the majority of our labor unions. In the last two contract periods, with their help we have implementing a long-term rebalancing plan to reduce our expenditures and restructure our service delivery to provide the most effective services within annual available resources. This collaboration has meant that we can propose additional resources to augment public safety, public works, and human resources in the upcoming budget and has virtually eliminated the need for lay-offs. The County Board, Department Heads, and employees have come together and have worked collaboratively to address our fiscal challenges. I particularly want to thank Department Heads and all of our employees for their dedication and sacrifice, as well as their valuable and thoughtful input throughout the process. Our goal has been to ensure a fair and transparent budget process and to produce a user-friendly budget document. A great deal of effort has been put into developing and producing this budget. The Recommended Budget represents a work plan to achieve our mission and priorities in the coming year. Below are a number of key issues that have informed the development of our budget for next year. - 3 - • Property Tax Recovery: The low growth in the housing market continues to impact the County budget as over 84.2% of General Purpose revenues and 21.2% of total General Fund revenues come from property taxes. As a result, the slowdown in the housing market continues to have a greater impact on our County than most other Bay Area Counties. After three straight years of negative growth of assessed valuation, the County experienced positive growth of 0.86% in FY 2012-13; however, the majority of cities were still negative. We are hopeful that we will continue to see property tax recovery to counterbalance the cumulative negative assessed valuation since FY 2008-09. The County is projecting a 2% property tax growth rate for FY 2013-14. In years prior to FY 2008-09, growth had been atypically high and, unfortunately, our expenditures counted on that growth. Once recovery is achieved, a more modest 2-3% annual growth is projected. This reduced growth rate means that less money will be available to fund current and emerging service needs. • Employee Benefits and Retiree Health Care/Other Post-Employment Benefits (OPEB): Another key issue is the continued financial pressures related to the cost of benefits, including health care, for employees and retirees. Over the last few years, the County reached agreement with the vast majority of our employee groups to reduce the County cost of current employees and eliminate retiree health care costs for future employees. This action substantially reduced our long-term liability relating to the provision of retiree health care. This action, in combination with pre-funding virtually eliminated growth in the County’s OPEB liability. The 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 will continue to have a positive impact on the County’s OPEB liability. Our most recent OPEB valuation indicated that over the last six years, the County has reduced its OPEB liability by over 60% and reduced our annually required contribution by over 72% (from $216.3 million to $59.3 million). None of these reductions could have been achieved without the support and cooperation of our employees. Continued negotiations towards Countywide health care cost containment strategies and the redirection of designated future resources remain key to resolving the OPEB dilemma for the County. The challenge of offering health care options to our employees that are affordable and competitive will be a significant focus in future negotiations. The Board of Supervisors continues to make significant progress towards a solution for one of the biggest fiscal challenges the County has faced to date. • Pension Benefits: A major issue in FY 2013-14 and beyond continues to be the impact of the 2008 equity market losses in our pension fund. Market gains in calendar year 2011 were 2.7%, 5.05% below the Assumed Investment Rate (AIR) of 7.75%. Gains for 2012 are estimated to be 14.1%, 6.35% above the AIR. Over the last two years, employees in the majority of our bargaining groups began paying a greater percentage of pension costs. Additionally, we began to look forward to paying off a significant pension obligation bond in FY 2013-14. Projected relief was virtually eliminated, however, by the pension board’s recent reduction of the AIR from 7.75% to 7.25% (see the Retirement/Pension Costs – Future Year Projection/Budgets section of this letter for more information on pension). • Long-Term Rebalancing: One of the most important challenges we 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. Our office will continue to work with the Board and departments to review our historical trends, identify service - 4 - priorities, and to develop strategies to address any budget imbalance that exists between our annual expenditure needs and our annual revenues. Our goal will be to provide the most effective and efficient community services within our available resources. • State Budget: Given that the County receives approximately 25% of its General Fund revenues from the State, we are significantly impacted by State budget uncertainties. For FY 2013–14, the Governor’s Budget states that California is on its most stable fiscal footing in well over a decade and that the tough spending cuts enacted over the past two years and new temporary revenues provided by the passage of Proposition 30 will allow the State’s budget to remain balanced for the foreseeable future. The Governor’s Budget projects baseline General Fund revenues to grow by 5 percent, from $93 billion in FY 2012-13 to $97.7 billion in FY 2013-14. The vast majority of the spending growth is in education and health care, which has a significant impact on Contra Costa County. The County’s structurally balanced budget relies on the State not altering the current Health Realignment funding (see Health Services Department write-up beginning on page B-165). Our Recommended Budget includes a budgeted contingency reserve to allow us time to adapt to loss of program revenues, if necessary. We will also continue to work with labor to develop additional contingency options. • Capital Improvement Plan: The County has made great strides in planning the recovery/rebuilding of our infrastructure in order to provide high quality and accessible services to our residents. It is no secret that we have accrued substantial deferred maintenance and capital renewal needs throughout the County. However, due to significant fiscal constraints, the FY 2008-09 through 2011-12 fiscal years budgets included no appropriations for deferred facilities maintenance and capital renewal from the general fund. Because there were no appropriated funds, emergency funds were spent as critical equipment failed and needed to be replaced. These emergency repairs often cost more than regular maintenance of the facility would have cost. Non-general funds are sometimes available for special projects. In 2009, $1.0 million was appropriated from the Criminal Justice Construction Fund and allocated for Criminal Justice Facilities only; in FY 2011-12 Land Development funds were used for a large $12 million dollar renovation of 30 and 40 Muir Road in Martinez; and approximately $5.5 million of identified deferred maintenance were completed during the renovation. A comprehensive building condition analysis report completed in FY 2007-08 revealed the level of deferred maintenance and improvements that will be required to extend the useful life of County facilities and promote the health and safety of employees and the public who utilize our facilities. The report included comprehensive building condition assessments of 89 facilities and a total of 2.9 million square feet of building space. The report identified a total of $251.2 million in deferred facilities maintenance and capital renewal requirements to be addressed over 10 years. Up-to-date status of the deferred facilities maintenance and capital renewal requirements are in a database, which correcting for inflation currently total approximately $270.2 million. The comprehensive building condition analysis report and database is the blueprint of our Strategic Plan to address the County’s infrastructure needs. Deferred maintenance and capital renewal projects were categorized as having a Priority 1 through Priority 4 ranking. - 5 - • Priority 1 projects are defined as needing immediate action to return a facility to normal operation, stop accelerated deterioration, or correct a safety hazard: $2,165,000. • Priority 2 projects are defined as needing correction within a year to avoid intermittent interruptions, rapid deterioration, or potential safety hazards: $27,391,000. • Priority 3 projects include conditions requiring appropriate attention to prevent predictable deterioration or potential downtime and the associated damage or higher costs if deferred further: $186,933,000. • Priority 4 projects include items that represent a sensible improvement to existing conditions. These projects are not required for the most basic functions of a facility; however, they will either improve overall usability and/or reduce long-term maintenance: $53,743,000. Beginning in the current fiscal year, funding in excess of $5 million was allocated from Tax Losses Reserve to begin to address deferred facilities maintenance and capital renewal. FY 2012-13 projects funded were: the replacement of two chillers that were in critical condition at the Martinez Detention Facility with new energy efficient units that contain the latest ozone friendly refrigerant; replacement of the metal roof, recondition of the ornamental roof components, upgrades/repairs, and foundation wall waterproofing to the historic Finance Building; and a sewer project at the Orin Allen Youth Rehabilitation Facility. The objective is to begin to strategically fund deferred facilities maintenance and capital renewal on a yearly basis with an emphasis on completing Priority 1 projects. Per Budget Policy, the FY 2013-14 budget process again includes a strategic planning and financing process 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 assets relative to acquisition, use, disposition, and maintenance. This process includes funding decisions for maintaining the County’s facility assets, allowing the Board of Supervisors to weigh competing funding decisions using credible information. Our 2013-14 recommendations include both currently critical and potentially critical projects. Ten million has been targeted to address the remainder of items in Priority 1 and almost 30% of Priority 2 with the goal of completing Priority 2 projects in FY 2014-15. • Facility Lifecycle Improvement: For FY 2013-14 in addition to funding budget year projects, building lifecycle funding will begin. Per the County Finance Committee, $750,000 was set-aside on a cost-per-foot basis for future projects. New accounts were established for this purpose and the Public Works Department included these costs in their FY 2013-14 estimates (unless the space houses a claiming department that cannot make a claim for these expenses). Additionally, every department was encouraged to continue to target Real Estate Asset Management Program opportunities such as negotiating reduced rents, consolidations, and moving into County owned space. • Outstanding Debt: As of June 30, 2012, the County had a total of $634.3 million of outstanding Pension Obligation Bonds and Lease Revenue Bonds, a detailed listing of which is shown below. The County had a total of $717.9 million and $729.6 million of outstanding Pension Obligation Bonds and Lease Revenue Bonds as of June, 30, 2011 and 2010 respectively. The County’s entire debt portfolio is composed of fixed-rate debt issues. - 6 - The Debt Policy permits variable rate issues such as variable rate demand obligations only under special circumstances and does not presently permit derivatives such as swaps. Even prior to the implementation of its formal Debt Policy, the County had issued only fixed rate issues. This approach continues to shield the County from the risks associated with swaps and variable rate issues. It should be noted that Pension Obligation Bonds are taxable securities whereas the County’s Lease Revenue Bonds are tax-exempt securities. Thus, the True Interest Costs for the Pension Obligation Bonds are generally higher than those for Lease Revenue Bonds. County of Contra Costa (County Only) Outstanding Lease Revenue and Pension Obligation Bonds and True Interest Cost (as of June 30, 20121) Bond Issues Date of Issue Principal Amount Issued ($000s) Outstanding Principal ($000s) True Interest Cost (%)2 Lease Revenue Bond Issues (LRBs): 1999 Series A (Refunding and Various Capital Projects) 03/04/99 $74,685 $15,540 NA 2001 Series A (Various Capital Projects) 01/25/01 18,030 2,030 4.62% 2002 Series A (Various Capital Projects) 06/27/02 12,650 2,145 4.73% 2002 Series B (Refunding and Various Capital Projects) 09/05/02 25,440 8,700 3.97% 2003 Series A (Various Capital Projects) 08/14/03 18,500 4,060 4.46% 2007 Series A (Refunding and Various Capital Projects) 03/14/07 122,065 121,185 4.27% 2007 Series B (Medical Center Refunding) 08/07/07 110,265 68,365 4.27% 2009 Series A (Various Capital Projects) 06/03/09 25,062 21,269 4.55% 2010 Series A-1 (Capital Project I – Tax Exempt) 11/16/10 6,790 6,790 4.15%3 2010 Series A-2 (Capital Project I – Taxable BABs) 11/16/10 13,130 13,130 4.15%3 2010 Series A-3 (Capital Project I – Taxable RZBs) 11/16/10 20,700 20,700 4.15%3 2010 Series B (Refunding) 11/16/10 17,435 16,480 3.84%3 Total LRBs $488,527 $275,769 Pension Obligation Bond Issues (POBs): Refunding Series 2001 (Taxable) 03/20/01 107,005 $64,600 6.23% Series 2003 A (Taxable) 05/01/03 322,710 293,895 5.36% Total POBs $429,715 $358,495 Grand Total $918,242 $634,264 • 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. For Fiscal Year 2011-12, the growth rate of total assessed valuation in the County was -0.36%, reflecting housing sector weakness in response to the demise of the sub-prime mortgage market. The total assessed valuation base was $143.6 billion, resulting in a statutory bonded debt limitation of $7.2 billion and a California Constitution limit of $1.8 billion. This limit applies to all County-controlled agencies, including the County General and Enterprise Funds, Redevelopment, Housing Authority and Special Districts. For technical auditing 1 Excludes the $13.1 million of 2012 Lease Revenue Obligations issued on October 11, 2012 with a TIC of 2.68%. 2 The yield shown for the Refunding Series 2001 POBs is the arbitrage yield, not the TIC. 3 The yield shown is the blended TIC for all indicated series, net of the receipt of federal subsidies of interest cost. - 7 - 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, 2012 the County’s outstanding bonded debt was $454.8 million leaving a statutory margin of $6.7 billion and a Constitutional margin of $1.4 billion. Subsequent to this reporting period, assessed valuation rose 1.74% to $146.1 billion for the current fiscal year. • 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. The following obligations are current as of June 30, 2012. Note that these are County obligations and do not include Special Districts or Redevelopment obligations (also excluded are capital leases) and that years 2030-2040 are the average - each year is $2.47 million. Debt Service Requirements for Outstanding Lease Revenue and Pension Obligation Bonds (As of June 30, 2012) Fiscal Year Ending 6/30 Total Lease Debt Service (1) Total POB Debt Service Total Debt Service 2013 $32,312,422 $67,939,535 $100,251,956 2014 32,807,347 68,401,567 101,208,913 2015 32,848,691 35,409,894 68,258,584 2016 32,840,993 36,914,526 69,755,519 2017 30,440,233 38,484,360 68,924,593 2018 29,915,133 40,114,901 70,030,034 2019 29,796,021 41,821,636 71,617,657 2020 28,271,581 43,600,400 71,871,980 2021 28,268,331 45,452,243 73,720,574 2022 25,748,535 47,382,398 73,130,933 2023 25,637,015 25,637,015 2024 15,721,919 15,721,919 2025 13,337,400 13,337,400 2026 11,695,462 11,695,462 2027 10,494,758 10,494,758 2028 5,477,077 5,477,077 2029 2,471,648 2,471,648 2030-2040 2,473,180 2,473,180 TOTAL $415,289,542 $465,521,457 $880,810,999 (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 $9.61 million of net debt service savings were achieved over the remaining terms of bonds refunded since 2002. The County’s largest refunding occurred in fiscal year 2006-07 when $200.9 million of prior Certificates of Participation and Lease Revenue Bonds were refunded as part of the plan of finance for the 2007 Series A and 2007 Series B Lease Revenue Bonds. To the extent that federal and/or State programs offset debt service cost for projects funded with Lease Revenue Bonds, the County must share the refunding savings attributable to such projects with the Federal and/or State program. - 8 - Refunding Lease Revenue Bond Issue Amount Refunded ($ millions) Refunding Term . Savings ($ millions) Annual Average Savings 2002 Series B 25.870 18 years 0.850 49,906 2007 Series A (advance refunding) 61.220 21 years 3.830 182,380 2007 Series A (current refunding) 26.815 14 years 0.900 64,286 2007 Series B 112.845 15 years 2.930 195,333 2010 Series B (current refunding) 17.400 15 years 1.100 73,330 Total 244.150 9.610 565,235 (as of June 30, 2012) Lease Revenue Bond Refunding Savings Since 2002 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 felons exiting State prison for nonviolent, non-serious and non-sex crimes from the State to County probation departments and custody of newly convicted "non, non, non" felons to county Sheriffs instead of State prison as part of an effort to reduce bulging populations in the prisons. County public safety departments began implementing Public Safety Realignment with the Board’s October 4, 2011 adoption of the Community Corrections Partnership (CCP) Plan. Since that time, the CCP Executive Committee has met monthly to monitor the progress of plan implementation and to discuss the need for modifications, if needed. In January 2013, the CCP Executive Committee recommended and the Board of Supervisors approved a $20.7 million program for implementation of realignment services, $16.7 million in ongoing and $4.0 million in one-time costs, by County departments and through community programming for fiscal year 2012-13. The 2013-14 Recommended Budget includes $20.3 million, $19.2 million in ongoing and $1.1 million in one-time costs, for the continued provision of realignment programs within the County. 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, AB 109 granted discretion for the allocation of those funds, including any growth, to the California Department of Finance (DOF) through fiscal year 2013-14. In 2012, a two-year funding formula (fiscal years 2012-13 & 2013-14) was adopted by DOF, with the advice of the California State Association of Counties (CSAC) and the County Administrative Officers Association of California (CAOAC), to guide the allocation of funding by the State to counties. There has been no formal decision by the Legislature regarding funding allocation methodology for fiscal year 2014-15 and beyond. The Governor’s January Proposed Budget contemplates $998.9 million available to counties for implementation of realignment in 2013-14, which is approximately a 19% increase over the statewide allocation in 2012-13 (excluding growth). County departments impacted by the realignment have been working diligently to implement programming for the new population; however, with the absence of a 2014-15 funding methodology in place, it is important to exercise fiscal prudence in the expansion of programming countywide. - 9 - Historical Perspective Between FY 2002-03 and FY 2007-08, total expenditures for the General Fund grew by an average of 5.0%. They declined by 2.6% in FY 2008-09 and another 6.1% in FY 2009-10. Although they were budgeted to grow by approximately 4.3% in FY 2010-11, actual growth was within 2% and was funded with one-time resources. The one-time resources were not available in FY 2011-12 and expenditures dropped by 2.6% to below FY 2009-10 expenditures. Although the current year budget shown in the graph below displays growth, year-to-date expenditure projections indicate additional decline. 10 Year Actual Expenditure History (in millions) $1,059 $1,103 $1,128 $1,172 $1,270 $1,288 $1,255 $1,179 $1,203 $1,172 $1,250 $1,275 $1,000 $1,050 $1,100 $1,150 $1,200 $1,250 $1,300 $1,350 2002-03 Actual 2003-04 Actual 2004-05 Actual 2005-06 Actual 2006-07 Actual 2007-08 Actual 2008-09 Actual 2009-10 Actual 2010-11 Actual 2011-12 Actual 2012-13 Budgeted 2013-14 Recom'd As depicted in the following chart, total revenues began a two year decline in FY 2008-09 and have been relatively flat since then. Growth of 3.5% is included in the Recommended Budget; the majority of this growth is from State sources. These revenues are projected based on historical trends, which have been impacted by the property tax and general economic slowdown (as described above). 10 Year Revenue Generation (in millions) $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 2002-03 Actual 2003-04 Actual 2004-05 Actual 2005-06 Actual 2006-07 Actual 2007-08 Actual 2008-09 Actual 2009-10 Actual 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recom'd General Purpose Revenue Other Local Revenue Federal Assistance State Assistance - 10 - As shown below, the County has struggled with maintaining a structurally balanced budget over the years; however, both the FY 2012-13 and FY 2013-14 Recommended Budgets are structurally balanced. State impacts on FY 2013-14 are currently unknown. Appropriations for Contingency have been budgeted to address mid-year unanticipated issues. Change in General Fund Actual Status (in millions) $1,000 $1,050 $1,100 $1,150 $1,200 $1,250 $1,300 $1,350 2002-03 Actual 2003-04 Actual 2004-05 Actual 2005-06 Actual 2006-07 Actual 2007-08 Actual 2008-09 Actual 2009-10 Actual 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recom'd Total Expenditures Gross Revenue Prior to the housing market collapse, the County had reversed the declining reserves trend experienced in the last decade and achieved a balanced General Fund budget for fiscal years 2005-06 and 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. The FY 2012-13 Recommended Budget did not anticipate reserve spending for on- going program expenses and in fact projected a $3 million repayment of reserves from the FY 2010-11 loan to Doctor’s Hospital. The FY 2013-14 Recommended Budget does the same. Fiscal year-end 2010-11 marked a change in the calculation of the County’s General Fund Reserve to comply with terminology revisions required by the Governmental Accounting Standards Board (GASB) Statement No. 54-Fund Balance Reporting and Governmental Fund Type Definitions. GASB issued Statement No. 54 in an effort to improve consistency in reporting fund balance components, enhance fund balance presentation, and improve the usefulness of fund balance information reported annually. The Statement required a revision to the County’s 2005 Reserve Policy – unreserved was changed to unassigned. The impact was that $32.5 million of previously categorized unreserved balance is now considered either assigned or committed. In the following chart, the ten year history of unreserved balance has been over-laid with year-end 2009-10 figures calculated using both definitions and the following years calculated pursuant to the revised policy. There was no change in the total fund balance. The County is still meeting the minimum 5% target (Unassigned Fund Balance was 7.1% of total General Fund Revenues). Although the graph below depicts a drop in fund balance for the current and budget year, it should be noted that actuals will likely be higher than shown. Fund balance is shown as a percentage of total General Fund revenues, which are not projected to - 11 - reach budgeted figures in the current year (reduced revenue will decrease the ratio between the two). As noted, actual expenditures will be less than budget as well. Unreserved/Unassigned Fund Balance (as of June 30) 9.7% 7.3% 5.5% 8.3% 9.1% 9.6% 8.6%8.6% 5.9% 6.4% 7.1% 6.6%6.8% 5.0% 6.0% 7.0% 8.0% 9.0% 10.0% 2002-03 Actual 2003-04 Actual 2004-05 Actual 2005-06 Actual 2006-07 Actual 2007-08 Actual 2008-09 Actual 2009-10 Actual 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recom'd Unreserved Unassigned General Fund Revenue and Appropriations The County Summary Information available beginning on page C-1 of the Recommended Budget depicts history and recommendations for all revenue sources and uses for all County funds. The recommended General Fund budget of $1.278 billion is supported by local, federal, and State resources. Almost half of the revenue, $571.4 million, or 44.7%, is dependent upon State and federal allocations. General purpose revenue available from sources such as property tax and interest income is $321.5 million. The remaining ‘Other Local’ revenue is generated primarily by fees, fines, and licenses. Note that the difference between revenues and expenditures is due to the “repayment” of reserves from the West Contra Costa Healthcare District (see page B-65 for more information). 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 continued economic downturn has slowed growth in assessed valuation and has reduced most revenue sources. - 12 - Total Revenues: $1.278 Billion Other Local, $384,789,430, 30% Federal, $250,331,905, 20% State, $321,021,041, 25% General Purpose, $321,484,000, 25% Other Local Federal State General Purpose These revenue sources are used to fund programs throughout the County. All categories below are self-explanatory, except ‘Other Charges’, which includes contributions to other funds such as the Enterprise Funds and interest expense on bonds and other debt. The following chart breaks out recommended expenditures between the major expense areas. Total Expenditures: $1.275 Billion Salaries and Benefits $718,062,317 50% Provisions for Contingencies $3,110,000 < 0.3% Services and Supplies $392,382,886 27% Other Charges $232,099,993 16% Fixed Assets $12,854,853 1% Expenditure Transfers ($83,883,671) 6% - 13 - Our General Fund resources fund three functional areas: General Government, Health & Human Services, and Law & Justice. The following chart shows the distribution of resources in these three areas in the FY 2013-14 Recommended Budget. In both FY 2011-12 and the current year, Health & Human Services represented 56% of General Fund expenditures (Law & Justice and General Government were 27% and 17% respectively). Distribution of Expenditures ($1.275 Billion) General Government, $222,438,266 18% Health & Human Services, $692,035,698 54% Law & Justice, $360,152,414 28% Each department of the County, within the General Fund, is included in one of these functional areas and is described in detail in the Recommended Budget. The General Government Functional Group includes Agriculture, Assessor, Auditor-Controller, Board of Supervisors, Central Support Services, Clerk-Recorder, Conservation and Development, Contingency Reserve, County Administrator, County Counsel, Crockett/Rodeo Revenues, Debt Service, Department of Information Technology, Employee/Retiree Benefits, Human Resources, Public Works, and Treasurer-Tax Collector. The Law and Justice Functional Group includes Animal Services, Conflict Defense, District Attorney, Justice Systems Development/Planning, Probation, Public Defender, Sheriff-Coroner, and Superior Court Related Functions. The Health and Human Services Functional Group includes Employment and Human Services, Health Services Department, and Veterans Services. Each department was asked to submit a budget that balanced its requirements to provide services with the County’s goals of adopting a FY 2013-14 General Fund budget that balances annual expenses and revenues, addresses revenue challenges, pension cost increases, and includes an appropriation for partially pre-funding the County’s OPEB liability. The chart on the following page summarizes data for the General Fund. The budget is balanced and reflects sound financial practices. For example, ongoing revenues are used for ongoing expenditures while one-time revenues support one-time spending. As was mentioned above, a portion of General Fund sources is obligated to support debt service payments. - 14 - Summary of General Fund Expenditures and Revenues General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 630,194,505 687,062,084 719,093,624 718,062,317 (1,031,307) Services and Supplies 371,255,177 388,549,056 384,608,387 392,382,886 7,774,499 Other Charges 232,797,032 233,327,543 243,506,140 232,099,993 (11,406,147) Fixed Assets 11,872,825 16,284,617 12,854,853 12,854,853 0 Expenditure Transfers (74,140,085) (79,312,454) (77,342,816) (83,883,671) (6,540,855) TOTAL EXPENDITURES 1,171,979,454 1,250,295,260 1,285,830,188 1,274,626,378 (11,203,810) REVENUE Other Local Revenue 657,177,904 677,876,610 702,438,514 704,323,430 1,884,916 Federal Assistance 239,191,220 252,267,877 252,517,971 250,331,905 (2,186,066) State Assistance 285,536,069 304,497,135 312,483,638 322,971,041 10,487,403 GROSS REVENUE 1,181,905,193 1,234,641,622 1,267,440,123 1,277,626,376 10,186,253 NET COUNTY COST (NCC) (9,925,739) 15,653,638 18,390,065 (2,999,998) (21,390,063) Allocated Positions (FTE) 5,122 5,353 5,336 5,344 8 FINANCIAL INDICATORS Salaries as % of Total Exp 51% 52% 53% 53% 0% % Change in Total Exp 7% 3% (1%) (4%) % Change in Total Rev 4% 3% 1% (2%) % Change in NCC (258%) 17% (116%) (133%) COMPENSATION INFORMATION Permanent Salaries 320,443,004 347,708,116 361,407,626 360,318,986 (1,088,640) Temporary Salaries 20,842,008 10,684,726 10,709,565 10,620,980 (88,585) Permanent Overtime 16,185,558 12,580,217 13,861,230 13,901,230 40,000 Deferred Comp 953,934 2,401,336 2,419,802 2,424,234 4,432 Hrly Physician Salaries 111,295 122,869 110,372 110,372 0 Perm Physicians Salaries 2,632,567 3,666,346 3,632,940 3,632,940 0 Perm Phys Addnl Duty Pay 27,250 51,860 26,288 26,288 0 Comp & SDI Recoveries (1,687,531) (1,550,905) (1,391,693) (1,391,693) 0 FICA/Medicare 20,882,816 22,577,302 23,193,416 23,188,503 (4,913) Ret Exp-Pre 97 Retirees 1,869,642 2,093,129 2,064,107 2,064,107 0 Retirement Expense 136,820,852 163,535,870 180,984,347 180,807,077 (177,270) Excess Retirement 3,751 0 0 0 0 Employee Group Insurance 53,002,293 65,162,935 64,935,590 65,114,955 179,365 Retiree Health Insurance 31,270,838 31,641,893 31,134,775 31,134,775 0 OPEB Pre-Pay 13,723,499 13,622,073 12,983,833 12,983,833 0 Unemployment Insurance 1,284,237 1,414,671 1,667,954 1,665,530 (2,424) Workers Comp Insurance 11,246,660 11,349,647 11,353,473 11,460,201 106,728 Labor Received/Provided 581,832 0 0 0 0 - 15 - The following table compares the Recommended Budget’s share of general purpose revenue between Departments to the current year Adopted Budget (adjusted for carryforward). Changes in Overall Department Share of General Purpose Revenue FY 2012-13 Adopted Budget Share of Total FY 2013-14 Recommended Share of Total Agriculture 1,824,000 0.6% 1,764,429 0.6% Animal Services 3,200,000 1.0% 3,216,816 1.0% Appropriations for Contingencies 5,035,561 1.6% 3,110,000 1.0% Assessor 14,735,733 4.7% 14,592,000 4.6% Auditor-Controller 2,985,000 1.0% 3,029,690 1.0% Board of Supevisors 5,199,500 1.7% 5,919,281 1.9% Conservation and Development 0 0.0% 0 0.0% County Administration 3,675,784 1.2% 4,054,964 1.3% County Clerk-Recorder/Elections 4,108,000 1.3% 4,136,782 1.3% County Counsel 1,524,000 0.5% 2,244,308 0.7% District Attorney 13,940,527 4.5% 13,970,755 4.4% Employment & Human Services 18,050,000 5.8% 18,049,999 5.6% Health Services 86,980,000 27.9% 84,470,097 26.5% Human Resources 2,001,000 0.6% 2,123,891 0.7% Justice System Planning 3,500,670 1.1% 4,750,000 1.5% Miscellaneous Services 7,297,694 2.3% 7,016,889 2.2% Plant Acquisition 40,000 0.0% 40,000 0.0% Probation 35,792,176 11.5% 36,319,414 11.4% Public Defender 17,158,535 5.5% 17,845,688 5.6% Public Works 11,484,328 3.7% 11,926,523 3.7% Sheriff-Coroner 61,243,123 19.6% 67,411,758 21.1% Superior Court Related Functions 9,947,739 3.2% 10,200,000 3.2% Treasurer-Tax Collector 1,566,649 0.5% 1,607,613 0.5% Veteran's Services 536,978 0.2% 683,103 0.2% 311,826,997 1 100.0% 318,484,000 2 100.0% 1 The difference between the FY 2012-13 total and total General Purpose Revenue on page B-73 is due to carryforward. 2 The difference between the totals shown here and total General Purpose Revenue on page B-7 ($3 million) is due to the West Contra Costa Healthcare District’s agreement with the County. The Board has committed these funds back to the reserve (see page B-65). - 16 - The following table compares the Recommended Budget’s share of general purpose revenue between Agencies to the Baseline Budget Request. 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. Comparison of Share between Recommended Budget and Baseline Request FY 2013-14 Baseline Request Share of Total FY 2013-14 Recommended Share of Total Agriculture 1,764,429 0.5% 1,764,429 0.6% Animal Services 3,401,438 1.0% 3,216,816 1.0% Appropriations for Contingencies 3,110,000 0.9% 3,110,000 1.0% Assessor 15,173,914 4.5% 14,592,000 4.6% Auditor-Controller 3,029,690 0.9% 3,029,690 1.0% Board of Supervisors 5,919,281 1.7% 5,919,281 1.8% County Administrator 4,066,087 1.2% 4,054,964 1.2% County Clerk-Recorder/Elections 4,215,979 1.2% 4,136,782 1.3% County Counsel 2,264,822 0.7% 2,244,308 0.7% District Attorney 14,489,606 4.3% 13,970,755 4.4% Employment & Human Services 23,729,969 7.0% 18,049,999 5.7% Health Services 95,876,244 28.2% 84,470,097 26.5% Human Resources 2,007,242 0.6% 2,123,891 0.7% Justice System Planning 4,750,000 1.4% 4,750,000 1.5% Miscellaneous Services 7,016,889 2.1% 7,016,889 2.2% Plant Acquisition 40,000 0.0% 40,000 0.0% Probation 37,160,713 10.9% 36,319,414 11.4% Public Defender 17,934,273 5.3% 17,845,688 5.6% Public Works 11,489,445 3.3% 11,926,523 3.7% Sheriff-Coroner 69,943,326 20.6% 67,411,758 21.2% Superior Court Related Functions 10,200,000 3.0% 10,200,000 3.2% Treasurer-Tax Collector 1,607,613 0.5% 1,607,613 0.5% Veteran's Services 683,103 0.2% 683,103 0.2% 339,874,063 100.0% 318,484,000 1 100.0% 1 The difference between the totals shown here and total General Purpose Revenue on page B-73 ($3 million) is due to the West Contra Costa Healthcare District’s agreement with the County. The Board has committed these funds back to the reserve (see page B-65). - 17 - As shown in the Recommended Budget, the majority of general purpose revenue is allocated to a handful of County departments; in fact 79.4% of our general purpose revenue is spent in just seven departments. The table below shows the ranking of Department share (including Appropriations for Contingencies) of general purpose revenue. Ranking of Department Share of General Purpose Revenue FY 2013-14 Baseline Request Share of Total FY 2013-14 Recommended Share of Total Health Services 95,876,244 28.2% 84,470,097 26.5% Sheriff-Coroner 69,943,326 20.6% 67,411,758 21.2% Probation 37,160,713 10.9% 36,319,414 11.4% Employment & Human Services 23,729,969 7.0% 18,049,999 5.7% 79.4% Public Defender 17,934,273 5.3% 17,845,688 5.6% Assessor 15,173,914 4.5% 14,592,000 4.6% District Attorney 14,489,606 4.3% 13,970,755 4.4% Public Works 11,489,445 3.3% 11,926,523 3.7% Superior Court Related Functions 10,200,000 3.0% 10,200,000 3.2% Miscellaneous Services 7,016,889 2.1% 7,016,889 2.2% Board of Supervisors 5,919,281 1.7% 5,919,281 1.8% Justice System Planning 4,750,000 1.4% 4,750,000 1.5% County Clerk-Recorder/Elections 4,215,979 1.2% 4,136,782 1.3% County Administrator 4,066,087 1.2% 4,054,964 1.2% Animal Services 3,401,438 1.0% 3,216,816 1.0% 20.6% Appropriations for Contingencies 3,110,000 0.9% 3,110,000 1.0% Auditor-Controller 3,029,690 0.9% 3,029,690 1.0% County Counsel 2,264,822 0.7% 2,244,308 0.7% Human Resources 2,007,242 0.6% 2,123,891 0.7% Agriculture 1,764,429 0.5% 1,764,429 0.6% Treasurer-Tax Collector 1,607,613 0.5% 1,607,613 0.5% Veteran's Services 683,103 0.2% 683,103 0.2% Plant Acquisition 40,000 0.0% 40,000 0.0% 339,874,063 1 100.0% 318,484,000 2 100.0% 1 The difference between the total Baseline Request and total general purpose revenue is the funding gap described in the individual department narratives beginning on page B-3. 2 The difference between the totals shown here and total general purpose revenue on page B-73 ($3 million) is due to the West Contra Costa Healthcare District’s agreement with the County. The Board has committed these funds back to the reserve (see page B-65). - 18 - 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 – do not appear in the preceding charts because they do not receive any general purpose revenue. County Departments FY 2013-14 Baseline Request FY 2013-14 Recommended Difference Agriculture 5,533,825 5,533,825 0 Animal Services 11,713,091 11,713,091 0 Appropriations for Contingencies 3,110,000 3,110,000 0 Assessor 19,738,303 19,156,389 (581,914) Auditor-Controller 8,497,714 8,497,714 0 Board of Supervisors 8,261,481 8,261,481 0 Child Support Services 18,902,523 18,902,523 0 Conservation and Development 48,963,458 48,158,837 (804,621) County Administrator 21,751,084 21,739,961 (11,123) County Clerk-Recorder/Elections 22,873,662 22,873,662 0 County Counsel 6,028,506 6,007,992 (20,514) District Attorney 35,205,575 35,386,724 181,149 Employment & Human Services 481,670,640 483,434,171 1,763,531 Health Services 1,132,836,610 1,121,430,463 (11,406,147) Human Resrouces 8,686,500 8,883,450 196,950 Justice System Planning 15,213,398 15,213,398 0 Library 23,859,791 23,650,484 (209,307) Miscellaneous Services 87,124,659 87,124,659 Plant Acquisition 8,342,926 8,342,926 0 Probation 72,087,832 71,446,533 (641,299) Public Defender 18,960,369 18,871,784 (88,585) Public Safety Realignment 62,550,429 62,550,429 Public Works 180,002,097 180,614,475 612,378 Sheriff-Coroner 243,866,778 242,913,039 (953,739) Superior Court Related Functions 17,256,606 17,256,606 0 Treasurer-Tax Collector 4,582,113 4,582,113 0 Veteran's Services 858,103 858,103 0 Total County 2,568,478,073 2,556,514,832 (11,963,241) Special Districts CCC Fire Protection District 117,212,442 114,161,680 (3,050,762) Crockett/Carquinez Fire 544,858 527,558 (17,300) Special Districts (other than Fire) 156,609,767 156,609,767 0 Appropriations Grand Total 2,842,845,140 2,827,813,837 (15,031,303) - 19 - Many departments provide more than one area of service. The charts below categorize total County Appropriations by State Function Code. All Funds Appropriations by State Function Code ($2.56 Billion) General, $177,603,190 7% Public Protection, $539,747,235 21% Health and Sanitation, $1,100,163,702 43% Public Assistance, $524,101,726 21% Education, $23,650,484 1% Public Ways and Facilities, $113,535,766 4% Debt Service, $74,602,728 3% Appropriations for Contingencies, $3,110,000 < .002% General Fund Appropriations by State Function Code ($1.27 Billion) General, $150,568,061 12% Public Protection, $392,013,649 31% Health and Sanitation, $273,156,584 22% Public Assistance, $413,336,906 32% Public Ways and Facilities, $42,441,177 3% Appropriations for Contingencies, $3,110,000 <.003% - 20 - Full-Time Equivalent Positions (FTEs) The table below provides FTE positions for all funds for the prior year (2011-12 Actual), current year (2012-13 Budget), Projected Year (2013-14 Baseline), and for the 2013-14 Recommended Budget. Current year figures reflect total estimated net position counts as of today for all departments. Positions targeted for elimination are in the Land Development and Contra Costa Fire Protection District funds. Please note that these numbers represent rounded/funded FTEs. The positions in Land Development are vacant (not filled); as of today, 15 of the fire district positions are filled. The actual number of positions recommended for elimination on May 14, 2013 may be higher; this is due to clean-up of additional unfunded vacant positions. The actual number of lay-offs is expected to be less than fifteen. 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change County Departments Agriculture 464846 460 Animal Services 76 78 78 78 0 Assessor 122 122 122 122 0 Auditor-Controller 54 55 55 55 0 Board of Supervisors 28 31 31 31 0 Child Support Services 170 170 171 171 0 Conservation and Development 162 162 162 153 (9) County Administrator 106 107 110 110 0 County Clerk-Recorder/Elections 81 81 81 81 0 County Counsel 49 49 49 49 0 District Attorney 157 170 178 178 0 Employment & Human Services 1,712 1,805 1,767 1,767 0 Health Services 2,951 2,944 3,028 3,028 0 Human Resources 39 41 41 43 2 Library 175 175 175 175 0 Miscellaneous Services 32 32 33 33 0 Probation 292 325 332 332 0 Public Defender 76 84 91 91 0 Public Works 506 481 481 488 7 Sheriff-Coroner 977 1,024 1,043 1,045 2 Treasurer-Tax Collector 26 27 27 27 0 Veteran's Services 6 6 7 7 0 TOTAL COUNTY FTE 7,843 8,017 8,108 8,110 2 Special Districts CCC Fire Protection District 365 311 311 293 (18) Special Districts (non-Fire) 12 12 14 14 0 All Funds FTE 8,220 8,340 8,433 8,417 (16) - 21 - The County is currently carrying an abnormally high number of vacant positions due to unprecedented numbers of retirements during calendar year 2011 and 2012. The chart below provides the last seven years of retirement history by year and for the month of March. Historically March retirements are the highest because retirees must be retired by April 1 in order to receive a cost-of-living adjustment from the Contra Costa County Employees’ Retirement Association. 0 100 200 300 400 500 600 700 2006 2007 2008 2009 2010 2011 2012 160 144 130 221 179 409 304 138 99 85 66 105 208 84 Retirements 2006 - 2012 Balance of Year Month of March 298 287 215243 617 284 388 American Recovery and Reinvestment Act (ARRA) of 2009 Department and County Administration staff continue to be involved in tracking and pursuing opportunities available through the American Recovery and Reinvestment Act of 2009 (Federal Stimulus), which was signed into law on February 17, 2009. The $787 billion stimulus package provided for unprecedented levels of transparency and accountability and offers a unique opportunity to strengthen our local economy, create jobs, and fund a variety of local and regional projects. As of March 2013, Contra Costa County has been awarded over $77 million in ARRA funds and has received $76.5 million. Funding was highest in FY 2010-11 with the County receiving $29.9 million, over $18.8 million was received in FY 2011-12 and $3.5 million is expected in the current year; however, under $0.5 million is expected in FY 2013-14. In an effort to keep residents informed about ARRA and our efforts in Contra Costa County, the County Administrator’s Office has posted a report that tracks the County’s efforts in securing stimulus funding for various projects and programs that will improve the lives of our residents and stimulate the economy. The report, which is updated regularly, is available for review at www.cccounty.us. In addition, the County took advantage of special ARRA bond structures known as Build America Bonds and Recovery Zone Facility Bonds in 2010 to finance the West County Clinic. The County’s interest cost expense on these $33.8 million in bonds will be reduced by about $8.9 million over the term of the bonds when compared to traditional tax- exempt bonds. The expectation when the bonds were issued was that the federal subsidies of a portion of the debt service interest cost would be fully funded in each annual federal budget. However, the lack of a permanent resolution of the recent federal “Fiscal Cliff” crisis resulted in - 22 - a sequestration whereby across the board cuts in the federal budget for non-entitlement items were implemented on March 1, 2013. The sequestration includes a reduction of 8.7% of the federal subsidies that are paid from March 1, 2013 through September 30, 2013. In the case of the Build America Bonds and Recovery Zone Facility Bonds, the County will receive about $41,000 less than it would have otherwise received if the full debt service interest subsidies were paid by the federal government. Sequestration occurs one fiscal year at a time and it is not yet known whether a sequestration will occur of Fiscal Year 2013-14 and, if so, what the applicable percentage reduction in subsidies will be implemented. Any subsidies not received from the federal government must be covered by the County’s General Fund so that the entire amount of debt service on the bonds is timely paid. Fleet/Internal Services Fund The FY 2013-14 Recommended Budget includes a fully funded vehicle budget, including full vehicle depreciation expense. Requiring the annual budgeting of full vehicle depreciation will continue to facilitate regularly scheduled replacement of County vehicles, which began in FY 2008-09. Venture Capital Resources The Board of Supervisors adopted a Budget Policy in 2006, which included a resource intended to improve departmental operations and 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 do not have resources available within their normal operating budgets for such expense. In FY 2012-13, approximately $600,000 was allocated for projects that ranged from electronic appointment scheduling software to procurement system hardware and licenses. In FY 2013-14, departments requested over $2.4 million and the County Administrator is recommending the full $1 million for projects in six General Fund departments. Projects include high speed central count ballot tabulation machines, wireless infrastructure upgrades, file and virtualization servers, and asset management software. Retirement/Pension Costs - Future Year Projections/Budgets As was discussed above, the rising costs of pension benefits are a key issue 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 earning assumption (then 7.8%) to be 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: • Positive market experience for calendar year 2009 of 21.9% drastically changed the original projection; however, pension costs were still expected to increase significantly over the next five years; • Positive market experience for calendar year 2010 of 14% again reduced projected increases; however, pension costs were still expected to increase significantly over the next five years; - 23 - • Market experience for calendar year 2011 was disappointing at 2.7%. Although it was a positive number, it has a negative impact on costs because it was below the earning assumption of 7.75%; • Positive market experience for calendar year 2012 of 14.1% would have improved the last projection; • The CCCERA Board adopted changes in Economic Assumptions, which decreased the Assumed Investment Rate from 7.75% to 7.25%. In a letter dated March 12, 2013, CCCERA’s actuary issued a report which projected employer contribution rate changes based on an estimated 14.17% gross market value investment return for 2012 and other changes in economic assumptions including reducing the expected long- term rate of return assumption from 7.75% to 7.25%. The projection is derived from the December 31, 2011 actuarial valuation results, which are the most current available. A new five year projection will be available in the Fall using December 31, 2012 valuation figures. The December 31, 2012 valuation will also include new three year updates to demographics. Demographic changes may impact these projections. Again, the projections do not reflect any changes in the employer contribution rates that could result due to 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, the economy, and stock market performance, and the regulatory environment. As can be seen in the chart, the cumulative impact of smoothing gains and losses for the aggregate plan is projected to be 8.75% (as of December 31, 2016). These projected rate increases are implemented 18 months after the actuarial date. Therefore, the projected increase of 9.24% in in the chart below for 2012 will be implemented on July 1, 2014. 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 6.84% in 2012, a County Safety employee by 16.43%, and a Contra Costa County Fire District Safety employee by 19.77%. The total impact to the County, all things considered, is expected to be very close to these figures. Rate Change Component 2012 2013 2014 2015 2016 Deferred (Gains)/Losses 2.97% 0.02% -0.89% -0.42% -0.13% Loss of Investment Income on (Gain)/Loss of Investment Income on Difference Between AVA and MVA 0.32% -0.12% -0.12% -0.05% -0.02% 18 Month Rate Delay 0.40% 0.88% 0.43% -0.01% -0.06% Changes in Economic Assumptions 5.55%0.00%0.00%0.00%0.00% Incremental Rate Change 9.24% 0.78% -0.58% -0.48% -0.21% Cumulative Rate Change 9.24% 10.02% 9.44% 8.96% 8.75% Valuation Date (12/31) - 24 - The chart below, 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; however, so too is the economic impact of the change to assumed investment rate. Presented in the chart are four years’ of actual data, a projection of the current year (straight-lining eight months of actual data), the Recommended Budget for FY 2013-14, and a projection based on the Recommended Budget for FY 2014-15 and beyond (no increases in FTE or wages). A significant drop in projected expenses in FY 2014-15 is illustrated in the blue line; due to the retirement of one of the County’s pension obligation bonds. Note that per the Board’s current OPEB funding policy, the savings achieved ($33 million annually) will be redirected to the County’s OPEB Trust. The projected impact of increased pension costs and the current OPEB funding policy is shown in red. $227 $202 $210 $224 $246 $290 $277 $281 $282 $284 $285 $310 $314 $315 $317 $318 $200 $220 $240 $260 $280 $300 $320 FY 08‐09 Actual FY 09‐10 Actual FY 10‐11 Actual FY 11‐12 Actual FY 12‐13 Proj. FY 13‐14 Recom'd FY 14‐15 Proj. FY 15‐16 Proj. FY 16‐17 Proj. FY 17‐18 Proj. FY 18‐19 Proj. Actual and Projected* Retirement Expenses Millions *Five year projection assumes 7.25% AIR, all POBs, and 2012 market impacts. The compounded impact of the projected increases is 8.75%. Summary of Impacts The following impact statements from several of our major departments depict the tone of the Recommended Budget, which is optimistic. The goal of the FY 2011-12 budget was to make cuts that would balance the budget in a way to promote future sustainability into FY 2012-13 and beyond. The goal was reached and the majority of our immediate problems were solved. Due to mandates on service levels, budget reform was enacted primarily in the area of employee compensation. The majority of our County employees were impacted by reduced wages and increased pension costs (the impact ranged to a high of 5.8%). Taken together the County saved an annual average of 5% of wages and benefits, which structurally balanced the County budget. The vast majority of our labor contracts expire June 30, 2013. There are no increases built into the FY 2013-14 Recommended Budget. Any negotiated increases will have to be absorbed by departments. The Recommended Budget for FY 2013-14 includes slight growth in appropriations and increased general fund subsidies for many County departments. - 25 - There was insufficient growth however to fund all FY 2013-14 baseline requests. The budget includes a net increase of eight positions in the General fund. GENERAL GOVERNMENT Human Resources: The Human Resources Department services all County departments and is funded primarily from charges to departments. Approximately 23.9% of the funding is through a direct general purpose revenue allocation. The FY 2013-14 recommendation includes an increased net of $116,649 to reflect the addition of two positions: one Human Resources Technician in the Employee Benefits unit and one Labor Relations Specialist II position in the Labor Relations unit. An additional staff-person is needed in the Employee Benefits unit to continue to implement the Deferred Compensation Loan program as there are currently 350 loans in place, totaling $4.5 million. This position will be offset by charges to departments for Benefits Administration. The additional staff-person in the Labor Relations unit will support the collective bargaining negotiations, meet and confer obligations, and assist in managing grievances and unfair labor practice complaints. The Department has experienced a significant number of retirements in recent years and additional staffing is needed in crucial areas so that services may be delivered in a more effective manner. Library: The County Library is not part of the General Fund. In excess of 80% of the County Library budget is dependent upon property tax revenue, therefore it has been impacted by reductions in assessed valuations. In years prior to the economic downturn, annual revenues exceeded on-going expenditure needs and the Library was able to not only fund one-time projects and enhance materials, but was also able to build a reserve. Due to sound financial planning, and continued diligence in strategically filling vacancies based on workload, classification, and community library needs, use of reserves was not necessary for FY 2013-14. The Library budget is balanced and structurally sound. HEALTH AND HUMAN SERVICES Employment and Human Services: The Employment and Human Services Department (EHSD) General Fund allocation is being maintained at approximately the same level as in the past two years. The Recommended Budget does not include the impact of sequestration nor any appropriations for the Health Benefit Exchange Call Center due to timing of the completion of the contract process. Increases in salary and benefits are being offset by increases in State realignment revenue to produce a balanced budget and may allow for some staff additions in areas that have been hard hit by previous staff reductions. As with all of our FY 2013-14 recommendations, this budget does not take into account any unknown impacts to funding due to the State budget; however, we have based our revenue projections on the Governor’s Proposed Budget and are cautiously optimistic. EHSD is continuing a redesign of how social services are provided in Contra Costa County to better utilize strategic partnerships and the innovative use of technology to assist clients and provide more efficient and effective services. - 26 - Health Services: The Recommended Budget for the Health Services Department for the 2013-14 fiscal year includes an $11.6 million reduction from baseline costs and a $3.2 million reduction from the 2012-13 fiscal year budget. The budget is predicated on the assumption that (1) the enrollment in the Affordable Care Act (ACA) programs will remain constant with the existing Low Income Health Program levels; (2) the ACA payment rates coupled with the increase in the Federal Matching Percentage (FMAP) will yield a return $11.6 million higher than fiscal year 2012-13; and (3) the State does not alter the current Health Realignment funding. The $11.6 million revenue increase is utilized to replace a $5 million decrease in County general purpose revenue and to fund a $6.6 million increase in pension costs. Management reorganization and service delivery modifications continue to be implemented at the Hospital and Health Centers to improve accountability, standardization and efficiency. The Department is actively pursuing enrollment of individuals in the Low Income Health Program, restructuring the delivery system, and implementing an Electronic Medical Record as part of the Health Care Reform transition plan. LAW AND JUSTICE District Attorney: The 2013-14 budget funds baseline expenditures, including new initiatives established in the 2012-13 budget specifically targeting the Richmond Ceasefire program, gang prosecution, domestic violence prosecution, the Family Justice Center, and prosecution of sexual assault, human trafficking and firearm cases. In addition, the Recommended Budget augments funding from the AB 109 Public Safety Realignment in the amount of $700,000 to fund additional responsibilities borne by the District Attorney due to the realignment. Funding initiated in prior budgets related to AB 109 is continued in the 2013-14 budget for the District Attorney. This includes ensuring that victims and their families are notified of matters related to the custody of defendants pursuant to Marsy’s Law. Although the stability of the District Attorney’s budget has improved considerably, we remain cautiously optimistic for the future taking into account the continued impacts related to AB109 implementation and general increases in baseline costs. Probation: The 2013-14 budget will result in a minimal impact to departmental operations. After many years of significant impacts to the department by State budget reductions, both to juvenile and adult programming, the department is anticipated to have a temporary reprieve. For this reason, the 2013-14 budget recommends a minimal vacancy factor of $641,299 coupled with a revenue augmentation of $200,000 from AB 109 Public Safety Realignment funding to balance. Funding initiated in prior budgets related to AB 109 is continued in the 2013-14 budget for the Probation Department. The minimal impact to the department is classified as temporary due to the expectation that the State will reduce, in whole or significant part, funding to local probation departments from SB 678, the “Community Corrections Performance Incentives Act of 2009” in fiscal year 2014-15. The Act, among other things, created an incentive for counties to establish local evidence based programming with the goal of reducing the prison population. Counties benefit financially - 27 - from a share of the cost savings to the state from the reduced average daily population (ADP) in state prisons. The Probation Department benefits significantly from this funding stream due to the robust and highly successful programming implemented prior to and after passage of SB 678. The impact to the County is estimated at $4 million should the State discontinue funding, which would likely resulting in elimination of programming and positions related to SB 678. Public Defender: The 2013-14 budget continues to fund increased service levels established during 2012-13, which has completely eliminated the practice of referring clients to the Contra Costa County Bar Association solely due to attorney caseloads. In addition, the Recommended Budget funds all departmental initiatives funded previously by AB 109 Public Safety realignment, including the Arraignment Court Early Representation (ACER) program, which provides legal representation to defendants during arraignment hearings. The budget balances by reducing temporary salaries by a minimal amount, $88,585, to reflect a reduced need for temporary services due to the augmentations to permanent full-time staffing during fiscal year 2012-13. Sheriff-Coroner: The 2013-14 budget continues to restore services previously curtailed by several years of serious expenditure reductions in the Sheriff’s Office. The budget augments county patrol by two Deputy Sheriff positions and reduces the departmental vacancy factor significantly, from $4.9 million to $1.2 million, allowing for more flexibility in staffing core functions within the Office. Similar to other departments, the departmental budget condition has improved considerably; however, we remain cautiously optimistic for the future taking into account the continued impacts related to AB109 implementation, specifically increased average daily populations associated with housing those individuals and the potential for long-term sentencing of inmates in County facilities. Continued increases to baseline expenditures remain an issue as well. The Recommended Budget also maintains the services established in previous budgeted related to AB 109 and increases the departmental allocation of realignment funding by an additional $1,300,000 to offset expenditures associated with that population. The key role of the Sheriff’s Office under realignment is to manage the incarceration of lower-level offenders, as defined by the legislation, in County facilities. FIRE DISTRICT Contra Costa County Fire District: The Contra Costa County Fire Protection District (CCCFPD), a special district within the County, continues to face significant fiscal difficulties. Those difficulties have been magnified during fiscal year 2012-13 with the defeat of Measure Q (a parcel tax measure that was designed to fund a significant portion of the District’s ongoing structural deficit) resulting in the closure of four Fire Stations throughout the District. The District’s baseline budget balanced by depleting operating reserves entirely and relying on a draw of approximately $570,000 from the Pension Obligation Bond Stabilization Fund, leaving the District in significant financial turmoil entering fiscal year 2014-15. To compound matters, the Contra Costa County Employee’s Retirement Association (CCCERA) recently changed policy regarding assumption rates for investments returns – reducing the assumed rate from 7.75% to 7.25% beginning in fiscal year 2014-15. The impact of this change to the District in - 28 - that year is estimated to be an increase of approximately $3.1 to $3.6 million depending on the personnel composition of the department and number of stations in service during fiscal year 2014-15. Recognizing the burden to the community of entering fiscal year 2014-15 with a significant structural deficit and no operating reserves, the Recommended Budget includes the closure of two fire stations; one effective July 1, 2013 and one effective January 1, 2014. More detailed information is included in the departmental narrative section of the budget beginning on Page B-323. Conclusion This budget continues to reflect years of careful, comprehensive and continuing review of County operations to cope with economic challenges. In our assessment of County operations – and at every opportunity – we continue to make changes in delivering services that are more efficient and less costly. These changes, which could not have been accomplished without financial sacrifices from our employees, have allowed us to protect the services that residents need and expect from County government. The County has and will continue to adapt to changing circumstances. Our strategy over the last several years has been to harness our organizational discipline and innovation to reduce 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 continuation of that strategy. Recommendations This Recommended Budget provides for a General Fund budget of $1.3 billion, and an All Funds County budget of $2.4 billion ($2.5 billion including Fire). Based on this proposed budget, it is recommended that the Contra Costa County Board of Supervisors: 1. Open and conduct a public hearing to receive input on the FY 2013-14 Recommended Budget; 2. ACKNOWLEDGE that significant economic issues continue to challenge the Board of Supervisors in its effort to finance services and programs which Contra Costa County residents need, or expect will be provided to them by the County, especially in a time of economic downturn; 3. ACKNOWLEDGE that the employees of Contra Costa County have already been negatively affected as a result of the requirement to balance the County’s expenses with available revenues; 4. ACKNOWLEDGE that, although some relief is available, that this situation is expected to continue for County employees, as we work to manage and cope with the outcomes of this lengthy economic downturn; 5. DIRECT the County Administrator to continue to meet with the County’s union representatives and employees to explain the size, scope and anticipated length of the County’s fiscal challenges and to gain their input/suggestions; 6. ACKNOWLEDGE that the State of California and residents throughout the State continue to struggle to manage the negative outcomes of the current economy; - 29 - 7. ACKNOWLEDGE that the Recommended Budget does not include any funding changes that may occur in the State of California’s 2013-14 fiscal year budget and that, although the outcome is unknown at this point in time, that over $25 million is at risk in the State’s Budget for the hospital alone; 8. RE-AFFIRM the Board of Supervisors’ policy prohibiting the use of County General Purpose Revenue to back-fill State revenue cuts; 9. ACKNOWLEDGE that, due to significant market losses in the Contra Costa County Employees Retirement Association assets in 2008 and changes to economic assumptions since that time, retirement expenses are expected to increase in the next few years; 10. ACKNOWLEDGE that the Recommended Budget balances annual estimated expenditures with estimated revenues in FY 2013-14, and is both technically and structurally balanced; 11. 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; 12. 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; 13. ACKNOWLEDGE that restoration of the County’s reserve funds and an improved credit rating remain a priority of the Board of Supervisors over the long term; 14. DIRECT the County Administrator to prepare for Board adoption on May 14, 2013, the FY 2013-14 County and Special District Budgets, as modified, to incorporate any changes directed by the Board during these public hearings; and 15. DIRECT the County Administrator to prepare for consideration by the Board of Supervisors on May 14, 2013, position additions and eliminations necessary to carry out Board action on the Recommended Budget. Sincerely, DAVID TWA County Administrator DT:LD COUNTY OF CONTRA COSTA RECOMMENDED BUDGET 2013-2014 Presented to the Board of Supervisors FEDERAL D. GLOVER Chair Supervisor, District V JOHN M. GIOIA CANDACE ANDERSEN Supervisor, District I Supervisor, District II MARY N. PIEPHO KAREN MITCHOFF Supervisor, District III Supervisor, District IV By David Twa County Administrator April 5, 2013 Board of Supervisors Contra Costa County Martinez, CA 94553 Dear Board Members: After several years of significant challenge we are starting to see improvement in our financial status. Although it is too early to celebrate, we have every reason to be cautiously optimistic that our 2013-14 budget represents a structurally balanced budget based upon cost avoidance. There is no significant change proposed in net County cost projected for 2013-14. Contra Costa County has managed the economic downturn of the past several years through cooperation between the County Board, Department Heads, and Employees to make prudent fiscal choices, live within our means, and continue to plan ahead. None of this has been easy nor has it been painless. However, it is through this combined effort that we have been able to achieve a budget that is structurally balanced for 2013-14. The Board, Department Heads, and the entire County workforce will continue to work together to retain the balance in this $2.6 billion (all funds/$1.3 billion General Fund) budget for FY 2013- 14 and beyond. In addition to the structurally balanced budget, there have been a number of key accomplishments this past year. • We launched “Discover & Go”, a web platform for reserving and printing museum passes online. Developed by the Contra Costa County Library, the program has been expanded and made available in Alameda County as well. It serves as a new business model where library systems work together to share and build public services. In the first year of operation Contra Costa County residents reserved and downloaded almost 24,000 free passes to approximately 40 local venues. • Also in its first year using LiveChat, a real time chat reference service seamlessly integrated within the County website to support access to government information, the Library responded to almost 7,000 real time questions; the vast majority of the questions resulted in referrals to the Clerk-Recorder, Treasurer-Tax Collector, Sheriff, Conservation and Development, Contra Costa County Superior Court, and Assessor Departments. Board of Supervisors JOHN M. GIOIA 1st District CANDACE ANDERSEN 2nd District MARY N. PIEPHO 3rd District KAREN MITCHOFF 4th District FEDERAL D. GLOVER 5th District County Administrator County Administration Building 651 Pine Street, 10th Floor Martinez, California 94553-4068 V-925-335-1080 F-925-335-1098 David Twa County Administrator Contra Costa County - 2 - • Our Treasurer’s Office implemented Check 21 and ACH Conversion for personal and real property tax payments as well as treasury deposits. With electronic check processing (Check 21), paper checks are imaged and transformed into electronic debits. Electronic check processing leads to lower costs, expedites access to funds and improves collection on returned items. • The Office of the Sheriff’s Community Warning System(CWS) has made Contra Costa one of the first counties in the nation to integrate their local warning system with FEMA’s Integrated Public Alert and Warning System, setting the stage for future integration of Cellular Mobile Alerting System and the Next Generation Emergency Alert Systems. The CWS has made major revisions to how it communicates alerts to citizens on their mobile devices within the County. Alerts are now broadcast to any cell phone within the broadcast range of cell towers in the county. • The Office of the Sheriff also implemented the last phase of a 5 year project, adding 922 new Mobile and Hand held radios within the Office, to improve communications within the Office and Bay Area Region under the East Bay Radio Communications System P- +25 Digital Radio System. With other Law Enforcement Agencies within Contra Costa County currently transitioning to this system, this project will allow for interoperability and improved communications amongst regional agencies. • We continue the configuration of an electronic timekeeping system with a projected go- live date later this year. It is important to note that implementation of this system will include electronic capture of supervision thereby allowing the County to begin to report supervision levels. This feature will provide key information required to support the County’s goal of flattening the organization. Budget Message The 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. By the end of the current fiscal year, we expect to be in labor negotiations with the majority of our labor unions. In the last two contract periods, with their help we have implementing a long-term rebalancing plan to reduce our expenditures and restructure our service delivery to provide the most effective services within annual available resources. This collaboration has meant that we can propose additional resources to augment public safety, public works, and human resources in the upcoming budget and has virtually eliminated the need for lay-offs. The County Board, Department Heads, and employees have come together and have worked collaboratively to address our fiscal challenges. I particularly want to thank Department Heads and all of our employees for their dedication and sacrifice, as well as their valuable and thoughtful input throughout the process. Our goal has been to ensure a fair and transparent budget process and to produce a user-friendly budget document. A great deal of effort has been put into developing and producing this budget. The Recommended Budget represents a work plan to achieve our mission and priorities in the coming year. Below are a number of key issues that have informed the development of our budget for next year. - 3 - • Property Tax Recovery: The low growth in the housing market continues to impact the County budget as over 84.2% of General Purpose revenues and 21.2% of total General Fund revenues come from property taxes. As a result, the slowdown in the housing market continues to have a greater impact on our County than most other Bay Area Counties. After three straight years of negative growth of assessed valuation, the County experienced positive growth of 0.86% in FY 2012-13; however, the majority of cities were still negative. We are hopeful that we will continue to see property tax recovery to counterbalance the cumulative negative assessed valuation since FY 2008-09. The County is projecting a 2% property tax growth rate for FY 2013-14. In years prior to FY 2008-09, growth had been atypically high and, unfortunately, our expenditures counted on that growth. Once recovery is achieved, a more modest 2-3% annual growth is projected. This reduced growth rate means that less money will be available to fund current and emerging service needs. • Employee Benefits and Retiree Health Care/Other Post-Employment Benefits (OPEB): Another key issue is the continued financial pressures related to the cost of benefits, including health care, for employees and retirees. Over the last few years, the County reached agreement with the vast majority of our employee groups to reduce the County cost of current employees and eliminate retiree health care costs for future employees. This action substantially reduced our long-term liability relating to the provision of retiree health care. This action, in combination with pre-funding virtually eliminated growth in the County’s OPEB liability. The 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 will continue to have a positive impact on the County’s OPEB liability. Our most recent OPEB valuation indicated that over the last six years, the County has reduced its OPEB liability by over 60% and reduced our annually required contribution by over 72% (from $216.3 million to $59.3 million). None of these reductions could have been achieved without the support and cooperation of our employees. Continued negotiations towards Countywide health care cost containment strategies and the redirection of designated future resources remain key to resolving the OPEB dilemma for the County. The challenge of offering health care options to our employees that are affordable and competitive will be a significant focus in future negotiations. The Board of Supervisors continues to make significant progress towards a solution for one of the biggest fiscal challenges the County has faced to date. • Pension Benefits: A major issue in FY 2013-14 and beyond continues to be the impact of the 2008 equity market losses in our pension fund. Market gains in calendar year 2011 were 2.7%, 5.05% below the Assumed Investment Rate (AIR) of 7.75%. Gains for 2012 are estimated to be 14.1%, 6.35% above the AIR. Over the last two years, employees in the majority of our bargaining groups began paying a greater percentage of pension costs. Additionally, we began to look forward to paying off a significant pension obligation bond in FY 2013-14. Projected relief was virtually eliminated, however, by the pension board’s recent reduction of the AIR from 7.75% to 7.25% (see the Retirement/Pension Costs – Future Year Projection/Budgets section of this letter for more information on pension). • Long-Term Rebalancing: One of the most important challenges we 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. Our office will continue to work with the Board and departments to review our historical trends, identify service - 4 - priorities, and to develop strategies to address any budget imbalance that exists between our annual expenditure needs and our annual revenues. Our goal will be to provide the most effective and efficient community services within our available resources. • State Budget: Given that the County receives approximately 25% of its General Fund revenues from the State, we are significantly impacted by State budget uncertainties. For FY 2013–14, the Governor’s Budget states that California is on its most stable fiscal footing in well over a decade and that the tough spending cuts enacted over the past two years and new temporary revenues provided by the passage of Proposition 30 will allow the State’s budget to remain balanced for the foreseeable future. The Governor’s Budget projects baseline General Fund revenues to grow by 5 percent, from $93 billion in FY 2012-13 to $97.7 billion in FY 2013-14. The vast majority of the spending growth is in education and health care, which has a significant impact on Contra Costa County. The County’s structurally balanced budget relies on the State not altering the current Health Realignment funding (see Health Services Department write-up beginning on page B-165). Our Recommended Budget includes a budgeted contingency reserve to allow us time to adapt to loss of program revenues, if necessary. We will also continue to work with labor to develop additional contingency options. • Capital Improvement Plan: The County has made great strides in planning the recovery/rebuilding of our infrastructure in order to provide high quality and accessible services to our residents. It is no secret that we have accrued substantial deferred maintenance and capital renewal needs throughout the County. However, due to significant fiscal constraints, the FY 2008-09 through 2011-12 fiscal years budgets included no appropriations for deferred facilities maintenance and capital renewal from the general fund. Because there were no appropriated funds, emergency funds were spent as critical equipment failed and needed to be replaced. These emergency repairs often cost more than regular maintenance of the facility would have cost. Non-general funds are sometimes available for special projects. In 2009, $1.0 million was appropriated from the Criminal Justice Construction Fund and allocated for Criminal Justice Facilities only; in FY 2011-12 Land Development funds were used for a large $12 million dollar renovation of 30 and 40 Muir Road in Martinez; and approximately $5.5 million of identified deferred maintenance were completed during the renovation. A comprehensive building condition analysis report completed in FY 2007-08 revealed the level of deferred maintenance and improvements that will be required to extend the useful life of County facilities and promote the health and safety of employees and the public who utilize our facilities. The report included comprehensive building condition assessments of 89 facilities and a total of 2.9 million square feet of building space. The report identified a total of $251.2 million in deferred facilities maintenance and capital renewal requirements to be addressed over 10 years. Up-to-date status of the deferred facilities maintenance and capital renewal requirements are in a database, which correcting for inflation currently total approximately $270.2 million. The comprehensive building condition analysis report and database is the blueprint of our Strategic Plan to address the County’s infrastructure needs. Deferred maintenance and capital renewal projects were categorized as having a Priority 1 through Priority 4 ranking. - 5 - • Priority 1 projects are defined as needing immediate action to return a facility to normal operation, stop accelerated deterioration, or correct a safety hazard: $2,165,000. • Priority 2 projects are defined as needing correction within a year to avoid intermittent interruptions, rapid deterioration, or potential safety hazards: $27,391,000. • Priority 3 projects include conditions requiring appropriate attention to prevent predictable deterioration or potential downtime and the associated damage or higher costs if deferred further: $186,933,000. • Priority 4 projects include items that represent a sensible improvement to existing conditions. These projects are not required for the most basic functions of a facility; however, they will either improve overall usability and/or reduce long-term maintenance: $53,743,000. Beginning in the current fiscal year, funding in excess of $5 million was allocated from Tax Losses Reserve to begin to address deferred facilities maintenance and capital renewal. FY 2012-13 projects funded were: the replacement of two chillers that were in critical condition at the Martinez Detention Facility with new energy efficient units that contain the latest ozone friendly refrigerant; replacement of the metal roof, recondition of the ornamental roof components, upgrades/repairs, and foundation wall waterproofing to the historic Finance Building; and a sewer project at the Orin Allen Youth Rehabilitation Facility. The objective is to begin to strategically fund deferred facilities maintenance and capital renewal on a yearly basis with an emphasis on completing Priority 1 projects. Per Budget Policy, the FY 2013-14 budget process again includes a strategic planning and financing process 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 assets relative to acquisition, use, disposition, and maintenance. This process includes funding decisions for maintaining the County’s facility assets, allowing the Board of Supervisors to weigh competing funding decisions using credible information. Our 2013-14 recommendations include both currently critical and potentially critical projects. Ten million has been targeted to address the remainder of items in Priority 1 and almost 30% of Priority 2 with the goal of completing Priority 2 projects in FY 2014-15. • Facility Lifecycle Improvement: For FY 2013-14 in addition to funding budget year projects, building lifecycle funding will begin. Per the County Finance Committee, $750,000 was set-aside on a cost-per-foot basis for future projects. New accounts were established for this purpose and the Public Works Department included these costs in their FY 2013-14 estimates (unless the space houses a claiming department that cannot make a claim for these expenses). Additionally, every department was encouraged to continue to target Real Estate Asset Management Program opportunities such as negotiating reduced rents, consolidations, and moving into County owned space. • Outstanding Debt: As of June 30, 2012, the County had a total of $634.3 million of outstanding Pension Obligation Bonds and Lease Revenue Bonds, a detailed listing of which is shown below. The County had a total of $717.9 million and $729.6 million of outstanding Pension Obligation Bonds and Lease Revenue Bonds as of June, 30, 2011 and 2010 respectively. The County’s entire debt portfolio is composed of fixed-rate debt issues. - 6 - The Debt Policy permits variable rate issues such as variable rate demand obligations only under special circumstances and does not presently permit derivatives such as swaps. Even prior to the implementation of its formal Debt Policy, the County had issued only fixed rate issues. This approach continues to shield the County from the risks associated with swaps and variable rate issues. It should be noted that Pension Obligation Bonds are taxable securities whereas the County’s Lease Revenue Bonds are tax-exempt securities. Thus, the True Interest Costs for the Pension Obligation Bonds are generally higher than those for Lease Revenue Bonds. County of Contra Costa (County Only) Outstanding Lease Revenue and Pension Obligation Bonds and True Interest Cost (as of June 30, 20121) Bond Issues Date of Issue Principal Amount Issued ($000s) Outstanding Principal ($000s) True Interest Cost (%)2 Lease Revenue Bond Issues (LRBs): 1999 Series A (Refunding and Various Capital Projects) 03/04/99 $74,685 $15,540 NA 2001 Series A (Various Capital Projects) 01/25/01 18,030 2,030 4.62% 2002 Series A (Various Capital Projects) 06/27/02 12,650 2,145 4.73% 2002 Series B (Refunding and Various Capital Projects) 09/05/02 25,440 8,700 3.97% 2003 Series A (Various Capital Projects) 08/14/03 18,500 4,060 4.46% 2007 Series A (Refunding and Various Capital Projects) 03/14/07 122,065 121,185 4.27% 2007 Series B (Medical Center Refunding) 08/07/07 110,265 68,365 4.27% 2009 Series A (Various Capital Projects) 06/03/09 25,062 21,269 4.55% 2010 Series A-1 (Capital Project I – Tax Exempt) 11/16/10 6,790 6,790 4.15%3 2010 Series A-2 (Capital Project I – Taxable BABs) 11/16/10 13,130 13,130 4.15%3 2010 Series A-3 (Capital Project I – Taxable RZBs) 11/16/10 20,700 20,700 4.15%3 2010 Series B (Refunding) 11/16/10 17,435 16,480 3.84%3 Total LRBs $488,527 $275,769 Pension Obligation Bond Issues (POBs): Refunding Series 2001 (Taxable) 03/20/01 107,005 $64,600 6.23% Series 2003 A (Taxable) 05/01/03 322,710 293,895 5.36% Total POBs $429,715 $358,495 Grand Total $918,242 $634,264 • 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. For Fiscal Year 2011-12, the growth rate of total assessed valuation in the County was -0.36%, reflecting housing sector weakness in response to the demise of the sub-prime mortgage market. The total assessed valuation base was $143.6 billion, resulting in a statutory bonded debt limitation of $7.2 billion and a California Constitution limit of $1.8 billion. This limit applies to all County-controlled agencies, including the County General and Enterprise Funds, Redevelopment, Housing Authority and Special Districts. For technical auditing 1 Excludes the $13.1 million of 2012 Lease Revenue Obligations issued on October 11, 2012 with a TIC of 2.68%. 2 The yield shown for the Refunding Series 2001 POBs is the arbitrage yield, not the TIC. 3 The yield shown is the blended TIC for all indicated series, net of the receipt of federal subsidies of interest cost. - 7 - 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, 2012 the County’s outstanding bonded debt was $454.8 million leaving a statutory margin of $6.7 billion and a Constitutional margin of $1.4 billion. Subsequent to this reporting period, assessed valuation rose 1.74% to $146.1 billion for the current fiscal year. • 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. The following obligations are current as of June 30, 2012. Note that these are County obligations and do not include Special Districts or Redevelopment obligations (also excluded are capital leases) and that years 2030-2040 are the average - each year is $2.47 million. Debt Service Requirements for Outstanding Lease Revenue and Pension Obligation Bonds (As of June 30, 2012) Fiscal Year Ending 6/30 Total Lease Debt Service (1) Total POB Debt Service Total Debt Service 2013 $32,312,422 $67,939,535 $100,251,956 2014 32,807,347 68,401,567 101,208,913 2015 32,848,691 35,409,894 68,258,584 2016 32,840,993 36,914,526 69,755,519 2017 30,440,233 38,484,360 68,924,593 2018 29,915,133 40,114,901 70,030,034 2019 29,796,021 41,821,636 71,617,657 2020 28,271,581 43,600,400 71,871,980 2021 28,268,331 45,452,243 73,720,574 2022 25,748,535 47,382,398 73,130,933 2023 25,637,015 25,637,015 2024 15,721,919 15,721,919 2025 13,337,400 13,337,400 2026 11,695,462 11,695,462 2027 10,494,758 10,494,758 2028 5,477,077 5,477,077 2029 2,471,648 2,471,648 2030-2040 2,473,180 2,473,180 TOTAL $415,289,542 $465,521,457 $880,810,999 (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 $9.61 million of net debt service savings were achieved over the remaining terms of bonds refunded since 2002. The County’s largest refunding occurred in fiscal year 2006-07 when $200.9 million of prior Certificates of Participation and Lease Revenue Bonds were refunded as part of the plan of finance for the 2007 Series A and 2007 Series B Lease Revenue Bonds. To the extent that federal and/or State programs offset debt service cost for projects funded with Lease Revenue Bonds, the County must share the refunding savings attributable to such projects with the Federal and/or State program. - 8 - Refunding Lease Revenue Bond Issue Amount Refunded ($ millions) Refunding Term . Savings ($ millions) Annual Average Savings 2002 Series B 25.870 18 years 0.850 49,906 2007 Series A (advance refunding) 61.220 21 years 3.830 182,380 2007 Series A (current refunding) 26.815 14 years 0.900 64,286 2007 Series B 112.845 15 years 2.930 195,333 2010 Series B (current refunding) 17.400 15 years 1.100 73,330 Total 244.150 9.610 565,235 (as of June 30, 2012) Lease Revenue Bond Refunding Savings Since 2002 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 felons exiting State prison for nonviolent, non-serious and non-sex crimes from the State to County probation departments and custody of newly convicted "non, non, non" felons to county Sheriffs instead of State prison as part of an effort to reduce bulging populations in the prisons. County public safety departments began implementing Public Safety Realignment with the Board’s October 4, 2011 adoption of the Community Corrections Partnership (CCP) Plan. Since that time, the CCP Executive Committee has met monthly to monitor the progress of plan implementation and to discuss the need for modifications, if needed. In January 2013, the CCP Executive Committee recommended and the Board of Supervisors approved a $20.7 million program for implementation of realignment services, $16.7 million in ongoing and $4.0 million in one-time costs, by County departments and through community programming for fiscal year 2012-13. The 2013-14 Recommended Budget includes $20.3 million, $19.2 million in ongoing and $1.1 million in one-time costs, for the continued provision of realignment programs within the County. 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, AB 109 granted discretion for the allocation of those funds, including any growth, to the California Department of Finance (DOF) through fiscal year 2013-14. In 2012, a two-year funding formula (fiscal years 2012-13 & 2013-14) was adopted by DOF, with the advice of the California State Association of Counties (CSAC) and the County Administrative Officers Association of California (CAOAC), to guide the allocation of funding by the State to counties. There has been no formal decision by the Legislature regarding funding allocation methodology for fiscal year 2014-15 and beyond. The Governor’s January Proposed Budget contemplates $998.9 million available to counties for implementation of realignment in 2013-14, which is approximately a 19% increase over the statewide allocation in 2012-13 (excluding growth). County departments impacted by the realignment have been working diligently to implement programming for the new population; however, with the absence of a 2014-15 funding methodology in place, it is important to exercise fiscal prudence in the expansion of programming countywide. - 9 - Historical Perspective Between FY 2002-03 and FY 2007-08, total expenditures for the General Fund grew by an average of 5.0%. They declined by 2.6% in FY 2008-09 and another 6.1% in FY 2009-10. Although they were budgeted to grow by approximately 4.3% in FY 2010-11, actual growth was within 2% and was funded with one-time resources. The one-time resources were not available in FY 2011-12 and expenditures dropped by 2.6% to below FY 2009-10 expenditures. Although the current year budget shown in the graph below displays growth, year-to-date expenditure projections indicate additional decline. 10 Year Actual Expenditure History (in millions) $1,059 $1,103 $1,128 $1,172 $1,270 $1,288 $1,255 $1,179 $1,203 $1,172 $1,250 $1,275 $1,000 $1,050 $1,100 $1,150 $1,200 $1,250 $1,300 $1,350 2002-03 Actual 2003-04 Actual 2004-05 Actual 2005-06 Actual 2006-07 Actual 2007-08 Actual 2008-09 Actual 2009-10 Actual 2010-11 Actual 2011-12 Actual 2012-13 Budgeted 2013-14 Recom'd As depicted in the following chart, total revenues began a two year decline in FY 2008-09 and have been relatively flat since then. Growth of 3.5% is included in the Recommended Budget; the majority of this growth is from State sources. These revenues are projected based on historical trends, which have been impacted by the property tax and general economic slowdown (as described above). 10 Year Revenue Generation (in millions) $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 2002-03 Actual 2003-04 Actual 2004-05 Actual 2005-06 Actual 2006-07 Actual 2007-08 Actual 2008-09 Actual 2009-10 Actual 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recom'd General Purpose Revenue Other Local Revenue Federal Assistance State Assistance - 10 - As shown below, the County has struggled with maintaining a structurally balanced budget over the years; however, both the FY 2012-13 and FY 2013-14 Recommended Budgets are structurally balanced. State impacts on FY 2013-14 are currently unknown. Appropriations for Contingency have been budgeted to address mid-year unanticipated issues. Change in General Fund Actual Status (in millions) $1,000 $1,050 $1,100 $1,150 $1,200 $1,250 $1,300 $1,350 2002-03 Actual 2003-04 Actual 2004-05 Actual 2005-06 Actual 2006-07 Actual 2007-08 Actual 2008-09 Actual 2009-10 Actual 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recom'd Total Expenditures Gross Revenue Prior to the housing market collapse, the County had reversed the declining reserves trend experienced in the last decade and achieved a balanced General Fund budget for fiscal years 2005-06 and 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. The FY 2012-13 Recommended Budget did not anticipate reserve spending for on- going program expenses and in fact projected a $3 million repayment of reserves from the FY 2010-11 loan to Doctor’s Hospital. The FY 2013-14 Recommended Budget does the same. Fiscal year-end 2010-11 marked a change in the calculation of the County’s General Fund Reserve to comply with terminology revisions required by the Governmental Accounting Standards Board (GASB) Statement No. 54-Fund Balance Reporting and Governmental Fund Type Definitions. GASB issued Statement No. 54 in an effort to improve consistency in reporting fund balance components, enhance fund balance presentation, and improve the usefulness of fund balance information reported annually. The Statement required a revision to the County’s 2005 Reserve Policy – unreserved was changed to unassigned. The impact was that $32.5 million of previously categorized unreserved balance is now considered either assigned or committed. In the following chart, the ten year history of unreserved balance has been over-laid with year-end 2009-10 figures calculated using both definitions and the following years calculated pursuant to the revised policy. There was no change in the total fund balance. The County is still meeting the minimum 5% target (Unassigned Fund Balance was 7.1% of total General Fund Revenues). Although the graph below depicts a drop in fund balance for the current and budget year, it should be noted that actuals will likely be higher than shown. Fund balance is shown as a percentage of total General Fund revenues, which are not projected to - 11 - reach budgeted figures in the current year (reduced revenue will decrease the ratio between the two). As noted, actual expenditures will be less than budget as well. Unreserved/Unassigned Fund Balance (as of June 30) 9.7% 7.3% 5.5% 8.3% 9.1% 9.6% 8.6%8.6% 5.9% 6.4% 7.1% 6.6%6.8% 5.0% 6.0% 7.0% 8.0% 9.0% 10.0% 2002-03 Actual 2003-04 Actual 2004-05 Actual 2005-06 Actual 2006-07 Actual 2007-08 Actual 2008-09 Actual 2009-10 Actual 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recom'd Unreserved Unassigned General Fund Revenue and Appropriations The County Summary Information available beginning on page C-1 of the Recommended Budget depicts history and recommendations for all revenue sources and uses for all County funds. The recommended General Fund budget of $1.278 billion is supported by local, federal, and State resources. Almost half of the revenue, $571.4 million, or 44.7%, is dependent upon State and federal allocations. General purpose revenue available from sources such as property tax and interest income is $321.5 million. The remaining ‘Other Local’ revenue is generated primarily by fees, fines, and licenses. Note that the difference between revenues and expenditures is due to the “repayment” of reserves from the West Contra Costa Healthcare District (see page B-65 for more information). 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 continued economic downturn has slowed growth in assessed valuation and has reduced most revenue sources. - 12 - Total Revenues: $1.278 Billion Other Local, $384,789,430, 30% Federal, $250,331,905, 20% State, $321,021,041, 25% General Purpose, $321,484,000, 25% Other Local Federal State General Purpose These revenue sources are used to fund programs throughout the County. All categories below are self-explanatory, except ‘Other Charges’, which includes contributions to other funds such as the Enterprise Funds and interest expense on bonds and other debt. The following chart breaks out recommended expenditures between the major expense areas. Total Expenditures: $1.275 Billion Salaries and Benefits $718,062,317 50% Provisions for Contingencies $3,110,000 < 0.3% Services and Supplies $392,382,886 27% Other Charges $232,099,993 16% Fixed Assets $12,854,853 1% Expenditure Transfers ($83,883,671) 6% - 13 - Our General Fund resources fund three functional areas: General Government, Health & Human Services, and Law & Justice. The following chart shows the distribution of resources in these three areas in the FY 2013-14 Recommended Budget. In both FY 2011-12 and the current year, Health & Human Services represented 56% of General Fund expenditures (Law & Justice and General Government were 27% and 17% respectively). Distribution of Expenditures ($1.275 Billion) General Government, $222,438,266 18% Health & Human Services, $692,035,698 54% Law & Justice, $360,152,414 28% Each department of the County, within the General Fund, is included in one of these functional areas and is described in detail in the Recommended Budget. The General Government Functional Group includes Agriculture, Assessor, Auditor-Controller, Board of Supervisors, Central Support Services, Clerk-Recorder, Conservation and Development, Contingency Reserve, County Administrator, County Counsel, Crockett/Rodeo Revenues, Debt Service, Department of Information Technology, Employee/Retiree Benefits, Human Resources, Public Works, and Treasurer-Tax Collector. The Law and Justice Functional Group includes Animal Services, Conflict Defense, District Attorney, Justice Systems Development/Planning, Probation, Public Defender, Sheriff-Coroner, and Superior Court Related Functions. The Health and Human Services Functional Group includes Employment and Human Services, Health Services Department, and Veterans Services. Each department was asked to submit a budget that balanced its requirements to provide services with the County’s goals of adopting a FY 2013-14 General Fund budget that balances annual expenses and revenues, addresses revenue challenges, pension cost increases, and includes an appropriation for partially pre-funding the County’s OPEB liability. The chart on the following page summarizes data for the General Fund. The budget is balanced and reflects sound financial practices. For example, ongoing revenues are used for ongoing expenditures while one-time revenues support one-time spending. As was mentioned above, a portion of General Fund sources is obligated to support debt service payments. - 14 - Summary of General Fund Expenditures and Revenues General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 630,194,505 687,062,084 719,093,624 718,062,317 (1,031,307) Services and Supplies 371,255,177 388,549,056 384,608,387 392,382,886 7,774,499 Other Charges 232,797,032 233,327,543 243,506,140 232,099,993 (11,406,147) Fixed Assets 11,872,825 16,284,617 12,854,853 12,854,853 0 Expenditure Transfers (74,140,085) (79,312,454) (77,342,816) (83,883,671) (6,540,855) TOTAL EXPENDITURES 1,171,979,454 1,250,295,260 1,285,830,188 1,274,626,378 (11,203,810) REVENUE Other Local Revenue 657,177,904 677,876,610 702,438,514 704,323,430 1,884,916 Federal Assistance 239,191,220 252,267,877 252,517,971 250,331,905 (2,186,066) State Assistance 285,536,069 304,497,135 312,483,638 322,971,041 10,487,403 GROSS REVENUE 1,181,905,193 1,234,641,622 1,267,440,123 1,277,626,376 10,186,253 NET COUNTY COST (NCC) (9,925,739) 15,653,638 18,390,065 (2,999,998) (21,390,063) Allocated Positions (FTE) 5,122 5,353 5,336 5,344 8 FINANCIAL INDICATORS Salaries as % of Total Exp 51% 52% 53% 53% 0% % Change in Total Exp 7% 3% (1%) (4%) % Change in Total Rev 4% 3% 1% (2%) % Change in NCC (258%) 17% (116%) (133%) COMPENSATION INFORMATION Permanent Salaries 320,443,004 347,708,116 361,407,626 360,318,986 (1,088,640) Temporary Salaries 20,842,008 10,684,726 10,709,565 10,620,980 (88,585) Permanent Overtime 16,185,558 12,580,217 13,861,230 13,901,230 40,000 Deferred Comp 953,934 2,401,336 2,419,802 2,424,234 4,432 Hrly Physician Salaries 111,295 122,869 110,372 110,372 0 Perm Physicians Salaries 2,632,567 3,666,346 3,632,940 3,632,940 0 Perm Phys Addnl Duty Pay 27,250 51,860 26,288 26,288 0 Comp & SDI Recoveries (1,687,531) (1,550,905) (1,391,693) (1,391,693) 0 FICA/Medicare 20,882,816 22,577,302 23,193,416 23,188,503 (4,913) Ret Exp-Pre 97 Retirees 1,869,642 2,093,129 2,064,107 2,064,107 0 Retirement Expense 136,820,852 163,535,870 180,984,347 180,807,077 (177,270) Excess Retirement 3,751 0 0 0 0 Employee Group Insurance 53,002,293 65,162,935 64,935,590 65,114,955 179,365 Retiree Health Insurance 31,270,838 31,641,893 31,134,775 31,134,775 0 OPEB Pre-Pay 13,723,499 13,622,073 12,983,833 12,983,833 0 Unemployment Insurance 1,284,237 1,414,671 1,667,954 1,665,530 (2,424) Workers Comp Insurance 11,246,660 11,349,647 11,353,473 11,460,201 106,728 Labor Received/Provided 581,832 0 0 0 0 - 15 - The following table compares the Recommended Budget’s share of general purpose revenue between Departments to the current year Adopted Budget (adjusted for carryforward). Changes in Overall Department Share of General Purpose Revenue FY 2012-13 Adopted Budget Share of Total FY 2013-14 Recommended Share of Total Agriculture 1,824,000 0.6% 1,764,429 0.6% Animal Services 3,200,000 1.0% 3,216,816 1.0% Appropriations for Contingencies 5,035,561 1.6% 3,110,000 1.0% Assessor 14,735,733 4.7% 14,592,000 4.6% Auditor-Controller 2,985,000 1.0% 3,029,690 1.0% Board of Supevisors 5,199,500 1.7% 5,919,281 1.9% Conservation and Development 0 0.0% 0 0.0% County Administration 3,675,784 1.2% 4,054,964 1.3% County Clerk-Recorder/Elections 4,108,000 1.3% 4,136,782 1.3% County Counsel 1,524,000 0.5% 2,244,308 0.7% District Attorney 13,940,527 4.5% 13,970,755 4.4% Employment & Human Services 18,050,000 5.8% 18,049,999 5.6% Health Services 86,980,000 27.9% 84,470,097 26.5% Human Resources 2,001,000 0.6% 2,123,891 0.7% Justice System Planning 3,500,670 1.1% 4,750,000 1.5% Miscellaneous Services 7,297,694 2.3% 7,016,889 2.2% Plant Acquisition 40,000 0.0% 40,000 0.0% Probation 35,792,176 11.5% 36,319,414 11.4% Public Defender 17,158,535 5.5% 17,845,688 5.6% Public Works 11,484,328 3.7% 11,926,523 3.7% Sheriff-Coroner 61,243,123 19.6% 67,411,758 21.1% Superior Court Related Functions 9,947,739 3.2% 10,200,000 3.2% Treasurer-Tax Collector 1,566,649 0.5% 1,607,613 0.5% Veteran's Services 536,978 0.2% 683,103 0.2% 311,826,997 1 100.0% 318,484,000 2 100.0% 1 The difference between the FY 2012-13 total and total General Purpose Revenue on page B-73 is due to carryforward. 2 The difference between the totals shown here and total General Purpose Revenue on page B-7 ($3 million) is due to the West Contra Costa Healthcare District’s agreement with the County. The Board has committed these funds back to the reserve (see page B-65). - 16 - The following table compares the Recommended Budget’s share of general purpose revenue between Agencies to the Baseline Budget Request. 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. Comparison of Share between Recommended Budget and Baseline Request FY 2013-14 Baseline Request Share of Total FY 2013-14 Recommended Share of Total Agriculture 1,764,429 0.5% 1,764,429 0.6% Animal Services 3,401,438 1.0% 3,216,816 1.0% Appropriations for Contingencies 3,110,000 0.9% 3,110,000 1.0% Assessor 15,173,914 4.5% 14,592,000 4.6% Auditor-Controller 3,029,690 0.9% 3,029,690 1.0% Board of Supervisors 5,919,281 1.7% 5,919,281 1.8% County Administrator 4,066,087 1.2% 4,054,964 1.2% County Clerk-Recorder/Elections 4,215,979 1.2% 4,136,782 1.3% County Counsel 2,264,822 0.7% 2,244,308 0.7% District Attorney 14,489,606 4.3% 13,970,755 4.4% Employment & Human Services 23,729,969 7.0% 18,049,999 5.7% Health Services 95,876,244 28.2% 84,470,097 26.5% Human Resources 2,007,242 0.6% 2,123,891 0.7% Justice System Planning 4,750,000 1.4% 4,750,000 1.5% Miscellaneous Services 7,016,889 2.1% 7,016,889 2.2% Plant Acquisition 40,000 0.0% 40,000 0.0% Probation 37,160,713 10.9% 36,319,414 11.4% Public Defender 17,934,273 5.3% 17,845,688 5.6% Public Works 11,489,445 3.3% 11,926,523 3.7% Sheriff-Coroner 69,943,326 20.6% 67,411,758 21.2% Superior Court Related Functions 10,200,000 3.0% 10,200,000 3.2% Treasurer-Tax Collector 1,607,613 0.5% 1,607,613 0.5% Veteran's Services 683,103 0.2% 683,103 0.2% 339,874,063 100.0% 318,484,000 1 100.0% 1 The difference between the totals shown here and total General Purpose Revenue on page B-73 ($3 million) is due to the West Contra Costa Healthcare District’s agreement with the County. The Board has committed these funds back to the reserve (see page B-65). - 17 - As shown in the Recommended Budget, the majority of general purpose revenue is allocated to a handful of County departments; in fact 79.4% of our general purpose revenue is spent in just seven departments. The table below shows the ranking of Department share (including Appropriations for Contingencies) of general purpose revenue. Ranking of Department Share of General Purpose Revenue FY 2013-14 Baseline Request Share of Total FY 2013-14 Recommended Share of Total Health Services 95,876,244 28.2% 84,470,097 26.5% Sheriff-Coroner 69,943,326 20.6% 67,411,758 21.2% Probation 37,160,713 10.9% 36,319,414 11.4% Employment & Human Services 23,729,969 7.0% 18,049,999 5.7% 79.4% Public Defender 17,934,273 5.3% 17,845,688 5.6% Assessor 15,173,914 4.5% 14,592,000 4.6% District Attorney 14,489,606 4.3% 13,970,755 4.4% Public Works 11,489,445 3.3% 11,926,523 3.7% Superior Court Related Functions 10,200,000 3.0% 10,200,000 3.2% Miscellaneous Services 7,016,889 2.1% 7,016,889 2.2% Board of Supervisors 5,919,281 1.7% 5,919,281 1.8% Justice System Planning 4,750,000 1.4% 4,750,000 1.5% County Clerk-Recorder/Elections 4,215,979 1.2% 4,136,782 1.3% County Administrator 4,066,087 1.2% 4,054,964 1.2% Animal Services 3,401,438 1.0% 3,216,816 1.0% 20.6% Appropriations for Contingencies 3,110,000 0.9% 3,110,000 1.0% Auditor-Controller 3,029,690 0.9% 3,029,690 1.0% County Counsel 2,264,822 0.7% 2,244,308 0.7% Human Resources 2,007,242 0.6% 2,123,891 0.7% Agriculture 1,764,429 0.5% 1,764,429 0.6% Treasurer-Tax Collector 1,607,613 0.5% 1,607,613 0.5% Veteran's Services 683,103 0.2% 683,103 0.2% Plant Acquisition 40,000 0.0% 40,000 0.0% 339,874,063 1 100.0% 318,484,000 2 100.0% 1 The difference between the total Baseline Request and total general purpose revenue is the funding gap described in the individual department narratives beginning on page B-3. 2 The difference between the totals shown here and total general purpose revenue on page B-73 ($3 million) is due to the West Contra Costa Healthcare District’s agreement with the County. The Board has committed these funds back to the reserve (see page B-65). - 18 - 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 – do not appear in the preceding charts because they do not receive any general purpose revenue. County Departments FY 2013-14 Baseline Request FY 2013-14 Recommended Difference Agriculture 5,533,825 5,533,825 0 Animal Services 11,713,091 11,713,091 0 Appropriations for Contingencies 3,110,000 3,110,000 0 Assessor 19,738,303 19,156,389 (581,914) Auditor-Controller 8,497,714 8,497,714 0 Board of Supervisors 8,261,481 8,261,481 0 Child Support Services 18,902,523 18,902,523 0 Conservation and Development 48,963,458 48,158,837 (804,621) County Administrator 21,751,084 21,739,961 (11,123) County Clerk-Recorder/Elections 22,873,662 22,873,662 0 County Counsel 6,028,506 6,007,992 (20,514) District Attorney 35,205,575 35,386,724 181,149 Employment & Human Services 481,670,640 483,434,171 1,763,531 Health Services 1,132,836,610 1,121,430,463 (11,406,147) Human Resrouces 8,686,500 8,883,450 196,950 Justice System Planning 15,213,398 15,213,398 0 Library 23,859,791 23,650,484 (209,307) Miscellaneous Services 87,124,659 87,124,659 Plant Acquisition 8,342,926 8,342,926 0 Probation 72,087,832 71,446,533 (641,299) Public Defender 18,960,369 18,871,784 (88,585) Public Safety Realignment 62,550,429 62,550,429 Public Works 180,002,097 180,614,475 612,378 Sheriff-Coroner 243,866,778 242,913,039 (953,739) Superior Court Related Functions 17,256,606 17,256,606 0 Treasurer-Tax Collector 4,582,113 4,582,113 0 Veteran's Services 858,103 858,103 0 Total County 2,568,478,073 2,556,514,832 (11,963,241) Special Districts CCC Fire Protection District 117,212,442 114,161,680 (3,050,762) Crockett/Carquinez Fire 544,858 527,558 (17,300) Special Districts (other than Fire) 156,609,767 156,609,767 0 Appropriations Grand Total 2,842,845,140 2,827,813,837 (15,031,303) - 19 - Many departments provide more than one area of service. The charts below categorize total County Appropriations by State Function Code. All Funds Appropriations by State Function Code ($2.56 Billion) General, $177,603,190 7% Public Protection, $539,747,235 21% Health and Sanitation, $1,100,163,702 43% Public Assistance, $524,101,726 21% Education, $23,650,484 1% Public Ways and Facilities, $113,535,766 4% Debt Service, $74,602,728 3% Appropriations for Contingencies, $3,110,000 < .002% General Fund Appropriations by State Function Code ($1.27 Billion) General, $150,568,061 12% Public Protection, $392,013,649 31% Health and Sanitation, $273,156,584 22% Public Assistance, $413,336,906 32% Public Ways and Facilities, $42,441,177 3% Appropriations for Contingencies, $3,110,000 <.003% - 20 - Full-Time Equivalent Positions (FTEs) The table below provides FTE positions for all funds for the prior year (2011-12 Actual), current year (2012-13 Budget), Projected Year (2013-14 Baseline), and for the 2013-14 Recommended Budget. Current year figures reflect total estimated net position counts as of today for all departments. Positions targeted for elimination are in the Land Development and Contra Costa Fire Protection District funds. Please note that these numbers represent rounded/funded FTEs. The positions in Land Development are vacant (not filled); as of today, 15 of the fire district positions are filled. The actual number of positions recommended for elimination on May 14, 2013 may be higher; this is due to clean-up of additional unfunded vacant positions. The actual number of lay-offs is expected to be less than fifteen. 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change County Departments Agriculture 464846 460 Animal Services 76 78 78 78 0 Assessor 122 122 122 122 0 Auditor-Controller 54 55 55 55 0 Board of Supervisors 28 31 31 31 0 Child Support Services 170 170 171 171 0 Conservation and Development 162 162 162 153 (9) County Administrator 106 107 110 110 0 County Clerk-Recorder/Elections 81 81 81 81 0 County Counsel 49 49 49 49 0 District Attorney 157 170 178 178 0 Employment & Human Services 1,712 1,805 1,767 1,767 0 Health Services 2,951 2,944 3,028 3,028 0 Human Resources 39 41 41 43 2 Library 175 175 175 175 0 Miscellaneous Services 32 32 33 33 0 Probation 292 325 332 332 0 Public Defender 76 84 91 91 0 Public Works 506 481 481 488 7 Sheriff-Coroner 977 1,024 1,043 1,045 2 Treasurer-Tax Collector 26 27 27 27 0 Veteran's Services 6 6 7 7 0 TOTAL COUNTY FTE 7,843 8,017 8,108 8,110 2 Special Districts CCC Fire Protection District 365 311 311 293 (18) Special Districts (non-Fire) 12 12 14 14 0 All Funds FTE 8,220 8,340 8,433 8,417 (16) - 21 - The County is currently carrying an abnormally high number of vacant positions due to unprecedented numbers of retirements during calendar year 2011 and 2012. The chart below provides the last seven years of retirement history by year and for the month of March. Historically March retirements are the highest because retirees must be retired by April 1 in order to receive a cost-of-living adjustment from the Contra Costa County Employees’ Retirement Association. 0 100 200 300 400 500 600 700 2006 2007 2008 2009 2010 2011 2012 160 144 130 221 179 409 304 138 99 85 66 105 208 84 Retirements 2006 - 2012 Balance of Year Month of March 298 287 215243 617 284 388 American Recovery and Reinvestment Act (ARRA) of 2009 Department and County Administration staff continue to be involved in tracking and pursuing opportunities available through the American Recovery and Reinvestment Act of 2009 (Federal Stimulus), which was signed into law on February 17, 2009. The $787 billion stimulus package provided for unprecedented levels of transparency and accountability and offers a unique opportunity to strengthen our local economy, create jobs, and fund a variety of local and regional projects. As of March 2013, Contra Costa County has been awarded over $77 million in ARRA funds and has received $76.5 million. Funding was highest in FY 2010-11 with the County receiving $29.9 million, over $18.8 million was received in FY 2011-12 and $3.5 million is expected in the current year; however, under $0.5 million is expected in FY 2013-14. In an effort to keep residents informed about ARRA and our efforts in Contra Costa County, the County Administrator’s Office has posted a report that tracks the County’s efforts in securing stimulus funding for various projects and programs that will improve the lives of our residents and stimulate the economy. The report, which is updated regularly, is available for review at www.cccounty.us. In addition, the County took advantage of special ARRA bond structures known as Build America Bonds and Recovery Zone Facility Bonds in 2010 to finance the West County Clinic. The County’s interest cost expense on these $33.8 million in bonds will be reduced by about $8.9 million over the term of the bonds when compared to traditional tax- exempt bonds. The expectation when the bonds were issued was that the federal subsidies of a portion of the debt service interest cost would be fully funded in each annual federal budget. However, the lack of a permanent resolution of the recent federal “Fiscal Cliff” crisis resulted in - 22 - a sequestration whereby across the board cuts in the federal budget for non-entitlement items were implemented on March 1, 2013. The sequestration includes a reduction of 8.7% of the federal subsidies that are paid from March 1, 2013 through September 30, 2013. In the case of the Build America Bonds and Recovery Zone Facility Bonds, the County will receive about $41,000 less than it would have otherwise received if the full debt service interest subsidies were paid by the federal government. Sequestration occurs one fiscal year at a time and it is not yet known whether a sequestration will occur of Fiscal Year 2013-14 and, if so, what the applicable percentage reduction in subsidies will be implemented. Any subsidies not received from the federal government must be covered by the County’s General Fund so that the entire amount of debt service on the bonds is timely paid. Fleet/Internal Services Fund The FY 2013-14 Recommended Budget includes a fully funded vehicle budget, including full vehicle depreciation expense. Requiring the annual budgeting of full vehicle depreciation will continue to facilitate regularly scheduled replacement of County vehicles, which began in FY 2008-09. Venture Capital Resources The Board of Supervisors adopted a Budget Policy in 2006, which included a resource intended to improve departmental operations and 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 do not have resources available within their normal operating budgets for such expense. In FY 2012-13, approximately $600,000 was allocated for projects that ranged from electronic appointment scheduling software to procurement system hardware and licenses. In FY 2013-14, departments requested over $2.4 million and the County Administrator is recommending the full $1 million for projects in six General Fund departments. Projects include high speed central count ballot tabulation machines, wireless infrastructure upgrades, file and virtualization servers, and asset management software. Retirement/Pension Costs - Future Year Projections/Budgets As was discussed above, the rising costs of pension benefits are a key issue 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 earning assumption (then 7.8%) to be 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: • Positive market experience for calendar year 2009 of 21.9% drastically changed the original projection; however, pension costs were still expected to increase significantly over the next five years; • Positive market experience for calendar year 2010 of 14% again reduced projected increases; however, pension costs were still expected to increase significantly over the next five years; - 23 - • Market experience for calendar year 2011 was disappointing at 2.7%. Although it was a positive number, it has a negative impact on costs because it was below the earning assumption of 7.75%; • Positive market experience for calendar year 2012 of 14.1% would have improved the last projection; • The CCCERA Board adopted changes in Economic Assumptions, which decreased the Assumed Investment Rate from 7.75% to 7.25%. In a letter dated March 12, 2013, CCCERA’s actuary issued a report which projected employer contribution rate changes based on an estimated 14.17% gross market value investment return for 2012 and other changes in economic assumptions including reducing the expected long- term rate of return assumption from 7.75% to 7.25%. The projection is derived from the December 31, 2011 actuarial valuation results, which are the most current available. A new five year projection will be available in the Fall using December 31, 2012 valuation figures. The December 31, 2012 valuation will also include new three year updates to demographics. Demographic changes may impact these projections. Again, the projections do not reflect any changes in the employer contribution rates that could result due to 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, the economy, and stock market performance, and the regulatory environment. As can be seen in the chart, the cumulative impact of smoothing gains and losses for the aggregate plan is projected to be 8.75% (as of December 31, 2016). These projected rate increases are implemented 18 months after the actuarial date. Therefore, the projected increase of 9.24% in in the chart below for 2012 will be implemented on July 1, 2014. 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 6.84% in 2012, a County Safety employee by 16.43%, and a Contra Costa County Fire District Safety employee by 19.77%. The total impact to the County, all things considered, is expected to be very close to these figures. Rate Change Component 2012 2013 2014 2015 2016 Deferred (Gains)/Losses 2.97% 0.02% -0.89% -0.42% -0.13% Loss of Investment Income on (Gain)/Loss of Investment Income on Difference Between AVA and MVA 0.32% -0.12% -0.12% -0.05% -0.02% 18 Month Rate Delay 0.40% 0.88% 0.43% -0.01% -0.06% Changes in Economic Assumptions 5.55%0.00%0.00%0.00%0.00% Incremental Rate Change 9.24% 0.78% -0.58% -0.48% -0.21% Cumulative Rate Change 9.24% 10.02% 9.44% 8.96% 8.75% Valuation Date (12/31) - 24 - The chart below, 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; however, so too is the economic impact of the change to assumed investment rate. Presented in the chart are four years’ of actual data, a projection of the current year (straight-lining eight months of actual data), the Recommended Budget for FY 2013-14, and a projection based on the Recommended Budget for FY 2014-15 and beyond (no increases in FTE or wages). A significant drop in projected expenses in FY 2014-15 is illustrated in the blue line; due to the retirement of one of the County’s pension obligation bonds. Note that per the Board’s current OPEB funding policy, the savings achieved ($33 million annually) will be redirected to the County’s OPEB Trust. The projected impact of increased pension costs and the current OPEB funding policy is shown in red. $227 $202 $210 $224 $246 $290 $277 $281 $282 $284 $285 $310 $314 $315 $317 $318 $200 $220 $240 $260 $280 $300 $320 FY 08‐09 Actual FY 09‐10 Actual FY 10‐11 Actual FY 11‐12 Actual FY 12‐13 Proj. FY 13‐14 Recom'd FY 14‐15 Proj. FY 15‐16 Proj. FY 16‐17 Proj. FY 17‐18 Proj. FY 18‐19 Proj. Actual and Projected* Retirement Expenses Millions *Five year projection assumes 7.25% AIR, all POBs, and 2012 market impacts. The compounded impact of the projected increases is 8.75%. Summary of Impacts The following impact statements from several of our major departments depict the tone of the Recommended Budget, which is optimistic. The goal of the FY 2011-12 budget was to make cuts that would balance the budget in a way to promote future sustainability into FY 2012-13 and beyond. The goal was reached and the majority of our immediate problems were solved. Due to mandates on service levels, budget reform was enacted primarily in the area of employee compensation. The majority of our County employees were impacted by reduced wages and increased pension costs (the impact ranged to a high of 5.8%). Taken together the County saved an annual average of 5% of wages and benefits, which structurally balanced the County budget. The vast majority of our labor contracts expire June 30, 2013. There are no increases built into the FY 2013-14 Recommended Budget. Any negotiated increases will have to be absorbed by departments. The Recommended Budget for FY 2013-14 includes slight growth in appropriations and increased general fund subsidies for many County departments. - 25 - There was insufficient growth however to fund all FY 2013-14 baseline requests. The budget includes a net increase of eight positions in the General fund. GENERAL GOVERNMENT Human Resources: The Human Resources Department services all County departments and is funded primarily from charges to departments. Approximately 23.9% of the funding is through a direct general purpose revenue allocation. The FY 2013-14 recommendation includes an increased net of $116,649 to reflect the addition of two positions: one Human Resources Technician in the Employee Benefits unit and one Labor Relations Specialist II position in the Labor Relations unit. An additional staff-person is needed in the Employee Benefits unit to continue to implement the Deferred Compensation Loan program as there are currently 350 loans in place, totaling $4.5 million. This position will be offset by charges to departments for Benefits Administration. The additional staff-person in the Labor Relations unit will support the collective bargaining negotiations, meet and confer obligations, and assist in managing grievances and unfair labor practice complaints. The Department has experienced a significant number of retirements in recent years and additional staffing is needed in crucial areas so that services may be delivered in a more effective manner. Library: The County Library is not part of the General Fund. In excess of 80% of the County Library budget is dependent upon property tax revenue, therefore it has been impacted by reductions in assessed valuations. In years prior to the economic downturn, annual revenues exceeded on-going expenditure needs and the Library was able to not only fund one-time projects and enhance materials, but was also able to build a reserve. Due to sound financial planning, and continued diligence in strategically filling vacancies based on workload, classification, and community library needs, use of reserves was not necessary for FY 2013-14. The Library budget is balanced and structurally sound. HEALTH AND HUMAN SERVICES Employment and Human Services: The Employment and Human Services Department (EHSD) General Fund allocation is being maintained at approximately the same level as in the past two years. The Recommended Budget does not include the impact of sequestration nor any appropriations for the Health Benefit Exchange Call Center due to timing of the completion of the contract process. Increases in salary and benefits are being offset by increases in State realignment revenue to produce a balanced budget and may allow for some staff additions in areas that have been hard hit by previous staff reductions. As with all of our FY 2013-14 recommendations, this budget does not take into account any unknown impacts to funding due to the State budget; however, we have based our revenue projections on the Governor’s Proposed Budget and are cautiously optimistic. EHSD is continuing a redesign of how social services are provided in Contra Costa County to better utilize strategic partnerships and the innovative use of technology to assist clients and provide more efficient and effective services. - 26 - Health Services: The Recommended Budget for the Health Services Department for the 2013-14 fiscal year includes an $11.6 million reduction from baseline costs and a $3.2 million reduction from the 2012-13 fiscal year budget. The budget is predicated on the assumption that (1) the enrollment in the Affordable Care Act (ACA) programs will remain constant with the existing Low Income Health Program levels; (2) the ACA payment rates coupled with the increase in the Federal Matching Percentage (FMAP) will yield a return $11.6 million higher than fiscal year 2012-13; and (3) the State does not alter the current Health Realignment funding. The $11.6 million revenue increase is utilized to replace a $5 million decrease in County general purpose revenue and to fund a $6.6 million increase in pension costs. Management reorganization and service delivery modifications continue to be implemented at the Hospital and Health Centers to improve accountability, standardization and efficiency. The Department is actively pursuing enrollment of individuals in the Low Income Health Program, restructuring the delivery system, and implementing an Electronic Medical Record as part of the Health Care Reform transition plan. LAW AND JUSTICE District Attorney: The 2013-14 budget funds baseline expenditures, including new initiatives established in the 2012-13 budget specifically targeting the Richmond Ceasefire program, gang prosecution, domestic violence prosecution, the Family Justice Center, and prosecution of sexual assault, human trafficking and firearm cases. In addition, the Recommended Budget augments funding from the AB 109 Public Safety Realignment in the amount of $700,000 to fund additional responsibilities borne by the District Attorney due to the realignment. Funding initiated in prior budgets related to AB 109 is continued in the 2013-14 budget for the District Attorney. This includes ensuring that victims and their families are notified of matters related to the custody of defendants pursuant to Marsy’s Law. Although the stability of the District Attorney’s budget has improved considerably, we remain cautiously optimistic for the future taking into account the continued impacts related to AB109 implementation and general increases in baseline costs. Probation: The 2013-14 budget will result in a minimal impact to departmental operations. After many years of significant impacts to the department by State budget reductions, both to juvenile and adult programming, the department is anticipated to have a temporary reprieve. For this reason, the 2013-14 budget recommends a minimal vacancy factor of $641,299 coupled with a revenue augmentation of $200,000 from AB 109 Public Safety Realignment funding to balance. Funding initiated in prior budgets related to AB 109 is continued in the 2013-14 budget for the Probation Department. The minimal impact to the department is classified as temporary due to the expectation that the State will reduce, in whole or significant part, funding to local probation departments from SB 678, the “Community Corrections Performance Incentives Act of 2009” in fiscal year 2014-15. The Act, among other things, created an incentive for counties to establish local evidence based programming with the goal of reducing the prison population. Counties benefit financially - 27 - from a share of the cost savings to the state from the reduced average daily population (ADP) in state prisons. The Probation Department benefits significantly from this funding stream due to the robust and highly successful programming implemented prior to and after passage of SB 678. The impact to the County is estimated at $4 million should the State discontinue funding, which would likely resulting in elimination of programming and positions related to SB 678. Public Defender: The 2013-14 budget continues to fund increased service levels established during 2012-13, which has completely eliminated the practice of referring clients to the Contra Costa County Bar Association solely due to attorney caseloads. In addition, the Recommended Budget funds all departmental initiatives funded previously by AB 109 Public Safety realignment, including the Arraignment Court Early Representation (ACER) program, which provides legal representation to defendants during arraignment hearings. The budget balances by reducing temporary salaries by a minimal amount, $88,585, to reflect a reduced need for temporary services due to the augmentations to permanent full-time staffing during fiscal year 2012-13. Sheriff-Coroner: The 2013-14 budget continues to restore services previously curtailed by several years of serious expenditure reductions in the Sheriff’s Office. The budget augments county patrol by two Deputy Sheriff positions and reduces the departmental vacancy factor significantly, from $4.9 million to $1.2 million, allowing for more flexibility in staffing core functions within the Office. Similar to other departments, the departmental budget condition has improved considerably; however, we remain cautiously optimistic for the future taking into account the continued impacts related to AB109 implementation, specifically increased average daily populations associated with housing those individuals and the potential for long-term sentencing of inmates in County facilities. Continued increases to baseline expenditures remain an issue as well. The Recommended Budget also maintains the services established in previous budgeted related to AB 109 and increases the departmental allocation of realignment funding by an additional $1,300,000 to offset expenditures associated with that population. The key role of the Sheriff’s Office under realignment is to manage the incarceration of lower-level offenders, as defined by the legislation, in County facilities. FIRE DISTRICT Contra Costa County Fire District: The Contra Costa County Fire Protection District (CCCFPD), a special district within the County, continues to face significant fiscal difficulties. Those difficulties have been magnified during fiscal year 2012-13 with the defeat of Measure Q (a parcel tax measure that was designed to fund a significant portion of the District’s ongoing structural deficit) resulting in the closure of four Fire Stations throughout the District. The District’s baseline budget balanced by depleting operating reserves entirely and relying on a draw of approximately $570,000 from the Pension Obligation Bond Stabilization Fund, leaving the District in significant financial turmoil entering fiscal year 2014-15. To compound matters, the Contra Costa County Employee’s Retirement Association (CCCERA) recently changed policy regarding assumption rates for investments returns – reducing the assumed rate from 7.75% to 7.25% beginning in fiscal year 2014-15. The impact of this change to the District in - 28 - that year is estimated to be an increase of approximately $3.1 to $3.6 million depending on the personnel composition of the department and number of stations in service during fiscal year 2014-15. Recognizing the burden to the community of entering fiscal year 2014-15 with a significant structural deficit and no operating reserves, the Recommended Budget includes the closure of two fire stations; one effective July 1, 2013 and one effective January 1, 2014. More detailed information is included in the departmental narrative section of the budget beginning on Page B-323. Conclusion This budget continues to reflect years of careful, comprehensive and continuing review of County operations to cope with economic challenges. In our assessment of County operations – and at every opportunity – we continue to make changes in delivering services that are more efficient and less costly. These changes, which could not have been accomplished without financial sacrifices from our employees, have allowed us to protect the services that residents need and expect from County government. The County has and will continue to adapt to changing circumstances. Our strategy over the last several years has been to harness our organizational discipline and innovation to reduce 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 continuation of that strategy. Recommendations This Recommended Budget provides for a General Fund budget of $1.3 billion, and an All Funds County budget of $2.4 billion ($2.5 billion including Fire). Based on this proposed budget, it is recommended that the Contra Costa County Board of Supervisors: 1. Open and conduct a public hearing to receive input on the FY 2013-14 Recommended Budget; 2. ACKNOWLEDGE that significant economic issues continue to challenge the Board of Supervisors in its effort to finance services and programs which Contra Costa County residents need, or expect will be provided to them by the County, especially in a time of economic downturn; 3. ACKNOWLEDGE that the employees of Contra Costa County have already been negatively affected as a result of the requirement to balance the County’s expenses with available revenues; 4. ACKNOWLEDGE that, although some relief is available, that this situation is expected to continue for County employees, as we work to manage and cope with the outcomes of this lengthy economic downturn; 5. DIRECT the County Administrator to continue to meet with the County’s union representatives and employees to explain the size, scope and anticipated length of the County’s fiscal challenges and to gain their input/suggestions; 6. ACKNOWLEDGE that the State of California and residents throughout the State continue to struggle to manage the negative outcomes of the current economy; - 29 - 7. ACKNOWLEDGE that the Recommended Budget does not include any funding changes that may occur in the State of California’s 2013-14 fiscal year budget and that, although the outcome is unknown at this point in time, that over $25 million is at risk in the State’s Budget for the hospital alone; 8. RE-AFFIRM the Board of Supervisors’ policy prohibiting the use of County General Purpose Revenue to back-fill State revenue cuts; 9. ACKNOWLEDGE that, due to significant market losses in the Contra Costa County Employees Retirement Association assets in 2008 and changes to economic assumptions since that time, retirement expenses are expected to increase in the next few years; 10. ACKNOWLEDGE that the Recommended Budget balances annual estimated expenditures with estimated revenues in FY 2013-14, and is both technically and structurally balanced; 11. 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; 12. 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; 13. ACKNOWLEDGE that restoration of the County’s reserve funds and an improved credit rating remain a priority of the Board of Supervisors over the long term; 14. DIRECT the County Administrator to prepare for Board adoption on May 14, 2013, the FY 2013-14 County and Special District Budgets, as modified, to incorporate any changes directed by the Board during these public hearings; and 15. DIRECT the County Administrator to prepare for consideration by the Board of Supervisors on May 14, 2013, position additions and eliminations necessary to carry out Board action on the Recommended Budget. Sincerely, DAVID TWA County Administrator DT:LD Table of Contents Page County of Contra Costa FY 2013-2014 Recommended Budget i OVERVIEW Organization of Recommended Budget Book ..................................................................... A-1 County Profile ..................................................................................................................... A-5 Long-Term Financial Planning and Policies ......................................................................... A-8 Performance Measurement Program ................................................................................ A-12 Budget Process .................................................................................................................. A-14 Budgetary Basis for Accounting ......................................................................................... A-16 DEPARTMENTAL BUDGET SUMMARIES BY FUNCTIONAL GROUP General Government: Functional Group Summary ........................................................... B-1 Agriculture .................................................................................................................... B-3 Assessor ....................................................................................................................... B-9 Auditor–Controller ...................................................................................................... B-13 Board of Supervisors .................................................................................................. B-17 Central Support Services ........................................................................................... B-19 Clerk-Recorder/Elections ........................................................................................... B-23 Conservation and Development ................................................................................. B-31 Contingency Reserve ................................................................................................. B-53 County Administrator .................................................................................................. B-55 County Counsel .......................................................................................................... B-59 Crockett/Rodeo Revenues ......................................................................................... B-63 Debt Service ............................................................................................................. B-65 Department of Information Technology ...................................................................... B-67 Employee/Retiree Benefits ......................................................................................... B-71 General Purpose Revenue .......................................................................................... B-73 Human Resources ..................................................................................................... B-75 Library ........................................................................................................................ B-79 Public Works ............................................................................................................. B-85 Treasurer–Tax Collector .......................................................................................... B-113 Health & Human Services: Functional Group Summary ................................................ B-117 Child Support Services ............................................................................................. B-119 Employment and Human Services ........................................................................... B-123 Health Services Department .................................................................................... B-165 Veterans Services .................................................................................................... B-247 Table of Contents Page ii County of Contra Costa FY 2013-2014 Recommended Budget Law & Justice: Functional Group Summary .................................................................. B-249 Animal Services ....................................................................................................... B-251 Conflict Defense ....................................................................................................... B-257 District Attorney ........................................................................................................ B-259 Justice Systems Development/Planning .................................................................. B-271 Probation .................................................................................................................. B-279 Public Defender ........................................................................................................ B-291 Sheriff-Coroner ......................................................................................................... B-295 Superior Court Related Functions ............................................................................ B-315 FIRE DISTRICTS Contra Costa Fire.Protection District .............................................................................. B-323 Crockett-Carquinez Fire…… ........................................................................................... B-329 COUNTY SUMMARY INFORMATION All County Funds - Recommended Sources Pie Chart ....................................................... C-1 All County Funds - Recommended Requirements Pie Chart .............................................. C-2 All County Funds - Total Requirements Summary By Fund ................................................ C-3 All County Funds - Summary .............................................................................................. C-6 All County and Districts Major Funds .................................................................................. C-7 Major Fund: General Fund - Summaries By Functional Group ......................................... C-11 All County Funds – Discussion of Major Revenue Sources .............................................. C-15 All County Funds - Revenues By Type ............................................................................. C-23 All County Funds - Expenditures By Type ......................................................................... C-33 Major Governmental Funds - Changes in Projected Fund Balance .................................. C-42 APPENDIX Countywide Program Modification List. ................................................................................ D-1 Mandatory/Discretionary List by Department ....................................................................... E-1 Mandatory/Discretionary List by Service and Level .............................................................. F-1 County Organizational Chart ............................................................................................... G-1 County Fund Definitions ...................................................................................................... H-1 Budgetary Fund Structure ..................................................................................................... I-1 Table of Funds – Financial Fund Order ................................................................................ J-1 Fund-Department Relationship ........................................................................................... K-1 Glossary of Terms ................................................................................................................ L-1 Overview County of Contra Costa FY 2013-2014 Recommended Budget A-1 ORGANIZATION OF THE RECOMMENDED BUDGET BOOK This Fiscal Year 2013-14 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 2013-14 Recommended Budget book is the official transmittal document for the Recommended Budget to the Board of Supervisors and citizens of Contra Costa County from the County Administrator, David Twa. OVERVIEW Information contained in this section includes a general profile of Contra Costa County, (size, population, employment and income, etc.); long-term financial planning and policies adopted to manage County operations; and the process used for developing and adopting the Recommended Budget. DEPARTMENTAL BUDGET SUMMARIES BY FUNCTIONAL GROUP In this section, County Departments are divided into three Functional Groups: General Government, Health & Human Services and Law & 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 & Human Services Functional Group includes those Departments that provide health and family, individual and child supportive services. The Law & 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.) FIRE DISTRICTS Similar to the Departmental Budget Summaries, this section includes a variety of information about each of the two County Fire Districts, 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. Overvie A-2 APPEND A variety Recomm by Depa Mandato used for NAVIGA The follo Summary follows. 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In used if the und Only is ver, will dep a narrative cing sources ended fundin act on serv ram Goals. program. mmended Bu nderstandin ailed compila etailed listing efinition of F artmental Bu summary w partment is e number of dget at the quirements, the header e function is used if the pict only the explanation s. ng level, the vices if the udget g the ation, gs of Funds udget which Department Name Department Head Name Functional Group County of Contra Costa FY 2013-2014 Recommended Budget A-3 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 4,054,988 4,521,544 4,723,146 4,653,398 -69,748 Services and Supplies 672,025 683,506 642,325 622,325 -20,000 Expenditure Transfers 399,912 435,985 404,302 404,302 0 TOTAL EXPENDITURES 5,126,926 5,641,035 5,769,773 5,680,025 -89,748 REVENUE Other Local Revenue 867,855 952,479 977,479 977,479 0 State Assistance 3,006,166 2,764,313 2,878,546 2,878,546 0 GROSS REVENUE 3,874,020 3,716,792 3,856,025 3,856,025 0 NET COUNTY COST (NCC) 1,252,905 1,924,243 1,913,748 1,824,000 -89,748 Allocated Positions (FTE) 47 46 49 48 -1 FINANCIAL INDICATORS Salaries as % of Total Exp 86% 87% 88% 88% % Change in Total Exp 10% 2% -2% % Change in Total Rev -4% 4% 0% % Change in NCC 54% -1% -5% COMPENSATION INFORMATION Permanent Salaries 2,412,727 2,790,494 2,909,984 2,840,236 -69,748 Temporary Salaries 126,829 31,000 31,000 31,000 0 Permanent Overtime 24,245 0 0 0 0 Deferred Comp 6,085 8,940 13,080 13,080 0 Comp & SDI Recoveries -14,803 0 0 0 0 FICA/Medicare 191,308 213,057 222,477 222,477 0 Ret Exp-Pre 97 Retirees 9,288 9,350 9,350 9,350 0 Retirement Expense 625,799 752,990 767,442 767,442 0 Employee Group Insurance 313,623 347,228 355,075 355,075 0 Retiree Health Insurance 193,068 197,619 203,703 203,703 0 OPEB Pre-Pay 104,588 104,588 104,588 104,588 0 Unemployment Insurance 15,440 10,049 11,105 11,105 0 Workers Comp Insurance 46,793 56,229 95,342 95,342 0 Department Description This table represents information in aggregate format summarizing expenditures, revenues and net County costs for five budget units administered by the Agriculture/Weights & Measures Department. Included are data for the following cost centers: 3300 – Agriculture/Weights & Measures Admin 3305 – Agriculture Division 3311 – Agriculture Division (Pest Management) 3315 – Weights and Measures 3320 – Cooperative Extension Major Department Responsibilities The Agriculture/Weights & 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; provides education to the public and targeted clientele, including other County departments, in commercial agriculture, urban horticulture, youth development, nutrition, and a variety of natural resources topics including range and watershed management and safeguarding homes from wildfires; and directs service programs including 4-H Youth Development, Master Gardeners, and two federally-funded nutrition education programs. Administration Description: Provides direction and financial control, develop and implement policies and procedures in support of the operations of the department. Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,246,447 Financing: 0 Net County Cost: 1,246,447 Funding Sources: General Fund 100% 1,246,447 FTE: 4.0 1 2 3 4 5 Department Name Functional Group A-4 County of Contra Costa FY 2013-2014 Recommended Budget Sample Division Description: Provides enforcement of pesticide use and worker safety regulations, enforcement of quarantine regulations; perform pest detection, pest management, and pest eradication activities. Provides quality assurance programs involving fruits, nuts, vegetables, eggs, nursery stock and seed, and assist the public with pest identification and control techniques using environmentally safe pest management practices. Sample Division Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,132,913 Financing: 3,050,990 Net County Cost: 81,923 Funding Sources: State 91.2% $2,856,746 Fees 4.7% 147,020 Interfund Revenue 1.0% 31,000 Other 0.4% 14,224 Forf/Penalties 0.1% 2,000 General Fund 2.6% 81,923 FTE: 34.21 (15 permanent and 19.21 project) CAO’s Recommendation Baseline Budget The baseline net County cost reflects a $10,495 decrease from the fiscal year 2012-13 budget. Revenues increased by $139,233 and expenditures increased by $128,738 when compared to the FY 2011- 12 Adjusted Budget. Recommended Budget The recommended net County cost reflects an additional reduction of $89,748 to the Department of Agriculture. The reductions are as follows: Performance Measurement ƒ The Canine Program continues to successfully pass the United States Department of Agriculture certification requirements. The two teams continue to work regionally in 11 Greater Bay Area counties and alerted on a total of 50,294 parcels at USPS, FedEx, UPS, and California Overnight shipping facilities. There were a total of 1,981 unmarked packages of Agricultural commodities that were intercepted. Within these parcels 57 pests were discovered which were rated as serious exotic pests. The Canine program has successfully expanded to include a U.S. Post Office facility. The number of canine/handler teams has grown throughout the state due to an increase in funding from the Farm Bill. There are now a total of 13 county canine teams in California versus 6 during 2009. Administrative and Program Goals ƒ Enforce regulations preventing the movement of the LBAM to new locations in the county and state. 2013-14 Program Modification List Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net County Cost Impact Impact 1 Agriculture Pest Detection (1) ($69,748) a) Elimination of the newly authorized Pest Detection Program Assistant (B9N1) that is currently unfilled. b) Loss of this position will result in less support for the specified pest detection program. It will also result in net county cost expenditure reduction in a qualified agricultural program. This will result in a reduction of unclaimed gas tax revenue reimbursement in the following fiscal year of about 50% of the cost. 2 Administration Reduction in Service Level Agreement with Department of Information Technology N/A ($20,000) Is not expected to have a significant impact on Department in FY2012/13 as there are not major IT enhancements expected that would require substantial support. The vulnerability will come with unexpected failures such as a server failure or significant virus attacks. Total (1) ($89,748) 6 7 8 Overview  County of Contra Costa FY 2013-2014 Recommended Budget A-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- Public Administrator, Sheriff-Coroner and Treasurer-Tax Collector (the ‘County Treasurer’). The County Administrator, David Twa, is appointed by the Board and is responsible for running the day-to-day business of the County. The County Administrator is also responsible for presenting the Board with a Recommended Budget for consideration of adoption as the Final (Adopted) Budget, which will serve as the foundation of the County’s financial planning and control. Contra Costa County Elected Officials Expiration of Name Office Current Term John M. Gioia Supervisor, District 1 January 5, 2015 Candace Andersen Supervisor, District 2 January 2, 2017 Mary N. Piepho Supervisor, District 3 January 2, 2017 Karen Mitchoff Supervisor, District 4 January 5, 2015 Federal D. Glover Supervisor, District 5 January 2, 2017 Robert R. Campbell Auditor-Controller January 5, 2015 Russell V. Watts Treasurer-Tax Collector January 5, 2015 Gus S. Kramer Assessor January 5, 2015 Joseph E. Canciamilla Clerk-Recorder January 5, 2015 Mark Peterson District Attorney-Public Administrator January 5, 2015 David O. Livingston Sheriff-Coroner January 5, 2015 Overview A-6 County of Contra Costa FY 2013-2014 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 1,065,117 as of January 1, 2012. 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) 2008 2009 2010 2011 2012 Antioch 100,957 101,041 102,330 103,055 103,833 Brentwood 51,908 51,950 52,492 52,030 52,575 Clayton 10,864 10,873 10,492 10,942 10,996 Concord 124,599 124,703 125,864 122,599 123,206 Danville 43,043 43,080 43,574 42,217 42,450 El Cerrito 23,440 23,461 23,666 23,649 23,774 Hercules 24,480 24,499 24,693 24,153 24,272 Lafayette 24,087 24,106 24,342 24,024 24,159 Martinez 36,348 36,378 36,663 36,055 36,225 Moraga 16,204 16,216 16,332 16,076 16,152 Oakley 34,468 34,500 35,846 35,998 36,532 Orinda 17,669 17,687 17,866 17,714 17,819 Pinole 19,383 19,400 19,555 18,461 18,560 Pittsburg 63,771 63,827 64,967 63,735 64,706 Pleasant Hill 33,547 33,576 33,844 33,280 33,440 Richmond 104,513 104,602 105,630 104,382 104,887 San Pablo 31,808 31,834 32,131 28,931 29,105 San Ramon 63,176 63,230 64,860 73,111 74,378 Walnut Creek 65,860 65,915 66,584 64,710 65,233 Subtotal 890,125 890,878 901,731 895,122 902,302 Unincorporated 170,310 170,447 171,054 161,184 162,815 Total 1,060,435 1,061,325 1,073,055 1,056,306 1,065,117 (1) Columns may not total due to independent rounding Source: California Department of Finance The County’s employment economy is very diverse: major industries include 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. Overview County of Contra Costa FY 2013-2014 Recommended Budget A-7 Between July 2011 and June 2012 the County’s jobless rate decreased from 11.0% to 9.4%, which was significantly below the statewide averages of 12.1% and 10.9%, 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 Resident Labor Force Wage and Salary Employment by Industry Annual Averages (in thousands) 2007 2008 2009 2010 2011 County Civilian Labor Force (1) 511.7 524.5 524.8 523.3 524.1 Employment 489.8 492.2 471.5 465.1 469.6 Unemployment 21.9 32.4 53.4 58.2 54.5 Unemployment Rate County 4.3% 6.2% 10.2% 11.1% 10.4% State of California 5.4% 7.2% 11.3% 12.4% 11.7% Wage and Salary Employment (2) Farm 0.7 0.7 0.8 0.7 0.9 Goods Producing 49.7 46.5 39.9 36.6 34.8 Trade, Transportation & Utilities 62.3 61.2 57.3 55.9 56.3 Information 13.0 11.8 10.4 9.6 9 Financial Activities 29.1 26.6 25.7 25.3 24.5 Professional & Business Services 49.4 49.3 45.9 43.8 45.5 Education & Health Services 44.6 45.6 47.7 48.4 49.2 Leisure & Hospitality 33.2 32.8 31.2 31.3 32.2 Other Services 12.5 12.4 11.7 11.8 12.5 Government 52.2 52.6 51.3 49.2 47.8 Total (3) 346.8 339.5 321.8 312.6 312.7 ________________________ (1) Based on place of residence (2) Based on place of work (3) Columns may not total due to independent rounding. Source: State of California, Employment Development Department, Labor Market Information Division, March 2011 Benchmark Overview A-8 County of Contra Costa FY 2013-2014 Recommended Budget  Contra Costa County traditionally has had higher per capita income levels than those of the State and the nation. The following information is the latest available total personal income and per capita personal income for the County, the State and the nation for calendar years 2007 through 2011. Personal Income Calendar Years 2005 through 2011† Personal Income (millions of dollars) 2007 2008 2009 2010 2011† County 58,044 59,914 56,221 58,383 n/a California 4,566,400 1,610,698 1,516,677 1,564,209 1,645,138 United States 11,900,562 12,451,660 11,852,715 12,308,496 12,949,905 Per Capita Income (dollars) County 57,518 58,547 54,169 55,465 n/a California 43,211 44,003 41,034 41,893 43,647 United States 39,506 40,947 38,637 39,791 41,560 † Most recent year for which annual data is available for the State and the United States Source: United States Department of Commerce, Bureau of Economic Analysis, Regional Economic Information System, April 2012 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 business 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 of our employees value: • Clients and Communities • Partnerships • Quality Service • Accountability • Fiscal prudence • Organizational excellence Overview County of Contra Costa FY 2013-2014 Recommended Budget A-9 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: • In 2007 the Board of Supervisors set the following specific goals to address the County’s Other Postemployment Benefits (OPEB) Long-term Liability: o to fully comply with GASB Statement 45; 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; and o to minimize collateral detrimental impact to the provision of indigent health care in the County. The OPEB financing plan included an annual allocation of resources for pre- funding the OPEB which the County has included in each adopted annual budget since FY 2008/2009. Health plan changes, caps on county contributions and labor concessions, in additional to annual pre-funding contributions, have assisted in reducing the County’s Unfunded Actuarial Accrued Liability (UAAL) by 62.6% since 2006 (from $2.57 billion to $962 million). • 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. The County has saved in excess of $2.6 million in lease costs through this program. With the adoption of the FY 2012-13 Recommended Budget, the Board established a dedicated funding stream for the County’s Capital Improvement Plan (see Budget Message – Capital Improvement Plan). • In 2012, the State of California enacted the Public Employees’ Pension Report 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 retirement cost of living adjustment (COLA). By default the COLA for the majority of new County employees is 3%. Negotiations are underway in an effort to achieve a 2% COLA across all groups. These new tiers are expected to achieve savings over time. (see Budget Message - Pension Benefits). 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 described below and available by contacting the County Administrator's Office at (925) 335-1023 and on the County's website under Financial Information at: http://ca-contracostacounty.civicplus.com. Overview A-10 County of Contra Costa FY 2013-2014 Recommended Budget  Budget Policy In November of 2006 the Board of Supervisors established a Budget Policy. The objectives of the County Budget Policy are to establish best practices for the County's budget process. Requirements of the Budget Policy include: • Adoption of structurally balanced budgets (A Balanced Budget is defined as a budget where Total Sources, including Fund Balances, equal Total Requirements, including Reserves and Contingencies, for each appropriated fund.) (see fund structure chart in Appendix); • Preparation of multi-year (3-5 year) financial projections as part of the annual budget planning process; • Mid-year updates on budget status by department, with corrective actions presented to the Board within 30 days for any cost centers over budget; • Adoption of an annual budget early enough (and no later than May 31) to allow all impacts on programs and/or revenues to be in effect on the first day of the new fiscal year (July 1). 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. Government Treasury and its Agencies, certain corporate bonds and notes, bankers' acceptances, certificates of deposit, commercial paper, repurchase agreements, and the State of California Local Agency Investment Fund (LAIF) and securities lending transactions. The Board of Supervisors (Board) approved its first Investment Policy in 1994 and the most recent update to the Investment Policy on June 26, 2012. The County Investment Policy is reviewed and approved annually by the Board; all amendments to the Investment Policy must be approved by the Board. The Board has established a seven member Treasury Oversight Committee pursuant to State Law. Members of the Treasury Oversight Committee are: the County Superintendent of Schools; a representative 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 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 appointed by the Board of Supervisors; and three members of the public nominated by the County Treasurer-Tax Collector. 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. The Contra Costa County Investment Pool was rated by Standard & Poor's (S & P) on September 30, 2012. The Investment Pool was assigned a fund credit quality rating of "AAAf" and a fund volatility rating of "S1+." The "AAAf" rating is S & P's highest fund credit quality rating with the "S1+" volatility rating reflecting low sensitivity to changing market conditions. The Investment Pool has maintained its AAAf and S1+ ratings since first rated in November 2007. General Fund Reserve Policy In December 2005, the Board of Supervisors established a General Fund Reserve Policy directing the establishment and maintenance of a reserve fund to, among other things, "enhance the management of the County's finances and maintain the County's credit quality." The Reserve Policy requires the County to maintain a General Fund Overview County of Contra Costa FY 2013-2014 Recommended Budget A-11 balance equal to a minimum of 10% of the General Fund revenues and an unreserved balance equal to a minimum of 5% of General fund revenues. Reserves exceeding the minimum are applied only to one-time uses, such as additional reserves or capital projects, up to an amount equal to 1% of General Fund revenues. The Reserves can only be used in emergencies and if accompanied by a Board-approved plan to restore Reserves to the target levels. The Policy was revised in June 2011 to comply with implementation of GASB 54 (see Budget Message). The total General Fund balance was 13.2% of General Fund revenues and the unreserved portion was 7.1%. The County's audited financial report for fiscal year 2011-2012 confirms compliance with the Reserves Policy. Debt Management Policy In December 2006 the Board of Supervisors established a Debt Management Policy. The County Debt Management Policy formalized the guidelines for the issuance and management of various types of debt instruments and other financial obligations. Pursuant to the Debt Management Policy, the County may refinance outstanding long-term debt when such refinancing allows the County to realize significant debt service savings (2% minimum by maturity on its own and a minimum 4% savings overall or if combined with more than one refinancing) 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. The Policy was recently revised to add post-issuance tax compliance procedures for our tax-exempt and Build America Bonds. The Debt Management Policy provides that the County will undertake multi-year capital planning and sets forth guidelines for the term of debt issues, refunding savings targets, and other structural debt features. The Debt Management Policy established a Debt Affordability Advisory Committee (consisting of the County Auditor-Controller, County Treasurer-Tax Collector, Deputy Director - Redevelopment Agency and the County Finance Director) that establishes the viability of any proposed debt-financing, monitors and evaluates the County's performance against various debt ratio benchmarks, and annually prepares a comprehensive debt capacity report for the County Administrator. The Debt Affordability Advisory Committee monitors specific statistical measures and compares them to those of other counties, rating agency standards, and the County's historical ratios. The most recent Debt Report was issued by the Debt Affordability Advisory Committee on April 1, 2013. Workers' Compensation Confidence Level Policy In September of 2007 the Board of Supervisors adopted a Workers' Compensation Internal Service Fund funding policy to establish a targeted minimum confidence level of 80% ('confidence level' is a measure of the probability that the Workers' Compensation Trust 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 2011-12 and was in excess of 93%. Presently, the County pays approximately $17 million annually to the Workers' Compensation Internal Service Fund, down from a high of $36 million in FY 2006-07. The drop can be attributed to changes in State law, changes in employee contracts, and most particularly to the County’s return to work program. The annual payments, along with a stable 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 gradually reduced transfers to the fund, which will eventually result in reaching the targeted confidence level and freeing up these funds for other purposes. Overview A-12 County of Contra Costa FY 2013-2014 Recommended Budget  PERFORMANCE MEASUREMENT PROGRAM As part of its long-term planning strategy, Contra Costa County began including its performance measurement program in the annual budget process in FY 2011-12. As part of budget preparations, each department was asked to update its Performance Report with the following information: • Department Mission, Mandate or Goal • Major Program Descriptions • Accomplishments • Challenges • Performance Indicators All department Performance Reports is posted on the County’s website. Performance Report information is included in Departmental Budget Summaries as information is developed. Additionally, Contra Costa County is involved in a project to improve its performance measurement program. In the summer of 2010, the Bay Area Regional Benchmarking Project (Project BARB) was launched. The project includes nine Bay Area counties: Alameda, Contra Costa, Marin, Napa, San Francisco, San Mateo, Santa Clara, Solano and Sonoma. All participant counties currently have some level of performance measurement program. The intent of Project BARB is to provide regional data than can be used by all participating jurisdictions to learn from each other, evaluate performance, improve management practices and inform goal-setting. Specifically, comparing performance data among the nine Bay Area counties will: 1. Establish Bay Area averages or norms that can be used to inform goal setting and resource allocations by participating jurisdictions; 2. Identify best practices that can help to improve operations and service delivery; 3. Provide valid and reliable data to aid in decision-making and resource allocation; 4. Serve as a catalyst for enhancing inter-county communications and sparking new ideas; and 5. Provide a professional development opportunity for staff to work with their peers in other counties. Phase I of Project BARB, Community Measures, has been completed and a report issued in February of 2012. As part of Phase I, statistical profiles were compiled for each participating county to provide context in determining comparability for the Project. The Phase I Report identified seven Community Measures, with corresponding goal areas, as community indicators of interest to all counties. Data was collected for each goal area and a Bay Area average provided as a regional benchmark for each indicator. Phase II of the BARB, Internal Services Measures, was not completed due to personnel resource issues and conflicts in measurements. Public Safety Measures, which were begun in 2012 were not completed. In March, 2013 the BARB group met to discuss problems related to regional measurement comparisons and to receive a related presentation from the International City/County Management Association (ICMA). ICMA was founded in 1914 to build better, more livable communities by advancing the professional management of local governments worldwide. ICMA exists to service professionals in their work to advance excellence in local governance Overview County of Contra Costa FY 2013-2014 Recommended Budget A-13 and improve quality of life. IMCA provides programs, publications, and services that identify leading practices and address the needs of city, county, town and township governments. The ICMA presentation to the BARB covered performance management systems and consortium services. The BARB group is considering joining ICMA. Four counties, including Contra Costa, have confirmed plans to join. Minimally, BARB would receive consortium services to develop measures regarding criminal justice and recidivism for use in AB109 programs. The state has not issued specific performance reporting requirements and measure definitions for AB109 programs. This consortium would standardize all participating counties measurement practices (e.g. define recidivism and standardize what's counted in recidivism rate) and calculate benchmarks for comparative analysis, which could lead to learning about what is working in other counties/best practices so we can develop and improve our own AB109 strategies. Additionally, ICMA would establish a BARB consortium dataset to facilitate completion of the original BARB goals. Information from Project BARB will post on the County’s website with the department’s Performance Reports as it is developed. 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The Count sis of key is ude directio d commun partments in Recommen the County’ Budget Sch al Budget is hedules, wh collectively udes detaile projected individual D oming budge rd adopts th e State budg are complete 3-2014 Recom monitoring an   er, the budg rvisors settin ty Administr ssues and bu on for depa nity based n February nded Budge s Recomme hedules are s adopted. ich are sole y referred to d informatio financial Departments et year. he Recomme get is passe ed in Augus mmended Bu nd planning get develop ng a Prelim rator present udget projec rtments to organizat and March; et Schedule ended Budg passed into Unlike the ely publicatio o as the Co on and narr situation; s; and the Co ended Budg ed (legally du st, a Final Bu udget  , with pment minary ts the ctions work tions; ; and es for get by o the State ons of ounty rative the ounty get no ue by udget Overview County of Contra Costa FY 2013-2014 Recommended Budget A-15 is 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 2013-2014 Budget Development Calendar 2013 Dates Key Budget Meetings/Activities/Deliverables January 15 Board of Supervisors set Budget Schedule (Board Chambers*) January 23 Personnel position count, salary and benefits cost projections due from Departments January 29 Board of Supervisor's retreat (Board Chambers*): 2013 Key Issues analysis and budget projections for 2013-14 and beyond January 31 Budget preparation instructions to Departments January 31 – February 15 Department staff discuss budgets with respective advisory committees and solicit written suggestions (as necessary/appropriate) February 4 - 6 Budget system training sessions for Departmental fiscal staff February 1 – February 15 Department fiscal staff meet with CAO analysts (as necessary/appropriate) February 15 Baseline Budgets due from Departments February 27 Venture Capital Project Requests (optional) due from Departments February 27 Program/Recommended Budget Narrative and Administrative and Program Goals due from Departments April 12 Public Notice of Hearing Recommended Budget to Board of Supervisors and posted on County website March 12 Mid-Year Current Budget Status and Baseline Budget Report presentation (Board Chambers*) March 29 Department Head meeting discussing 2013/14 budget preparation April 23 State Controller’s Office Recommended Budget Adopted by Board of Supervisors (Board Chambers*) April 23 Budget Hearings on County Recommended Budget (Board Chambers*) May 9 Budget Adoption Board Order to Board of Supervisors May 14 Budget Adoption Board Order presentation (Board Chambers*) August Fiscal year-end closing activities, including final adjustments to fund balance September Final Budget presentation based upon fiscal year-end closing activities, including final adjustments to fund balance, and passage of State budget (Board Chambers*)1 * All activities noted as (Board Chambers*) are open to the public and opportunities for public comment. 1 If significant changes to programs or revenues are required based upon the State budget and/or closing activities, Budget Hearings may be scheduled prior to the Board adopting the Final Budget. Overview A-16 County of Contra Costa FY 2013-2014 Recommended Budget  The County Administrator monitors actual expenditures and revenue receipts each month and mid-year adjustments may be made so that the County's Budget remains in balance throughout the fiscal year. On an annual basis, the County Administrator’s staff prepares and presents a report to the Board of Supervisors that details the activity within each budget category and provides summary information on the status of the County’s Budget. The County Administrator also recommends any actions that are necessary to ensure a healthy budget status at the end of the fiscal year. Supplemental appropriations, which are normally financed by unanticipated revenues during the year, and any amendments or transfers of appropriations between summary accounts or departments, require approval by the Board of Supervisors. Pursuant to a Board of Supervisor’s Resolution, the County Administrator is authorized to approve transfers of appropriations among summary accounts within a department as deemed necessary and appropriate. Accordingly, the legal level of budgetary control by the Board of Supervisors is at the department level. BUDGETARY BASIS FOR ACCOUNTING The 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 reservations of 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 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. Functional Group Summary General Government County of Contra Costa FY 2013-2014 Recommended Budget B-1 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, Assessor, Auditor- Controller, Board of Supervisors, Central Support Services, Clerk-Recorder, Conservation and Development, Contingency Reserve, County Administrator, County Counsel, Crockett/Rodeo Revenues, Debt Service, Department of Information Technology, Employee/Retiree Benefits, Human Resources, Public Works, and Treasurer- Tax Collector. (Some of departments may have non- General Fund activity as well.) The Recommended Net County Cost figure includes $321.5 million in General Purpose Revenue. General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 110,385,432 129,066,406 129,568,496 129,515,335 (53,161) Services and Supplies 112,152,216 129,395,282 124,089,196 124,494,637 405,441 Other Charges 39,753,778 40,472,393 41,173,488 41,173,488 0 Fixed Assets 9,523,934 7,906,225 5,536,000 5,536,000 0 Expenditure Transfers (74,794,202) (80,450,055) (80,980,194) (81,391,194) (411,000) TOTAL EXPENDITURES 197,021,158 230,774,665 222,496,986 222,438,266 (58,720) REVENUE Other Local Revenue 442,401,718 447,304,394 464,023,044 464,103,345 80,301 Federal Assistance 8,141,930 15,420,957 14,111,219 14,111,219 0 State Assistance 5,952,395 6,930,794 4,713,084 4,713,084 0 GROSS REVENUE 456,496,042 469,656,145 482,847,347 482,927,648 80,301 NET COUNTY COST (NCC) (259,474,884) (238,881,480) (260,350,361) (260,489,382) (139,021) Allocated Positions (FTE) 1,043 1,034 1,035 1,041 6 FINANCIAL INDICATORS Salaries as % of Total Exp 41% 41% 43% 43% % Change in Total Exp 17% (4%) 0% % Change in Total Rev 3% 3% 0% % Change in NCC (8%) 9% 0% COMPENSATION INFORMATION Permanent Salaries 58,675,677 69,379,876 69,678,992 69,625,831 (53,161) Temporary Salaries 2,935,145 1,950,210 1,783,704 1,783,704 0 Permanent Overtime 966,201 1,043,520 1,003,070 1,003,070 0 Deferred Comp 403,822 781,280 850,637 850,637 0 Comp & SDI Recoveries (331,751) (357,649) (282,321) (282,321) 0 FICA/Medicare 4,515,647 5,248,600 5,307,543 5,307,543 0 Ret Exp-Pre 97 Retirees 273,542 328,174 272,648 272,648 0 Retirement Expense 19,418,119 24,502,064 27,057,165 27,057,165 0 Excess Retirement 3,232 0 0 0 0 Employee Group Insurance 9,756,816 12,195,474 11,944,878 11,944,878 0 Retiree Health Insurance 7,645,813 7,687,524 6,131,041 6,131,041 0 OPEB Pre-Pay 3,882,788 3,882,789 3,248,245 3,248,245 0 Unemployment Insurance 220,384 264,736 267,059 267,059 0 Workers Comp Insurance 2,013,443 2,159,808 2,305,835 2,305,835 0 Labor Received/Provided 6,555 0 0 0 0 Functional Group Summary General Government B-2 County of Contra Costa FY 2013-2014 Recommended Budget FY 2013-14 Recommended General Fund Expenditures Vincent L. Guise, Agriculture Commissioner Agriculture Director of Weights and Measures General Government County of Contra Costa FY 2013-2014 Recommended Budget B-3 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 4,190,441 4,653,398 4,502,065 4,502,065 0 Services and Supplies 636,281 615,794 609,694 609,694 0 Fixed Assets 17,846 0 0 0 0 Expenditure Transfers 446,162 404,302 422,066 422,066 0 TOTAL EXPENDITURES 5,290,730 5,673,494 5,533,825 5,533,825 0 REVENUE Other Local Revenue 918,227 977,479 1,020,560 1,020,560 0 State Assistance 2,608,645 2,878,546 2,748,836 2,748,836 0 GROSS REVENUE 3,526,872 3,856,025 3,769,396 3,769,396 0 NET COUNTY COST (NCC) 1,763,858 1,817,469 1,764,429 1,764,429 0 Allocated Positions (FTE) 46 48 46 46 0 FINANCIAL INDICATORS Salaries as % of Total Exp 86% 88% 88% 88% % Change in Total Exp 7% (2%) 0% % Change in Total Rev 9% (2%) 0% % Change in NCC 3% (3%) 0% COMPENSATION INFORMATION Permanent Salaries 2,484,950 2,840,236 2,629,088 2,629,088 0 Temporary Salaries 141,981 31,000 31,000 31,000 0 Permanent Overtime 24,430 0 0 0 0 Deferred Comp 7,340 13,080 23,100 23,100 0 Comp & SDI Recoveries (24,852) 0 0 0 0 FICA/Medicare 195,766 222,477 208,611 208,611 0 Ret Exp-Pre 97 Retirees 8,896 9,350 9,350 9,350 0 Retirement Expense 653,455 767,442 806,283 806,283 0 Employee Group Insurance 320,259 355,075 336,918 336,918 0 Retiree Health Insurance 210,732 203,703 215,443 215,443 0 OPEB Pre-Pay 104,588 104,588 104,588 104,588 0 Unemployment Insurance 9,506 11,105 10,325 10,325 0 Workers Comp Insurance 53,389 95,342 127,359 127,359 0 Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues and net County costs for five budget units administered by the Agriculture/Weights and Measures Department. Included are data for the following cost centers: 3300 – Agriculture/Weights & Measures Admin 3305 – Agriculture Division 3311 – Agriculture Division (Pest Management) 3315 – Weights & Measures 3320 – Cooperative Extension Agriculture General Government B-4 County of Contra Costa FY 2013-2014 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; provides education to the public and targeted clientele, including other County departments, in commercial agriculture, urban horticulture, youth development, nutrition, and a variety of natural resources topics including range and watershed management and safeguarding homes from wildfires; and directs service programs including 4-H Youth Development, Master Gardeners, and two federally-funded nutrition education programs. Administration Description: Provides direction and financial control, develop and implement policies and procedures in support of the operations of the department. Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,211,359 Financing: 0 Net County Cost: 1,211,359 Funding Sources: General Fund 100% 1,211,359 FTE: 4.0 Agricultural Division Description: 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 pest management practices. Agricultural Division Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,046,784 Financing: 2,946,346 Net County Cost: 100,438 Funding Sources: State 90.1% $2,745,336 Fees 4.6% 141,010 Interfund Revenue 1.0% 31,000 Other 0.9% 27,000 Forf/Penalties 0.1% 2,000 General Fund 3.3% 100,438 FTE: 32.12 (14 permanent and 18.12 project) Weights and Measures Description: Provides assurance of fair business practices by performing routine inspection of all weighing and measuring devices used in commercial transactions. Provides regulatory services to ensure commercial sales are made in compliance with state laws. Provides protection for the consumer by enforcing laws designed to prevent deceptive packaging and ensuring accurate units of measure and accurate charging on electronic transactions. Weights and Measures Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,044,111 Financing: 823,050 Net County Cost: 221,061 Funding Sources: State 0.3% $3,500 Fees 73.7% 769,550 Forf/Penalties 4.8% 50,000 General Fund 21.2% 221,061 FTE: 9.0 Agriculture General Government County of Contra Costa FY 2013-2014 Recommended Budget B-5 Cooperative Extension Description: Cooperative Extension is a public outreach arm of the University of California (UC) that extends research-based solutions and non- credit teaching to local residents via a wide variety of extension methods. Through UC funding, grants and volunteer hours, the leveraged benefit to the citizens of Contra Costa County well exceeds a 10:1 ratio. The program works with County farmers to assure a sustain- able food system that is safe, productive, environmentally friendly and economically viable; 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. Cooperative Extension Summary Service: Discretionary Level of Service: Discretionary Expenditures: $231,571 Financing: 0 Net County Cost: 231,571 Funding Sources: General Fund 100.0% 231,571 FTE: 1.0 CAO’s Recommendation The Department of Agriculture 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). These revenue streams continue to be unstable. In order to prevent layoffs, the Department of Agriculture has held 1.5 FTE positions vacant and will continue to do so until the revenue streams stabilize. The County Administrator’s Office is recommending no reduction to the Department of Agriculture’s baseline budget. Any additional cuts would place unclaimed gas tax revenue in jeopardy. California Food and Agricultural Code (FAC) Section 224 (g) states that counties must maintain a certain level of County General Fund support or risk the loss of unclaimed gas tax revenue. Performance Measurement • The Canine Program continues to successfully pass the United States Department of Agriculture certification requirements. The two teams continue to work regionally in 12 Greater Bay Area counties and alerted on a total of 35,637 parcels at USPS, FedEx, and UPS. There were a total of 2,261 unmarked packages of Agricultural commodities that were intercepted. Within these parcels, 89 pests were discovered which were rated as serious exotic pests. The Canine Program has successfully expanded to include two U.S. Post Office facilities. ƒ Two new infestation sites of the A-rated pest, Japanese Dodder, were found in 2012 on residential properties. All infested plant material was removed from these properties and monitoring of the 46 previously infested properties continues to assure eradication of this serious pest. ƒ The Glassy-Winged Sharpshooter / Pierce’s Disease Control Program continues to be a very successful program in Contra Costa County. With the eradication of the sharpshooter in 2003 and the prevention of any new infestations to date, we have greatly benefited the agriculture and horticultural communities. Though there was some reduction in this state contract increased efficiencies in our program have resulted in retaining the effectiveness of the program. ƒ The California Department of Food and Agriculture (CDFA) has continued the Asian Citrus Psyllid (ACP) and European Grape Vine Moth (EGVM) detection programs contracts with the department. Currently, ACP has been detected in Southern California. EGVM has been successfully eradicated from several counties that had outlying incipient Agriculture General Government B-6 County of Contra Costa FY 2013-2014 Recommended Budget infestations. Only an infestation core area in Napa County remains. There have been no EGVM or ACP finds in Contra Costa County. ƒ Our countywide pest detection program revealed no finds or infestations of exotic non- endemic species of fruit flies or other targeted agricultural pests. Our department places and services 16 different types of exotic insect traps with a total of 6,800 individual traps. Several neighboring Bay Area counties did have infestations that resulted in eradication projects; our lack of finds pays tribute to the efforts of our diligent inspectors and canine teams. ƒ Although Contra Costa county is generally infested with the plant pathogen responsible for Sudden Oak Death (Phytopthora ramorum), our program, after intensive sampling, found all shipping nurseries in compliance and completely free of this pathogen. Our inspections allow these nurseries to ship to un-infested areas within California and other States and Countries. ƒ Our pesticide use enforcement program involves inspections of operations by growers, pest control operators, agencies and others that use and store pesticides. The program involved 583 inspections and 29 investigations of alleged misuse or exposure. Education is a basic component of our enforcement program. Besides one-on-one interaction with many growers, operators and agencies, we reached 849 individuals through 35 training sessions, some of which were given in Spanish. ƒ The Weights & Measures Division filed 67 administrative actions in the past year; forty- five actions involved repetitive pricing errors at retails sales outlets. One involved an unlicensed weighing and measuring device service agent. These actions serve to protect consumers in the county. Additionally, there were two District Attorney pricing error cases that settled that involving $10,192 in investi- gative cost recovery for work performed by our department. These actions underscore the importance of our Price Verification Program. • Under the leadership of Janet Caprile, Cooperative Extension Farm Advisor, in collaboration with Ag Department biologists and Master Gardeners, Cooperative Extension implemented an aggressive Cherry Buckskin eradication program. Teams surveyed over 600 acres and found the disease confined in only one orchard. Cherries are a $5.8 million crop in Contra Costa County. The Cooperative Extension nutrition education program provides science-based information to promote a healthy lifestyle free from chronic disease. We teach families and youth healthful ways of eating; where food comes from; how to stretch food dollars; and how to prepare simple, healthful meals. We also offer two financial literacy curricula, Making Every Dollar Count (for adults) and Money Talks (for Teens) to help residents better handle their resources. ƒ Trained/managed 200 Master Gardener volunteers who contributed 15,800 hours (valued by the Independent Sector at $368,000) educating local residents on a wide range of topics that promote healthy and sustainable homes and communities: proper plant problem diagnosis; safe pest management techniques that minimize pesticide use; water conservation and drought tolerant landscaping; composting and green waste reduction; and home food production that promotes food security and healthy eating. ƒ The Cooperative Extension’s Nutrition, Family and Consumer Sciences Program involved the training of 124 local teachers who deliver nutrition education in their pre-K through 12th grade classrooms mostly in low income areas. The nutritional awareness success of the program is documented. Fourteen of the teachers enhanced their programs with container gardens. ƒ Enrolled 460 youth and 151 adults in the 4-H Club and School Enrichment programs. Youth learned leadership, citizenship and life skills. Youth completed projects in agriculture, nutrition, leadership, science and technology, domestic animal husbandry, and gardening. Participants contributed 11,325 volunteer hours to club projects and community service which equates to $273,838 in community support. The Contra Costa County 4-H program is the oldest in the State, celebrating its 100th year in 2013. Agriculture General Government County of Contra Costa FY 2013-2014 Recommended Budget B-7 Administrative and Program Goals ƒ Enforce regulations preventing the movement of the LBAM to new locations in the county and state. ƒ Ensure that exotic insect trapping procedures are followed as defined in contract agreements with CDFA. ƒ Develop staff in the areas of Heavy Capacity and Industrial Scales Inspection and in the area of Administrative Enforcement Actions in light of recent retirements of senior staff. ƒ Continue emphasis on price verification. ƒ Improve farmers’ ability to farm by educating them on how to reduce costs and improve operations. ƒ Keep property values high by helping residents sustain landscaping during drought. ƒ Eliminate fines that municipalities, including the County, pay due to home garden pesticide run-off. ƒ Increase the number of youth prepared to enter science careers. ƒ Improve the dietary habits and food security of low-income residents. ƒ Help residents manage financial resources. ƒ Ensure the viability of the Delta by educating the public on aquatic invasive species. FY 2013-14 Program Modification List Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net County Cost Impact Impact 1 2 Agriculture Pest Detection (1.5) ($97,749) Continue the vacancies of one full-time Pest Detection Program Assistant and one half-time Pest Detection Specialist. 2 1 Administration Services and Supplies N/A ($6,100) Reduced funding for operating expenses will require additional operational efficiencies. (1.5) ($103,849) Agriculture General Government B-8 County of Contra Costa FY 2013-2014 Recommended Budget Gus Kramer, Assessor Assessor General Government County of Contra Costa FY 2013-2014 Recommended Budget B-9 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 11,562,610 14,366,660 14,786,994 14,205,080 -581,914 Services and Supplies 6,191,598 2,139,561 2,156,621 2,156,621 0 Other Charges 0 4,900 4,900 4,900 0 Fixed Assets 0 10,000 10,000 10,000 0 Expenditure Transfers 17,946 (252,574) (251,883) (251,883) 0 TOTAL EXPENDITURES 17,772,154 16,268,547 16,706,632 16,124,718 (581,914) REVENUE Other Local Revenue 1,050,942 1,532,814 1,532,718 1,532,718 0 GROSS REVENUE 1,050,942 1,532,814 1,532,718 1,532,718 0 NET COUNTY COST (NCC) 16,721,212 14,735,733 15,173,914 14,592,000 (581,914) Allocated Positions (FTE) 122 122 122 122 0 FINANCIAL INDICATORS Salaries as % of Total Exp 65% 87% 87% 87% % Change in Total Exp (8%) 3% (3%) % Change in Total Rev 46% 0% 0% % Change in NCC (12%) 3% (4%) COMPENSATION INFORMATION Permanent Salaries 5,848,469 7,647,662 7,789,192 7,207,278 (581,914) Temporary Salaries 561,581 142,259 142,259 142,259 0 Permanent Overtime 2,669 15,000 15,000 15,000 0 Deferred Comp 26,310 93,420 90,840 90,840 0 Comp & SDI Recoveries (1,764) (9,120) (9,120) (9,120) 0 FICA/Medicare 467,852 580,206 591,026 591,026 0 Ret Exp-Pre 97 Retirees 27,431 41,027 41,027 41,027 0 Retirement Expense 1,986,597 2,721,515 3,015,706 3,015,706 0 Employee Group Insurance 1,020,140 1,463,375 1,402,224 1,402,224 0 Retiree Health Insurance 985,660 978,122 975,864 975,864 0 OPEB Pre-Pay 436,063 436,063 436,063 436,063 0 Unemployment Insurance 22,486 28,962 29,467 29,467 0 Workers Comp Insurance 179,116 228,169 267,446 267,446 0 Department Description The preceding 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 B-10 County of Contra Costa FY 2013-2014 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: $7,025,805 Financing: 785,225 Net County Cost: 6,240,580 Funding Sources: Transfers 1.6% $110,829 Fees 5.0% 353,196 Prop. Tax Admin. 4.6% 321,200 General Fund 88.8% 6,240,580 FTE: 48 Business Description: Ensure that all business 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: $1,794,124 Financing: 196,306 Net County Cost: 1,597,818 Funding Sources: Transfers 1.5% $27,707 Fees 4.9% 88,299 Prop. Tax Admin. 4.5% 80,300 General Fund 89.1% 1,597,818 FTE: 12 Support Services Description: Enroll all valid exemptions on the annual and supplemental local assessment rolls; provide data entry and drafting services to the department; review policies and procedures, and make changes where necessary; and provide public service to agencies, private organizations and to the public. Support Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $6,429,913 Financing: 678,149 Net County Cost: 5,751,764 Funding Sources: Transfers 1.5% $95,716 Fees 4.7% 305,033 Prop. Tax Admin. 4.3% 277,400 General Fund 89.5% 5,751,764 FTE: 55 Assessor General Government County of Contra Costa FY 2013-2014 Recommended Budget B-11 Administrative Services Description: Establish and administer policies relative to department operations and provide administrative guidelines for carrying out these policies. Administrative Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,126,759 Financing: 124,921 Net County Cost: 1,001,838 Funding Sources: Transfers 1.6% $17,631 Fees 5.0% 56,190 Prop. Tax Admin. 4.5% 51,100 General Fund 88.9% 1,001,838 FTE: 7 Property Tax Administration Program (Fund 115100) Description: Provides funding from the State- County Property Tax Administration Program to be used to improve operations and enhance computer applications and systems. Property Tax Administration Program Service: Mandatory Level of Service: Discretionary Expenditures: $3,031,671 Financing: 0 Net Fund Cost: 3,031,671 Funding Sources: Fund Balance 100% $3,031,671 Fund: 115100 CAO’s Recommendation The baseline net County cost reflects a $438,181 increase from the fiscal year 2012- 13 budget. This increase is due in large part to estimated salary and benefit costs. The Assessor’s Office has experienced a high level of turnover in the past few years resulting from resignations and retirements. The Department currently has 33 vacant positions out of 122 authorized positions, which represents a 27% reduction in workforce. Reduced staffing levels make it extremely difficult for the Department to close the regular and supplemental assessment rolls in a timely fashion, and make it difficult to meet the statutory program obligations of the office. In past years, we have agreed to permit an unresolved funding gap in the Assessor’s budget that we attribute to savings that result from staff turnover – a budgetary vacancy factor. To avoid personnel reductions and permit an augmentation to current staffing levels in the new fiscal year, we have agreed to continue this practice and have increased the vacancy factor to $581,914 based upon recent turnover experience. We recognize, however, the high level of pressure this places on the department to manage the filling of unplanned staff vacancies in a manner that achieves the $581,914 savings. We have advised the Assessor to continue to recruit aggressively in order to maximize staffing within authorized levels. Should the Assessor’s Office not achieve the budgeted vacancy factor, we will return to the Board later in the fiscal year with a recommendation for a budgetary augmentation. Performance Measurement • In 2012, despite extremely low staffing levels, managed to meet the statutory program obligations and delivered a timely assessment roll. Assessor General Government B-12 County of Contra Costa FY 2013-2014 Recommended Budget • Successfully defended outstanding large property tax assessment appeals with Chevron Oil Company for the tax years 2007, 2008 and 2009, which resulted in protecting over $7.75 Billion in assessed value and over $77 Million in property tax revenue. • Completed the Local Exemptions module interface with the new transaction-based Land Information System (LIS) and trained staff on the new work flows and business processes. • Completed the final training on the new transaction-based Land Information System (LIS) upgrade, which has improved efficiencies and streamlined the work flow between appraisal and support staff. • Successfully chaired the Contra Costa County Combined Charities Drive, which resulted in collecting over $162,000 in employee donations to various charity organizations. • Hosted the 2012 California Cadastral Mapping Association Conference which was attended by cadastral staff from Assessor’s Offices throughout the State of California. The conference provided an excellent opportunity to network and share information on a variety of mapping and technology- related topics. Administrative and Program Goals • Continue to maintain sufficient staffing levels to perform the mandated functions of the Assessor’s Office and deliver a timely assessment roll. • Participate in the Board of Equalization tax audit surveying the 2012-13 assessment roll year. • Reduce the backlog of Proposition 58 (Reassessment Exclusion for Parent-Child Ownership Transfers) and Proposition 60 (Transfer of Property Tax Base For Senior Citizens) applications, streamline procedures and fully train staff for consistency, to provide better customer service and reduce the need for corrections. • Create a computer program to automate the application of the 10% penalty for non-filers of Business Property Statements (form 571L). • Create separate Proposition 8 reduction in value notices and notices of value restoration to provide taxpayers with specific information tailored to each situation which will result in improved customer service. • Coordinate with staff from Risk management to update and revise the “Essential Functions” for all positions in the Assessor’s Office to ensure conformity within all County departments. 2013-14 Program Modification List Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net County Cost Impact Impact 1 1 Appraisal Salaries and Benefits 0 ($581,914) Vacancy Factor – will require the department to manage the filling of unplanned staff vacancies in a manner that achieves the savings. Total 0 ($581,914) Auditor-Controller Robert R. Campbell, Auditor-Controller General Government County of Contra Costa FY 2013-2014 Recommended Budget B-13 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 5,941,606 6,732,687 6,974,321 6,974,321 0 Services and Supplies 1,905,769 1,752,647 1,769,327 1,769,327 0 Fixed Assets 36,362 0 0 0 0 Expenditure Transfers (581,212) (540,934) (415,934) (415,934) 0 TOTAL EXPENDITURES 7,302,525 7,944,400 8,327,714 8,327,714 0 REVENUE Other Local Revenue 4,829,826 4,959,400 5,298,024 5,298,024 0 GROSS REVENUE 4,829,826 4,959,400 5,298,024 5,298,024 0 NET COUNTY COST (NCC) 2,472,699 2,985,000 3,029,690 3,029,690 0 Allocated Positions (FTE) 54 55 55 55 0 FINANCIAL INDICATORS Salaries as % of Total Exp 75% 79% 80% 80% % Change in Total Exp 9% 5% 0% % Change in Total Rev 3% 7% 0% % Change in NCC 21% 1% 0% COMPENSATION INFORMATION Permanent Salaries 3,208,869 3,629,611 3,735,769 3,735,769 0 Temporary Salaries 151,089 125,000 125,000 125,000 0 Permanent Overtime 7,616 0 0 0 0 Deferred Comp 35,820 75,800 56,040 56,040 0 Comp & SDI Recoveries 0 (5,000) (5,000) (5,000) 0 FICA/Medicare 248,201 289,988 282,494 282,494 0 Ret Exp-Pre 97 Retirees 14,582 19,616 19,616 19,616 0 Retirement Expense 1,067,248 1,270,403 1,451,993 1,451,993 0 Employee Group Insurance 521,113 628,104 632,227 632,227 0 Retiree Health Insurance 407,670 412,840 393,134 393,134 0 OPEB Pre-Pay 232,184 232,184 232,184 232,184 0 Unemployment Insurance 11,745 13,639 14,205 14,205 0 Workers Comp Insurance 35,468 40,502 36,659 36,659 0 Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for ten budget units. Included is data for the following budgets: Property Tax, Payroll, Special Accounting, Budgets, General Accounting, Accounts Payable, Internal Audit, Administration, Systems, and Automated Systems. Auditor-Controller General Government B-14 County of Contra Costa FY 2013-2014 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 26800 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 / Payroll Description: To build the countywide tax roll and allocate and account for property tax apportionments and assessments for all jurisdictions in the County. To process payroll for all County departments, most fire districts, some special districts, and some non-county regional agencies. Property Tax/Payroll Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $3,199,661 Financing: 2,640,948 Net County Cost: 558,713 Funding Sources: Transfers 10.2% $326,204 Fees 72.3% 2,314,744 General Fund 17.5% 558,713 FTE: 20 Special Accounting/Budgets Description: To assist in preparing the budget documents for the County and special districts, including monitoring expenditures for budget compliance. To assist in the issuance and administration of the Tax and Revenue Anticipation Notes and other bond programs. To prepare the countywide Cost Allocation Plan. To prepare the State Controller and other governmental fiscal reports. Special Accounting/Budgets Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $486,927 Financing: 193,477 Net County Cost: 293,450 Funding Sources: Transfers 2.8% $13,495 Fees 37.0% 179,982 General Fund 60.2% 293,450 FTE: 4 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. General Accounting/Accounts Payable Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $2,549,651 Financing: 2,104,294 Net County Cost: 445,357 Funding Sources: Transfers 2.3% $59,266 Fees 80.2% 2,045,028 General Fund 17.5% 445,357 FTE: 19 Auditor-Controller General Government County of Contra Costa FY 2013-2014 Recommended Budget B-15 Internal Audit Description: To develop and execute audit programs for the examination, verification, and analysis of financial records, procedures, and internal controls of the County departments. To produce the Comprehensive Annual Financial Report. Internal Audit Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $870,458 Financing: 502,600 Net County Cost: 367,858 Funding Sources: Transfers 1.9% $16,969 Fees 55.8% 485,631 General Fund 42.3% 367,858 FTE: 7 Administration / Systems Description: To provide general management of the financial information and accounts of all departments, districts, and other agencies governed by the Board of Supervisors. To provide employee development, personnel, payroll, and fiscal administration. To provide systems development and support. To provide secretarial support. Administration & Systems Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $1,636,951 Financing: 272,639 Net County Cost: 1,364,312 Funding Sources: Fees 6.2% 101,639 Other Funds 10.5% 171,000 General Fund 83.3% 1,364,312 FTE: 6 Automated Systems Development (Non-General Fund) Description: To accumulate interest earnings from the Teeter Plan borrowing program and other funding sources to finance maintenance and enhancement for countywide financial systems. (Non-General Fund) Automated Systems Development Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $170,000 Financing: 20,000 Net Fund Cost: 150,000 Funding Sources: Interest Earnings 11.8% $20,000 Fund Balance 88.2% 150,000 FTE: 0 CAO’s Recommendation Baseline Budget The baseline net County cost represents a $44,690 increase over the FY 2012-13 Adjusted Budget. Salary and benefit costs increased by $241,634, mainly due to increased costs for retirement benefits. Other operating costs increased by $141,680. This includes the new charge for Building Lifecycle costs and an estimated decrease for expenditure transfers. Revenues are estimated to increase overall by $338,624. Recommended Budget The County Administrator is recommending no reduction to the Auditor-Controller’s baseline budget. The recommended net County cost will provide the funding necessary to maintain mandated services in FY 2013-14. Auditor-Controller General Government B-16 County of Contra Costa FY 2013-2014 Recommended Budget Performance Measurement • Implement ADP Electronic Timekeeping System countywide Completed analysis, configuration of system, test development plan, and semi-monthly testing. Resolved all system configuration issues regarding federal pay requirements. • Continue to make progress in process automation and proper maintenance and upgrade of systems Automated the collection and reporting of year- end accrual journals. Designed, tested, and implemented a bi- directional interface between the Health Services’ new EPIC system and the Finance/Accounts Payable system for Contra Costa Health Plan vendor payments. Automated the entry of fund/organization and account code updates into the Finance System. Completed several Property Tax System maintenance projects. • Communicate more effectively with departments and outside customers by posting more information on the intranet and internet, including forms, training materials, etc. Posted the financial year-end closing schedule to the Office of the Auditor-Controller’s intranet site. Developed and distributed new training materials for tracking county equipment inventory and recording county fixed assets in compliance with the State Controller’s guidelines for counties and Generally Accepted Accounting Principles (GAAP). Drafted revised documentation for Encumbrances and Work Authorizations and developed new Encumbrance forms. • Assist departments in ensuring management’s financial objectives are met and, if appropriate, compliance requirements are being followed. Issued twenty-four (24) Financial and Information System audits and special, internal audit project reports to county departments. Reconciled the majority of county funds on a regular basis to ensure that financial transactions are reported accurately and timely for financial and budgetary reporting. • Implement new accounting standards, legal, and county mandates timely and accurately. Implemented the Governmental Accounting Standard’s Board (GASB) Statement No. 61, The Financial Reporting Entity. Working with an outside firm, finalized the County Auditor’s statutorily required Agreed Upon Procedures’ review of 17 dissolved redevelopment agencies within the county. Incorporated the dissolution of the County Redevelopment Agency and established the County as the Successor Agency to the County Redevelopment Agency within the Comprehensive Annual Financial Report (CAFR). Assisted the Public Works department with the set-up of new coding and work authorizations for the building maintenance reserve funding. Administrative and Program Goals • Complete the implementation of the ADP Electronic Timekeeping System countywide. • Update the Disaster Recovery Plan for the Office of the Auditor-Controller. • Continue to complete internal review of processes and procedures within the Office to maximize resources. • Work with the Department of Human Resources to improve recruitment for accounting/auditing positions. • Implement new accounting standards, legal, and county mandates timely and accurately. Board of Supervisors General Government County of Contra Costa FY 2013-2014 Recommended Budget B-17 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 3,397,780 3,494,763 3,916,282 3,916,282 0 Services and Supplies 2,042,092 3,093,986 2,240,504 2,240,504 0 Other Charges 40,818 200 200 200 0 Expenditure Transfers 1,183,856 149,250 69,750 69,750 0 TOTAL EXPENDITURES 6,664,546 6,738,199 6,226,736 6,226,736 0 REVENUE Other Local Revenue 900,810 340,579 363,579 363,579 0 GROSS REVENUE 900,810 340,579 363,579 363,579 0 NET COUNTY COST (NCC) 5,763,737 6,397,620 5,863,157 5,863,157 0 Allocated Positions (FTE) 27 31 31 31 0 FINANCIAL INDICATORS Salaries as % of Total Exp 62% 53% 64% 64% % Change in Total Exp 1% (8%) 0% % Change in Total Rev (62%) 7% 0% % Change in NCC 11% (8%) 0% COMPENSATION INFORMATION Permanent Salaries 1,953,177 1,932,073 2,164,080 2,164,080 0 Temporary Salaries 67,295 67,000 67,000 67,000 0 Deferred Comp 91,893 86,580 105,762 105,762 0 FICA/Medicare 149,466 158,558 168,312 168,312 0 Ret Exp-Pre 97 Retirees 8,844 12,867 12,867 12,867 0 Retirement Expense 623,266 715,828 860,772 860,772 0 Employee Group Insurance 342,367 357,657 381,537 381,537 0 Retiree Health Insurance 79,950 79,609 78,179 78,179 0 OPEB Pre-Pay 56,268 56,268 56,268 56,268 0 Unemployment Insurance 5,227 7,440 8,304 8,304 0 Workers Comp Insurance 20,027 20,882 13,200 13,200 0 Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for ten budget units. Included is data for the following budgets: Board Administration, District I Operations, District II Operations, District III Operations, District IV Operations, District V Operations, Unfunded Mandates, the Transfer Station Mitigation Fee and the North Richmond Waste & Recovery Mitigation Program. Board of Supervisors General Government B-18 County of Contra Costa FY 2013-2014 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, appointing members and fixing the terms of office; awarding all contracts for Public Works and all other contracts exceeding $100,000; 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 government and 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. Legislative and Policy Direction Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $5,769,236 Financing: 213,579 Net County Cost: 5,555,657 Funding Sources: Property Tax Admin 1.9% $108,579 Transfers 1.8% 105,000 General Fund 96.3% 5,555,657 FTE: 31 Board Mitigation Programs Description: Provides funding for programs out of the Transfer Station Mitigation Fee and the North Richmond Waste & Recovery Mitigation Program. Board Mitigation Programs Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $457,500 Financing: 150,000 Net County Cost: 307,500 Funding Sources: Transfer Station Mitg 32.8% 150,000 General Fund 67.2% 307,500 FTE: 0 The majority of the services supported in the Board Mitigation Programs are funded from restricted sources such as the Solid Waste Transfer Facility Host Community Mitigation Fee. The use of these fees is restricted to specific activities and cannot be appropriated for general use. CAO’s Recommendation This Budget covers the administrative requirements of the Board’s operations. Services and Supplies include the costs of 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). Services and Supplies also include electronic support of the County Code as well as funding for the Countywide Single Audit. The County Administrator is recommending no reduction to the Board of Supervisor’s baseline budget. The difference in net County cost between prior year and current year is due to appropriations of fund balance in Board Mitigation Programs. These funds will be added to fiscal year 2013-14 at the end of the current year when final amounts are known. Central Support Services General Government County of Contra Costa FY 2013-2014 Recommended Budget B-19 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 3,309,388 4,397,404 4,678,725 4,678,725 0 Services and Supplies 1,562,961 3,151,228 2,214,171 2,203,048 (11,123) Other Charges 5,198,293 4,168,230 3,966,230 3,966,230 0 Fixed Assets 8,823,135 2,440,694 235,000 235,000 0 Expenditure Transfers (776,479) (125,000) (125,000) (125,000) 0 TOTAL EXPENDITURES 18,117,298 14,032,556 10,969,126 10,958,003 (11,123) REVENUE Other Local Revenue 5,462,669 5,665,286 5,621,253 5,621,253 0 State Assistance 876,063 14,248 14,248 14,248 0 GROSS REVENUE 6,338,732 5,679,534 5,635,501 5,635,501 0 NET COUNTY COST (NCC) 11,778,566 8,353,022 5,333,625 5,322,502 (11,123) Allocated Positions (FTE) 39 40 42 42 0 FINANCIAL INDICATORS Salaries as % of Total Exp 18% 31% 42% 42% % Change in Total Exp (23%) (22% )0% % Change in Total Rev (10%) (1%) 0% % Change in NCC (29%) (36%) 0% COMPENSATION INFORMATION Permanent Salaries 1,800,535 2,383,716 2,519,577 2,519,577 0 Temporary Salaries 50,560 85,882 85,882 85,882 0 Deferred Comp 12,240 35,640 35,640 35,640 0 Comp & SDI Recoveries (141) 0 0 0 0 FICA/Medicare 136,435 182,227 192,681 192,681 0 Ret Exp-Pre 97 Retirees 8,357 10,557 10,557 10,557 0 Retirement Expense 603,957 844,719 973,775 973,775 0 Employee Group Insurance 324,945 480,976 474,871 474,871 0 Retiree Health Insurance 238,383 236,619 238,171 238,171 0 OPEB Pre-Pay 101,306 101,306 101,306 101,306 0 Unemployment Insurance 6,702 9,079 9,600 9,600 0 Workers Comp Insurance 26,109 26,683 36,665 36,665 0 Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for seven budget units, including for the following: 0002 – Clerk of the Board 0356 – Local Agency Formation Commission (LAFCO) 0036 – Merit Board 0025 – Management Information Systems 0111/0080 – Plant Acquisition 0150 – Insurance/Risk Management 0135 – Arts Commission Central Support Services General Government B-20 County of Contra Costa FY 2013-2014 Recommended Budget Clerk of the Board of Supervisors Description: To provide staff support to the Board of Supervisors by recording and compiling the actions of the Board taken in open session; maintaining the official records; preparing the weekly agenda and summary; and maintaining a roster of various Boards and Committees. Adjustment: The baseline net County cost represents a $101,327 increase over the fiscal year 2012-13 Adjusted Budget. This increase is the result of increased salary and benefit costs ($89,160) due to the addition of a position as well as decrease department operating costs (17,933). Additionally, there was a decrease in Assessment Appeals revenue ($30,100). One of the largest sources of revenue for the Clerk of the Board’s Office is assessment appeals. As the housing market has stabilized the number of requests for an assessment appeal has dropped significantly. The County Administrator is recommending a net reduction of $11,123 in fiscal year 2013- 14. The reduction will require the Clerk of the Board’s Office to limit their contracts for temporary help as well as delay minor software purchases. Impact: The recommended net County cost will provide a minimum level of general fund resources needed to maintain mandated services in fiscal year 2013-14. Clerk of the Board Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,000,878 Financing: 99,500 Net County Cost: 901,378 Funding Sources: Charges for Svcs 1.9% 19,500 Property Tax Adm 2.0% 20,000 Intergovernmental 6.0% 60,000 General Fund 90.1% 901,378 FTE: 8.0 Local Agency Formation Commission Description: Encourage orderly formation and development of local government agencies and approve, amend, or disapprove applications to create new cities or special districts, and modify boundaries of existing agencies. Adjustment: Appropriations remained at the same level as the current year. The level of appropriations reflects the anticipated County’s share of LAFCO activity for fiscal year 2013-14. 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 2013-14. 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: $165,000 Financing: 0 Net County Cost: 165,000 Funding Sources: General Fund 100% $165,000 FTE: 0 Merit Board Description: To hear and make determinations on appeals of employees and oversee the merit system to ensure that merit principles are upheld. Adjustment: Baseline expenditures increased by $512. Central Support Services General Government County of Contra Costa FY 2013-2014 Recommended Budget B-21 Impact: The budget was increased to account for increased operating expenditures, including Building Lifecycle costs. Merit Board Summary Service: Mandatory Level of Service: Discretionary Expenditures: $87,083 Financing: 30,959 Net County Cost: 56,124 Funding Sources: Charges 35.6% $30,959 General Fund 64.4% 56,124 FTE: 0.5 Management Information System Description: Provides funding for the most critical and cost beneficial automation projects which have no other funding source, including the Geographic Information System Program (GIS) and the Countywide Budget System. Adjustment: Baseline expenditures were reduced by $774,185. Revenue was increased by $50,000. Impact: The reduction to baseline expenditures reflects the elimination of one-time rebudgets of fund balance to GIS, agenda automation and the venture capital fund from fiscal year 2012-13. Revenue increased for additional contributions to the Countywide GIS program. Management Information System Summary Service: Discretionary Level of Service: Discretionary Expenditures: $697,000 Financing: 350,000 Net County Cost: 347,000 Funding Sources: Charges 50.2% $350,000 General Fund 49.8% 347,000 FTE: 0 Plant Acquisition/Minor Capital Improvement Description: Plan, design and construct various repair, improvement, and construction projects for County facilities using in-house staff, consultants, and contractors. Adjustment: Baseline expenditures decreased by $2,355,694 and revenues decreased by $260,565 to eliminate one-time appropriations in the current year for various projects. Impact: Appropriations and revenue for specific capital projects are appropriated each year after the base budget is adopted. Appropriations totaling $40,000 are available on an emergency basis for minor improvements when there is no other funding available. Plant Acquisition Summary Service: Discretionary Level of Service: Discretionary Expenditures: $40,000 Financing: 0 Net County Cost: 40,000 Funding Sources: General Fund 100% $40,000 FTE: 0 Risk Management Description: To provide for the administration of workers’ compensation claims, liability and medical malpractice claims, insurance and self- insurance programs, and loss prevention services; to fund the County general liability program. Adjustment: Baseline expenditures decreased by $5,368 and revenue increased by $196,632. The baseline net County cost decreased by $202,000. Impact: The Department added a Safety Specialist position which was funded through a corresponding decrease to outside contract Central Support Services General Government B-22 County of Contra Costa FY 2013-2014 Recommended Budget services. The overall net budget reflects a reduction to the County subsidy of the insurance funds. Risk Management Summary Service: Mandatory Level of Service: Discretionary Expenditures: $9,088,794 Financing: 5,290,794 Net County Cost: 3,798,000 Funding Sources: Liability & Benefit Fees 58.2% $5,290,794 General Fund 41.8% 3,798,000 FTE: 33 Contra Costa Arts Commission Description: To promote the arts throughout the County. Adjustment: Estimated expenditures have not changed significantly from the FY 2012-13 levels. There is an increase of $79 dollars in County General Fund to cover the increase in some internal charges such as communications and information security charges. Impact: County General Fund support for the arts remains fairly constant at approximately $15,000. There is no anticipated change to outside revenue in the budget year. Economic Promotion Summary Service: Discretionary Level of Service: Discretionary Expenditures: $29,248 Financing: 14,248 Net County Cost: 15,000 Funding Sources: Grants 48.7% $14,248 General Fund 51.3% 15,000 FTE: 0 CAO’s Recommendation The recommended budget for Central Support Services reflects a net County cost of $5,322,502. This amount will fund the aforementioned departments at a level that will enable them to provide the current level of services into fiscal year 2013-14. Performance Measurement & Administrative/Program Goals Listed under County Administrator (page B-61). 2013-14 Program Modification List Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net County Cost Impact Impact 1 1 Clerk of the Board Services and Supplies 0 ($11,123) Limited contracts for temporary help as well as delays for minor software purchases. Total 0 ($11,123) Joseph E. Canciamilla, Clerk-Recorder and Registrar of Voters Clerk-Recorder/Elections General Government County of Contra Costa FY 2013-2014 Recommended Budget B-23 Clerk-Recorder/Elections Budget Summary General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 5,736,907 7,820,964 7,142,594 7,063,397 (79,197) Services and Supplies 4,533,090 6,482,271 5,685,080 5,685,080 0 Other Charges 4 1,200 1,200 1,200 0 Fixed Assets 241,429 25,000 25,000 25,000 0 Expenditure Transfers (3,761) 3,616 (49) (49) 0 TOTAL EXPENDITURES 10,507,669 14,333,051 12,853,825 12,774,628 (79,197) REVENUE Other Local Revenue 6,573,709 9,475,051 8,637,846 8,637,846 0 State Assistance 0 750,000 0 0 0 GROSS REVENUE 6,573,709 10,225,051 8,637,846 8,637,846 0 NET COUNTY COST (NCC) 3,933,959 4,108,000 4,215,979 4,136,782 (79,197) Allocated Positions (FTE) 67 71 71 70 (1) FINANCIAL INDICATORS Salaries as % of Total Exp 55% 55% 56% 55% % Change in Total Exp 36% (10%) (1%) % Change in Total Rev 56% (16%) 0% % Change in NCC 4% 3% (2%) COMPENSATION INFORMATION Permanent Salaries 2,918,714 3,900,416 3,382,202 3,303,005 (79,197) Temporary Salaries 416,831 583,287 475,287 475,287 0 Permanent Overtime 24,235 188,000 90,000 90,000 0 Deferred Comp 12,320 47,880 41,700 41,700 0 Comp & SDI Recoveries (15,190) (23,500) (23,500) (23,500) 0 FICA/Medicare 242,486 288,164 291,477 291,477 0 Ret Exp-Pre 97 Retirees 13,471 13,486 13,486 13,486 0 Retirement Expense 1,025,712 1,397,436 1,492,528 1,492,528 0 Employee Group Insurance 541,211 792,384 781,144 781,144 0 Retiree Health Insurance 258,088 271,687 258,100 258,100 0 OPEB Pre-Pay 130,068 130,068 130,068 130,068 0 Unemployment Insurance 11,408 14,462 14,677 14,677 0 Workers Comp Insurance 157,553 217,194 195,425 195,425 0 Department Description The table on the previous page represents information in aggregate format summarizing expenditures and revenues for the following general fund budget units administered by the Clerk-Recorder-Elections Department: Elections (0043) Recorders (0355) Clerk-Recorder/Elections General Government B-24 County of Contra Costa FY 2013-2014 Recommended Budget The non-General Fund budget unit (0353) includes restricted funds and is included in a separate table. Micrographics (2450) Recorder Modernization (2451) Vital Records Improvement Program (2452) Recorder Redaction Program (2453) Recorder Electronic Recording Program (2454) Major Department Responsibilities The primary responsibilities of the Clerk- Recorder/Elections Department are to: • Conduct elections in a fair, accurate and timely manner. • Provide services to maintain a high level of voter registration and to ensure that all eligible citizens of Contra Costa County are able to exercise their right to vote, according to Federal and State requirements. • Accurately maintain, protect and preserve all official records and indices relating to real property and vital records in Contra Costa County; provide capability and equipment to digitize these documents, which must be preserved in perpetuity. • Explore innovative ways to provide documents to the public while preserving confidential/restricted components of such documents. Clerk-Recorder/Elections General Government County of Contra Costa FY 2013-2014 Recommended Budget B-25 Elections General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 3,029,344 4,007,344 3,854,669 3,854,669 0 Services and Supplies 4,043,036 5,718,809 5,124,407 5,124,407 0 Other Charges 4 0 0 0 0 Fixed Assets 241,429 25,000 25,000 25,000 0 Expenditure Transfers 5,580 12,113 8,448 8,448 0 TOTAL EXPENDITURES 7,319,392 9,763,266 9,012,524 9,012,524 0 REVENUE Other Local Revenue 1,162,144 3,258,076 1,706,076 1,706,076 0 State Assistance 0 750,000 0 0 0 GROSS REVENUE 1,162,144 4,008,076 1,706,076 1,706,076 0 NET COUNTY COST (NCC) 6,157,248 5,755,190 7,306,448 7,306,448 0 Allocated Positions (FTE) 29 30 31 31 0 FINANCIAL INDICATORS Salaries as % of Total Exp 41% 41% 43% 43% % Change in Total Exp 33% (8%) 0% % Change in Total Rev 245% (57%) 0% % Change in NCC (7%) 27% 0% COMPENSATION INFORMATION Permanent Salaries 1,550,046 1,865,877 1,902,398 1,902,398 0 Temporary Salaries 254,102 533,287 375,287 375,287 0 Permanent Overtime 24,229 186,000 86,000 86,000 0 Deferred Comp 7,395 14,340 14,340 14,340 0 Comp & SDI Recoveries (893) (15,000) (15,000) (15,000) 0 FICA/Medicare 132,285 135,152 141,473 141,473 0 Ret Exp-Pre 97 Retirees 7,142 5,782 5,782 5,782 0 Retirement Expense 538,499 677,293 743,460 743,460 0 Employee Group Insurance 210,353 282,510 298,090 298,090 0 Retiree Health Insurance 134,838 132,156 119,710 119,710 0 OPEB Pre-Pay 79,496 79,496 79,496 79,496 0 Unemployment Insurance 5,949 6,921 7,242 7,242 0 Workers Comp Insurance 85,905 103,530 96,391 96,391 0 Description: Conduct federal, state, local and district elections in an accurate and timely manner and according to State and federal law. Maintain a high level of voter registration and accurate voter rolls through timely and continual voter file maintenance. Maintain voter registration records, conduct voter outreach programs with civic organizations, political Clerk-Recorder/Elections General Government B-26 County of Contra Costa FY 2013-2014 Recommended Budget parties, the school system and others. Process and verify initiative, referendum, and recall petitions. Issue and process vote-by-mail ballots. Prepare and mail sample ballot material for each election; prepare and provide vote-by- mail ballots when requested; recruit and train election officers to staff polling places; locate and inspect polling places; and maintain precinct and district/city file databases. Elections Summary Service: Mandatory Level of Service: Mandatory Expenditures: $9,012,524 Financing: 1,706,076 Net County Cost: 7,306,448 Funding Sources: General Fund 81.1% $7,306,448 Candidate Fees 1.0% 90,000 Election Svc 11.1% 1,000,000 Misc. Svc 0.3% 30,000 Document Sales 0.2% 15,000 Interfund Rev 6.3% 571,076 FTE: 31 Clerk-Recorder/Elections General Government County of Contra Costa FY 2013-2014 Recommended Budget B-27 Recorder General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 2,707,563 3,813,620 3,287,925 3,208,728 (79,197) Services and Supplies 490,054 763,462 560,673 560,673 0 Other Charges 0 1,200 1,200 1,200 0 Expenditure Transfers (9,341) (8,497) (8,497) (8,497) 0 TOTAL EXPENDITURES 3,188,276 4,569,785 3,841,301 3,762,104 (79,197) REVENUE Other Local Revenue 5,411,565 6,216,975 6,931,770 6,931,770 0 GROSS REVENUE 5,411,565 6,216,975 6,931,770 6,931,770 0 NET COUNTY COST (NCC) (2,223,289) (1,647,190) (3,090,469) (3,169,666) (79,197) Allocated Positions (FTE) 38 41 40 39 (1) FINANCIAL INDICATORS Salaries as % of Total Exp 85% 83% 85% 85% % Change in Total Exp 43% (16%) (2%) % Change in Total Rev 15% 11% 0% % Change in NCC (26%) 88% 3% COMPENSATION INFORMATION Permanent Salaries 1,368,669 2,034,539 1,479,804 1,400,607 (79,197) Temporary Salaries 162,730 50,000 100,000 100,000 0 Permanent Overtime 6 2,000 4,000 4,000 0 Deferred Comp 4,925 33,540 27,360 27,360 0 Comp & SDI Recoveries (14,297) (8,500) (8,500) (8,500) 0 FICA/Medicare 110,200 153,012 150,004 150,004 0 Ret Exp-Pre 97 Retirees 6,329 7,704 7,704 7,704 0 Retirement Expense 487,213 720,143 749,068 749,068 0 Employee Group Insurance 330,858 509,874 483,054 483,054 0 Retiree Health Insurance 123,251 139,531 138,390 138,390 0 OPEB Pre-Pay 50,572 50,572 50,572 50,572 0 Unemployment Insurance 5,459 7,541 7,435 7,435 0 Workers Comp Insurance 71,648 113,664 99,034 99,034 0 Description: To maintain and preserve all official records relating to real property, subdivision maps, assessment districts, and records of surveys offered for recording. To maintain and preserve records of all births, deaths and marriages occurring within Contra Costa County. To produce and maintain indices of all records held by the Clerk-Recorder. Clerk-Recorder Summary Service: Mandatory Level of Service: Mandatory Expenditures: $3,762,104 Financing: 6,931,770 Net County Cost: (3,169,666) Funding Sources: Fees 100% 6,931,770 FTE: 39 Clerk-Recorder/Elections General Government B-28 County of Contra Costa FY 2013-2014 Recommended Budget Recorder Modernization, Vital Records Improvement Program (VRIP), Social Security Truncation Program (Redaction), Electronic Recording Delivery System (ERDS) Modernization Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 893,518 1,095,009 1,050,833 1,130,030 79,197 Services and Supplies 508,202 8,614,445 8,211,818 8,211,818 0 Other Charges 400,571 1,026,435 507,108 507,108 0 Fixed Assets 0 250,000 250,000 250,000 0 TOTAL EXPENDITURES 1,802,292 10,985,889 10,019,759 10,098,956 79,197 REVENUE Other Local Revenue 2,189,382 2,126,000 2,294,000 2,294,000 0 GROSS REVENUE 2,189,382 2,126,000 2,294,000 2,294,000 0 NET COUNTY COST (NCC) (387,090) 8,859,889 7,725,759 7,804,956 79,197 Allocated Positions (FTE) 14 10 10 11 1 FINANCIAL INDICATORS Salaries as % of Total Exp 50% 10% 10% 11% % Change in Total Exp 510% (9%) 1% % Change in Total Rev (3%) 8% 0% % Change in NCC (2389%) (13%) 1% COMPENSATION INFORMATION Permanent Salaries 461,192 527,196 511,020 590,217 79,197 Temporary Salaries 11,517 77,000 77,000 77,000 0 Permanent Overtime 138 1,000 1,000 1,000 0 Deferred Comp 765 2,820 10,020 10,020 0 FICA/Medicare 35,463 40,296 39,108 39,108 0 Ret Exp-Pre 97 Retirees 2,164 2,000 2,000 2,000 0 Retirement Expense 183,561 185,280 195,156 195,156 0 Employee Group Insurance 117,466 151,197 125,982 125,982 0 Retiree Health Insurance 42,984 61,874 47,341 47,341 0 OPEB Pre-Pay 14,438 14,438 14,438 14,438 0 Unemployment Insurance 1,701 1,980 1,944 1,944 0 Workers Comp Insurance 22,129 29,928 25,824 25,824 0 Clerk-Recorder/Elections General Government County of Contra Costa FY 2013-2014 Recommended Budget B-29 Description: This special fund is dedicated to provide staff and technology to maintain procedures, equipment and computers that efficiently organize documents in the Recorder’s Division to be able to quickly identify and locate documents for the public and other County users. This fund also provides resources to maintain and improve vital records, redact Social Security numbers from public documents and set up and maintain an electronic recording program. Fund balance is appropriated each year, resulting in budgeted expenditures that appear higher than actual annual expenditures will be. Recorder Micrographics / Modernization / VRIP / Redaction / Electronic Recording Summary Service: Discretionary Level of Service: Mandatory Expenditures: $10,098,956 Financing: 2,294,000 Net Fund Cost: 7,804,956 Funding Sources: Fees 22.7% $2,294,000 Fund Balance 77.3% 7,804,956 FTE: 11 CAO’s Recommendation For the Clerk-Recorder/Elections Department general fund budgets, baseline expenditures reflect a $1,558,423 decrease over FY 2012-13. This expenditure decrease is because costs will be less than those for conducting the Presidential Election in November 2012. Salaries and benefits decreased due to moving one position to be funded by the Electronic Recording Delivery System (dedicated trust fund) as well as establishing a vacancy factor in baseline of $480,631 to recognize the savings achieved from the time required to recruit new personnel for vacancies in the Clerk-Recorder Division. The Clerk-Recorder/Elections Department general fund revenue is projected to decrease by $1,587,205, which is primarily attributed to $750,000 in decreased revenues from suspended SB90 or other State reimbursements and the fact that elections during this election cycle generates little revenue, compared to the amount of required expenditures for conducting the elections. The Recorders negative net county cost offsets a portion of the elections net county cost for the upcoming year. Performance Measurements • The Clerk-Recorder-Elections Department has completed redistricting for our Congressional, State Senate and Assembly Districts. We went from seven State and Federal district combinations during the 2001 redistricting to 15 State and Federal district combinations. • The Department has negotiated with our election vendor (ES&S), to train and certify our own staff to perform routine maintenance on most of our voting equipment. This saves over contracting with the vendor for these services. • The Department has completed the Social Security Redaction program ahead of State timelines. • The Clerk-Recorder Division implemented electronic recording on October 1, 2012. This culminated a goal we have had since 1997. We are currently recording 25% of our volume by electronic recording. We were able to move one position off of general fund onto this dedicated budget. • We are in the 6th year of occupancy of our “new” building. We have yet to complete our signage program; and plan to do so in FY 2013-14. • We have successfully launched a Real Estate Fraud Notification Program in conjunction with Clerk-Recorder/Elections General Government B-30 County of Contra Costa FY 2013-2014 Recommended Budget the District Attorney and Assessor. A case of fraud was identified within the first few weeks of the program, and the case was prosecuted. • The Department successfully prepared for and conducted the June 2012 Presidential Primary Election and the November 2012 Presidential General Election as well as several small district elections. Administrative and Program Goals • Transition to new leadership in the Department, as well as both divisions. A new County Clerk-Recorder took office on April 1, 2013 after the retirement of Steve Weir. Both of the Division Chiefs have also recently retired. Only one administrative staff member remains from the team that has been in place for more than a decade. • Conduct the November 5, 2013 Uniform District Election Law (UDEL) Election, the June 3, 2014 Statewide Gubernatorial Primary Election and several small special elections. • Continue to participate (with the District Attorney and Assessor) in our Real Estate Fraud Notification Program in the Clerk- Recorder Division. • Continue with the Clerk-Recorder Division personnel reorganization and department training program. This program has been met with enthusiasm from our staff. We are working to bring the same training components to the Election Division in the future. In addition, we are looking at opportunities to share staff across the Division lines. Our management and supervisorial team is excited about this prospect. • We continue to be involved with establishing and updating Election and Clerk-Recorder laws at the State and federal level. • We continue to aggressively pursue reimbursement for services provided, such as mandated election costs. We have had to face the hard reality of performing some mandates (permanent vote-by-mail) without State reimbursement. While this is counter to County policy, we have had to make a hard business and economic decision to continue the service without State reimbursement. The alternative is more costly in the long run. • Continue to pursue ways to utilize revenues from SB676 to improve document recording and indexing processes. • Continue to work at the State and Federal level on legislation and policies to benefit California and Contra Costa County. • Look for new sources of revenue and areas of potential savings in the operations of both divisions. FY 2013-14 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 2 Recorder Elimination of Clerk Recorder Services Specialist 1 $79,197 Elimination of vacant positions from Recorder (general fund). Position will be moved and funded thru Electronic Recording (non-general fund) due to the increase in recording volume received electronically. Total 1 $79,197 Catherine Kutsuris, Director Conservation and Development General Government Contra Costa County FY 2013-2014 Recommended Budget B-31 Land Development Summary Land Development 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 17,997,390 20,271,806 20,707,020 19,902,399 (804,621) Services and Supplies 3,695,037 9,319,650 9,414,273 9,414,273 0 Other Charges 2,296,660 1,958,824 1,709,612 1,709,612 0 Fixed Assets 9,820,598 126,944 267,500 267,500 0 Expenditure Transfers (13,157) (3,452,589) (5,028,685) (5,028,685) 0 TOTAL EXPENDITURES 33,796,528 28,224,635 27,069,720 26,265,099 (804,621) REVENUE Other Local Revenue 23,050,133 28,174,635 27,019,720 26,215,099 (804,621) Federal Assistance 15,074 50,000 50,000 50,000 0 GROSS REVENUE 23,065,206 28,224,635 27,069,720 26,265,099 (804,621) NET FUND COST (NFC) 10,731,322 0 0 0 0 Allocated Positions (FTE) 159 159 159 150 (9) FINANCIAL INDICATORS Salaries as % of Total Exp 53% 64% 65% 64% % Change in Total Exp (16%) (4%) (3%) % Change in Total Rev 22% (4%) (3%) % Change in NFC (100%) 0% 0% COMPENSATION INFORMATION Permanent Salaries 10,118,824 11,475,400 11,523,681 11,066,217 (457,464) Temporary Salaries 294,108 70,000 0 0 0 Permanent Overtime 25,068 0 0 0 0 Deferred Comp 57,645 80,340 119,880 104,460 (15,420) Comp & SDI Recoveries (7,410) 0 0 0 0 FICA/Medicare 764,380 699,578 871,933 838,189 (33,744) Ret Exp-Pre 97 Retirees 47,288 45,855 45,695 45,695 0 Retirement Expense 3,472,631 4,114,082 4,482,931 4,319,767 (163,164) Employee Group Insurance 1,605,168 2,022,864 1,833,949 1,720,924 (113,025) Retiree Health Insurance 927,862 927,280 903,861 903,861 0 OPEB Pre-Pay 381,847 376,120 376,120 376,120 0 Unemployment Insurance 37,696 43,653 43,898 42,122 (1,776) Workers Comp Insurance 272,283 416,634 505,072 485,044 (20,028) Conservation and Development General Government B-32 Contra Costa County FY 2013-2014 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) – budget unit 0280 - Land Development Operations, within the Land Development Fund. 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 categories: 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, the administration of the Building Code and coordination of planning, building, special housing, economic development, infrastructure, solid waste and habitat conservation programs. In FY 2013-14, the Department will provide support to the Contra Costa Redevelopment Successor Agency as it continues to implement the Dissolution Act which eliminated redevelopment agencies in California. Land Development Fund Most expenditures related to DCD’s operations are budgeted through the Land Development Fund. This fund also receives specific revenues generated through departmental activities, including fees for residential and industrial building and construction inspection services; building permit and application fees, solid waste franchise fees, etc. The following programs are included: 2600 - Administration 2605 - Current Planning 2610 - Advance Planning 2615 - Water Planning 2620 – Conservation &Solid Waste 2631 - Transportation Planning 2636 – CDBG/Housing and Economic Development 2650 - Business Admin/Information Services 2660 - Building Inspection Services 2670 - Building Insp Code Enforcement 2675 - Weatherization 2680 - Permit Center 2685 - Clean Water 2690 - Residential Rental Inspection Pgm 2695 - Vehicle Abatement Program 2700 - Svc Contracts/Remote Locations 2725 – Multi-Year Special Projects 0285 – Energy Upgrade CA A budget unit that was included in the Land Development Fund in FY 2012-13, but will not be funded in FY 2013-14, is the following: 0114 – Plant Acquisition Conservation and Development General Government Contra Costa County FY 2013-2014 Recommended Budget B-33 Administration Description: Provide policy and procedures 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: $1,455,399 Financing: $1,455,399 Net Fund Cost: $0 Funding Sources: Expenditure Tfrs 95.9% $1,395,399 Miscellaneous Rev 4.1% $60,000 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 conduct reviews on 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: $8,019,972 Financing: $8,019,972 Net Fund Cost: $0 Funding Sources: Planning Services 80.5% $6,451,797 Other revenue 19.0% $1,525,589 Use of money .5% $42,586 FTE: 34.0 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: $155,034 Financing: $155,034 Net Fund Cost: $0 Funding Sources: Licenses/Permits 100% $155,034 FTE: 1.0 Conservation and Development General Government B-34 Contra Costa County FY 2013-2014 Recommended Budget Water Planning/Habitat Conservancy Description: Develop County’s water policy and administration of 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 Summary Service: Discretionary Level of Service: Discretionary Expenditures: $924,469 Financing: $924,469 Net Fund Cost: $0 Funding Sources: Charges for Services 56.8% $524,795 Misc. Revenue 43.2% $399,674 FTE: 6.0 Conservation/Solid Waste Description: Administer curbside collection franchises and implement waste reduction and recycling programs in unincorporated areas of the County. Manage rate reviews for curbside collection in the unincorporated areas of the County and development of the curbside collection rate review methodology and related manuals. Conservation/Solid Waste Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,432,823 Financing: $1,432,823 Net Fund Cost: $0 Funding Sources: Licenses/Permits 67.3% $965,000 Charges for Services 28.7% $411,719 Misc. Revenue 4.0% $56,104 FTE: 3.0 Transportation Planning Description: Develop an effective transportation network throughout the county by planning for roads and other types of transportation systems on countywide corridors and within local and neighborhood areas. Administer programs related to growth management, congestion management, and trip reduction. Transportation Planning Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,283,554 Financing: $1,283,554 Net Fund Cost: $0 Funding Sources: Charges for Services 79.0% $1,014,128 Misc. Revenue 17.1% $219,426 Intergovernmental Rev 3.9% $50,000 FTE: 4.0 Conservation and Development General Government Contra Costa County FY 2013-2014 Recommended Budget B-35 CDBG, Housing and Economic Development Description: Responsible for administration of the County’s 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. Economic Development Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,032,693 Financing: $1,032,693 Net Fund Cost: $0 Funding Sources: Misc. Revenue 38.2% $394,286 Charges for Services 61.8% $638,407 FTE: 6.0 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 and personnel services for the department. Provide Geographic Information System support and development, including mapping services. Manage countywide demographic and census data. Manage land use application and permit tracking electronic data and department computer services. Provide administrative policy and procedure guidance for the department. Respond to data requests for demographic information and public records act. Business and Information Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $4,076,268 Financing: $4,076,268 Net Fund Cost: $0 Funding Sources: Expenditure Tfrs 93.9% $3,826,268 Charges for Services 3.1% $127,500 Misc. Revenue 3.0% $122,500 FTE: 21.0 Building Inspection Services Description: Review plans, issue building permits, and inspect the construction of buildings to ensure construction of structurally sound buildings. Building Inspection Services Service: Mandatory Level of Service: Mandatory Expenditures: $6,793,804 Financing: $6,793,804 Net Fund Cost: $0 Funding Sources: Expenditure Trfs 49.8% $3,380,166 Licenses/Permits 47.0% $3,194,401 Charges for Services 1.7% $118,110 Misc. Revenue 1.5% $101,127 FTE: 26.0 Conservation and Development General Government B-36 Contra Costa County FY 2013-2014 Recommended Budget Code Enforcement Description: Respond to building and zoning complaints, perform on-site investigations of potential violations, abate hazardous structures, and inspect private property and mobile home parks. Code Enforcement Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,485,698 Financing: $1,485,698 Net Fund Cost: $0 Funding Sources: Expenditure Tfrs 9.0% $132,950 Licenses/Permits 54.5% $810,000 Charges for Services 20.2% $300,000 Misc. Revenue 16.3% $242,748 FTE: 11.0 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: $1,192,500 Financing: $1,192,500 Net Fund Cost: $0 Funding Sources: Expenditure Trfs 21.0% $250,000 Misc. Revenue 79.0% $942,500 FTE: 13.0 Application and Permit Center Description: Manage, review and process permits for land development /construction applications. Application and Permit Center Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,519,677 Financing: $2,519,677 Net Fund Cost: $0 Funding Sources: Licenses/Permits 95.8% $2,414,610 Misc. Revenue 4.2% $105,067 FTE: 18.0 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: $25,000 Financing: $25,000 Net Fund Cost: $0 Funding Sources: Licenses/Permits 100% $25,000 FTE: 0 Conservation and Development General Government Contra Costa County FY 2013-2014 Recommended Budget B-37 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: $12,582 Financing: $12,582 Net Fund Cost: $0 Funding Sources: Licenses/Permits 100% $12,582 FTE: 0 Vehicle Abatement Program Description: Provide staff to inspect and have removed abandoned vehicles that pose a hazard or public nuisance. Vehicle Abatement Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $151,909 Financing: $151,909 Net Fund Cost: $0 Funding Sources: State DMV Fees 100% $151,909 FTE: 0 Service Contracts/Satellite Locations Description: Provide inspection services to various contract cities and remote locations within the unincorporated county. Service Contract/Satellite Locations Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,622,500 Financing: $3,622,500 Net Fund Cost: $0 Funding Sources: Charges for Services 91.1% $3,300,000 Misc. Revenue 8.9% $322,500 FTE: 5.0 Multi-Year Special Projects Description: Provide ongoing support and technical assistance through agreements with other government entities in Contra Costa County. Multi-Year Special Projects Service: Mandatory Level of Service: Discretionary Expenditures: $1,016,000 Financing: $1,016,000 Net Fund Cost: $0 Funding Sources: Misc. Revenue 100% $1,016,000 FTE: 0 Conservation and Development General Government B-38 Contra Costa County FY 2013-2014 Recommended Budget Plant Acquisition Description: Source of funding for the acquisition, rehabilitation, and repair of capital assets in the Land Development Fund. In FY 2012-13, the balance in this account was used to finance improvements to the County-owned building at 40 Muir Road to accommodate DCD operations. No additional appropriation is requested for fiscal year 2013-14. Plant Acquisition Summary Service: Discretionary Level of Service: Mandatory Expenditures: $0 Financing: $0 Net Fund Cost: $0 FTE: 0 Energy Upgrade CA Description: 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. ABAG/SEP Grant Summary Service: Discretionary Level of Service: Mandatory Expenditures: $50,000 Financing: $50,000 Net Fund Cost: $0 Funding Sources: Charges for Services 100% $50,000 FTE: 0 Conservation and Development General Government Contra Costa County FY 2013-2014 Recommended Budget B-39 General Fund Summary – Federal and Other Specific Grant Programs General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 395,925 458,150 414,904 414,904 0 Services and Supplies 5,918,461 15,101,612 13,237,136 13,237,136 0 Other Charges 848,397 558,000 289,000 289,000 0 Expenditure Transfers 629,533 1,171,787 1,151,000 1,151,000 0 TOTAL EXPENDITURES 7,792,317 17,289,549 15,092,040 15,092,040 0 REVENUE Other Local Revenue 1,668,384 1,590,440 1,585,087 1,585,087 0 Federal Assistance 6,602,474 15,162,491 13,506,953 13,506,953 0 GROSS REVENUE 8,270,858 16,752,931 15,092,040 15,092,040 0 NET COUNTY COST NCC) (478,541) 536,618 0 0 0 Allocated Positions (FTE) 3 3 3 3 0 FINANCIAL INDICATORS Salaries as % of Total Exp 6% 3% 3% 3% % Change in Total Exp 122% (13%) 0% % Change in Total Rev 103% (10%) 0% % Change in NCC (212%) (100%) 0% COMPENSATION INFORMATION Permanent Salaries 254,043 292,091 255,583 255,583 0 Comp & SDI Recoveries (4,201) 0 0 0 0 FICA/Medicare 18,771 19,719 19,594 19,594 0 Ret Exp-Pre 97 Retirees 750 650 0 0 0 Retirement Expense 83,573 97,725 94,034 94,034 0 Employee Group Insurance 36,514 38,979 35,870 35,870 0 Unemployment Insurance 913 1,129 985 985 0 Workers Comp Insurance 5,561 7,857 8,838 8,838 0 1. General Fund Grant Programs The preceding table presents information in aggregate format summarizing costs for a variety of grant programs which DCD administers through the County General Fund. DCD’s General Fund budget includes the following budget units: Non-Federal grant programs: 0580 - Keller Canyon Mitigation 0591 - Housing Rehabilitation Conservation and Development General Government B-40 County of Contra Costa FY 2013–2014 Recommended Budget Federal grant programs*: 0115 – ARRA EECBG Project 0590 – HOPWA Grant 0592 – HUD Block Grant 0593 - HUD Emergency Shelter Grant 0594 - HUD HOME Grant 0599 – ARRA-HPRP/CDBG-R Grant *ARRA – American Recovery and Reinvestment Act 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 grant programs which rely extensively on Federal sources of revenue. The level of Federal funding for these programs is based on a Federal allocation formula. Keller Canyon Mitigation Fee Description: Provides funding for community benefit programs within the East County community. Keller Canyon Mitigation Fee Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,200,000 Financing: $1,200,000 Net County Cost: $0 Funding Sources: Misc. Revenue 100% $1,200,000 FTE: 0 Housing Rehabilitation Description: Provides financial assistance to low and moderate-income families who are performing housing rehabilitation in order to ensure building code compliance of existing structures. Housing Rehabilitation Summary Service: Discretionary Level of Service: Discretionary Expenditures: $385,087 Financing: $385,087 Net County Cost: $0 Funding Sources: Permit Fees 1.3% $5,000 Other 98.7% $380,087 FTE: 3.0 ARRA EECBG Project Description: To develop and implement projects to improve energy efficiency and reduce energy use and fossil fuel emissions. The loss of ARRA funding in FY 2013-14 will result in the elimination of this program in FY 2013-14. ARRA EECBG Project Summary Service: Discretionary Level of Service: Discretionary Expenditures: $0 Financing: $0 Net County Cost: $0 FTE: 0 Conservation and Development General Government County of Contra Costa FY 2013-2014 Recommended Budget B-41 HOPWA Grant Description: To provide housing opportunities for people with HIV/AIDS. HOPWA Grant Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,290,500 Financing: $1,290,500 Net County Cost: $0 Funding Sources: Federal 100% $1,290,500 FTE: 0 HUD Block Grant Description: 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. HUD Block Grant Summary Service: Discretionary Level of Service: Mandatory Expenditures: $3,301,589 Financing: $3,301,589 Net County Cost: $0 Funding Sources: Federal 100% $3,301,589 FTE: 0 HUD Emergency Shelter Grant Description: The Emergency Shelter Grant program provides homeless persons with basic shelter and essential supportive services. HUD Emergency Shelter Grant Summary Service: Discretionary Level of Service: Discretionary Expenditures: $400,000 Financing: $400,000 Net County Cost: $0 Funding Sources: Federal 100% $400,000 FTE: 0 HUD HOME Block Grant Description: 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: $8,514,864 Financing: $8,514,864 Net County Cost: $0 Funding Sources: Federal 100% $8,514,864 FTE: 0 Conservation and Development General Government B-42 County of Contra Costa FY 2013–2014 Recommended Budget ARRA-HPRP/CDBG-R Grant Description: To create suitable living environ- ments, provide decent affordable housing and create economic opportunities, primarily for persons of low and moderate income. The department does not anticipate receipt of ARRA and CDBG-R funding and this will result in the elimination of this program in FY 2013-14. ARRA-HPRP/CDBG-R Grant Summary Service: Discretionary Level of Service: Discretionary Expenditures: $0 Financing: $0 Net County Cost: $0 FTE: 0 Other Special Revenue Programs The budget units included are*: 0272 AVA Service Authority 0351 Used Oil Recycling Grant 0367 Fish and Game Protection 0370 Livable Communities 0380 – HUD Neighborhood Stabilization Pgm 0582 - CDBG Small Business & Microenterprise Loan Program 0595 - Private Activity Bond 0596 - Affordable Housing 0597 – ARRA HUD Neighborhood Preservation 0598 - CDBG First-Time Homebuyer Loan 0663 - Transportation Improvement- Measure J 0664 - PH BART Greenspace Maintenance *ARRA American Recovery and Reinvestment Act AVA Abandoned Vehicle Abatement CDBG Community Development Block Grant EECBG Energy Efficiency & Conservation Block Grant HOME Home Investment Partnerships HOPWA Housing Opportunities for People with AIDS HPRP Homelessness Prevention and Rapid Re- Housing HUD U.S. Dept. of Housing & Urban Development PH BART Pleasant Hill - Bay Area Rapid Transit Abandoned Vehicle Abatement Service Authority (AVA) Description: Provides for the collection and disbursement of State funds to the cities and county for reimbursement of costs related to the abatement of abandoned vehicles in Contra Costa County. Funds are provided by the State Department of Motor Vehicle fee of $1 per vehicle registered in Contra Costa County. The AVA Special Revenue Fund was reclassified by the Auditor’s Office to a Trust Fund. As such, funds are no longer appropriated in the County Budget. Abandoned Vehicle Abatement Service Authority Summary Service: Discretionary Level of Service: Mandatory Expenditures: $0 Financing: $0 Net Fund Cost: $0 FTE: 0 Used Oil Recycling Grant Description: The Department of Resources Recycling and Recovery (CalRecycle) issues Used Oil Recycling Block Grants to help local governments establish or enhance permanent, sustainable used oil recycling programs. Used Oil Recycling Grant Summary Service: Discretionary Level of Service: Mandatory Expenditures: $80,000 Financing: $80,000 Net Fund Cost: $0 Funding Sources: Intergovernmental Rev 100% $80,000 FTE: 0 Conservation and Development General Government County of Contra Costa FY 2013-2014 Recommended Budget B-43 Fish and Game Protection Description: Provides programs for 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. Fish and Game Protection Summary Service: Mandatory Level of Service: Discretionary Expenditures: $30,000 Financing: $30,000 Net Fund Cost: $0 Funding Sources: Fines 100% $30,000 FTE: 0 Livable Communities Description: Collection of Developer Fees in the Camino Tassajara Combined General Plan Area, to aid in the implementation of the Smart Growth Action Plan. No revenue or activity is anticipated in FY 2013-14. Livable Communities Summary Service: Discretionary Level of Service: Discretionary Expenditures: $0 Financing: $0 Net Fund Cost: $0 FTE: 0 HUD Neighborhood Stabilization Program Description: The Neighborhood Stabilization Program (NSP) will provide assistance to the County to acquire and redevelop foreclosed properties that might otherwise become sources of abandonment and blight within the community. HUD NSP Summary Service: Discretionary Level of Service: Discretionary Expenditures: $2,651,033 Financing: $2,651,033 Net Fund Cost: $0 Funding Sources: Federal 100% $2,651,033 FTE: 0 Conservation and Development General Government B-44 County of Contra Costa FY 2013–2014 Recommended Budget CDBG Small Business & Microenterprise Loan Program Description: Provides loans to small businesses within the urban county. The microenterprise loans are limited to a maximum of $15,000 for those businesses with five or fewer employees. This is a revolving loan program. No revenue or activity is anticipated in FY 2013-14. CDBG Small Business & Microenterprise Loan Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $0 Financing: $0 Net Fund Cost: $0 FTE: 0 Private Activity Bond Description: Bond revenue received from single and multiple-family housing program that is used primarily to fund program staff costs and finance property acquisition related to affordable housing and economic development projects. Private Activity Bond Summary Service: Discretionary Level of Service: Mandatory Expenditures: $793,665 Financing: $793,665 Net Fund Cost: $0 Funding Sources: Other Revenue 100% $793,665 FTE: 0 Affordable Housing Description: Mortgage payments on loans made from federal affordable housing program funds are reimbursed to the affordable housing program 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. Affordable Housing Summary Service: Discretionary Level of Service: Mandatory Expenditures: $120,000 Financing: $120,000 Net Fund Cost: $0 Funding Sources: Use of Money 100% $120,000 FTE: 0 HUD Neighborhood Preservation Description: Grants from HUD’s Community Development Block Grant program are used to fund Building Inspection Department’s Housing Rehabilitation and Neighborhood Preservation Program loans and program administration. ARRA HUD Nghbrhood Preserv. Summary Service: Discretionary Level of Service: Mandatory Expenditures: $1,070,500 Financing: $1,070,500 Net Fund Cost: $0 Funding Sources: Federal 100% $1,070,500 FTE: 0 Conservation and Development General Government County of Contra Costa FY 2013-2014 Recommended Budget B-45 HUD CDBG First-Time Homebuyer Loan Description: Provide down-payment assistance to first-time homeowners through a revolving loan process. No revenue or activity is anticipated in FY 2013-14. HUD CDBG 1st Time Homebuyer Loan Summary Service: Discretionary Level of Service: Discretionary Expenditures: $0 Financing: $0 Net Fund Cost: $0 FTE: 0 Transportation Improvement-Measure J Description: Measure J monies are allocated based upon a 7-year Capital Improvement Program approved by the Board of Supervisors and other agencies for specific transportation projects. Transportation Improvement-Measure J Summary Service: Discretionary Level of Service: Discretionary Expenditures: $2,006,000 Financing: $2,006,000 Net Fund Cost: $0 Funding Sources: Measure J 100% $2,006,000 FTE: 0 PH BART Greenspace Maintenance Description: Construction/development of a greenspace/respite on the Iron Horse Corridor between Coggins and Treat Blvd, including the south portion of former Del Hombre Lane. PH BART Greenspace Maint Summary Service: Discretionary Level of Service: Discretionary Expenditures: $50,500 Financing: $50,500 Net Fund Cost: $0 Funding Sources: Miscellaneous Rev 100% $50,500 FTE: 0 CAO’s Recommendation Land Development Fund DCD’s operations are funded primarily through the Land Development Fund (programs funded in the General Fund are discussed separately below.) Baseline Budget Adjustments DCD’s baseline request for 2013-14 is $27,069,720, a reduction of $1,154,915 from FY 2012-13. Despite modest increases in salaries/ benefits, services/supplies and fixed assets, the baseline budget has been reduced in part due to lower occupancy and other charges realized by the consolidation of several DCD offices to a central location at 30/40 Muir Road. DCD also anticipates a higher level of expenditure transfers. It is noteworthy that in fiscal year 2013-14, the Weatherization program will operate on a smaller scale with the loss of ARRA and EECBG funding. However, with the downsizing of Weatherization, DCD was able to secure a $50,000 BayRen grant to operate the Energy Upgrade Program. This program will complement the Weatherization program. The plant acquisition program within the Land Development Fund has been fully expended due to project completion and no appropriation is requested for FY 2013-14. Conservation and Development General Government B-46 County of Contra Costa FY 2013–2014 Recommended Budget Recommended Budget DCD will further reduce its expenditures in fiscal year 2013-14 by $804,621 with the proposed reduction of nine vacant positions to respond to loss of funding in Weatherization and Successor Agency. The recommended budget of $26,265,099 reflects this staffing adjustment. DCD relies entirely on outside revenue sources (such as construction permits, land development fees, inspection fees, and franchise fees) to fund its Land Development operations. DCD revenues are closely tied to economic factors affecting development activities by private parties. While reasonable assumptions and trends are considered in projecting DCD revenue estimates for FY 2013-14, actual revenues will depend on several economic variables. DCD will be closely monitoring its revenue trends during FY 2013-14. General Fund Programs DCD administers numerous programs which operate in the General Fund, including Keller Canyon Mitigation and Housing Rehabilitation, which are local discretionary grant programs, and a variety of Federal grant programs. DCD’s baseline and recommended General Fund budget is $15,092,040, a reduction of $1,660,891 from FY 2012-13. While two HUD programs (Emergency Shelter and Home Block grant) are expected to receive a total funding increase of approximately $1.16 million, this increase is offset by the loss of funding from ARRA and CDBG-R which totals approximately $2.8 million, resulting in the net reduction of $1.6 million in the general fund budget for FY 2013- 14. The loss of ARRA and CDBG-R funding will result in the elimination of the ARRA-EECBG project and the ARRA-HPRP/CDBG-R program. With respect to the two local grant programs funded by General Fund revenues, the FY 2013-14 recommended budget for the Keller Canyon Mitigation program assumes a steady revenue of $1.2 million and appropriates an equivalent amount for expenditures. The Housing Rehabilitation program anticipates a modest reduction in FY 2013-14 in part due to staff restructuring. DCD will continue to closely monitor this program to ensure that it remains financially sustainable. Other Special Revenue Programs DCD administers funds for the Abandoned Vehicle Abatement Service Authority (AVA) collection and disbursement of State funds to the City and County for reimbursement of costs related to the abatement of abandoned vehicles. In FY 2012-13 the Auditor determined that this County Special Fund be designated as a New Agency Fund. DCD will continue to administer the collection and disbursement of State funds to the City and County. Performance Measurements DCD identified the following administrative and program goals in FY 2012-13 and below is a report on the outcomes: • Continue the restructuring of the Neighborhood Preservation Program (NPP) to achieve a more financially sustainable program. In FY 2012-13, DCD implemented a staff restructuring for the NPP Program to reduce costs and increase efficiency. The Program is now operating on a more financially sustainable basis. Productivity is increasing, with more homes served compared to the prior year. DCD projects 40 homes will receive assistance by the end of this fiscal year. The average amount of loans has also been increased, fees have been restructured and another funding source (CDBG revolving loan) was identified to help manage loan portfolios. • Ensure a smooth close-out of ARRA/ Weatherization and transition program to meet current funding level. DCD successfully completed ARRA close-out activities for the Weatherization Program and fully completed audits of the Program by State and federal regulators with no significant findings. DCD implemented a staff reduction plan to match reduced funding level and workload. Conservation and Development General Government County of Contra Costa FY 2013-2014 Recommended Budget B-47 • Collaborate with Contra Costa Council to improve and standardize permitting requirements for solar projects within the county. To support the environmental and economic benefits of solar power generation, DCD has collaborated with the Contra Costa Council and seven cities within the County to reach agreement on a consistent and faster permitting process for residential and commercial rooftop solar installations. This will allow contractors in all participating jurisdictions to have a consistent standard for permit requirements for solar projects, to reduce costs for local contractors and to receive more convenient, efficient and expeditious process. • Expedite the processing of certain applications like home occupations and tree permits. Goal is a 30% reduction in processing time. DCD implemented a pilot project on January 1, 2013 for home occupations wherein the processing time has been reduced from 3-4 months to 4 weeks; a 75% reduction. Average cost of processing fees has also been reduced significantly, from approximately $900 to less than $300. The Department has completed the revised home occupation ordinance which has been approved by the County Planning Commission and is scheduled for the Board’s consideration. The new ordinance will allow a majority of home occupations to be administratively approved over the counter. DCD staff is working on a similar pilot project to expedite tree permit processing. • Improve the Department's county website so that it is easy to navigate, especially the information regarding available services, application and permitting process, and other useful information to the public. The website improvement project is well underway. DCD is coordinating its design process alongside the County website redesign process with Civics Plus. As the Civics Plus template is being designed, DCD continues to audit the content on its website. This process includes developing templates, updating pages with new content, and ensuring content is presented in a consistent and intuitive manner. While most of the work is being done in the background, DCD has made significant additions to the site, including online permitting. In January 2013, DCD also completed the update of our database for vendors that provide reuse/recycling services to County residents and businesses. This database will enable the County to launch RecycleWhere in 2013, a regional database that will allow residents and businesses to find information on reuse/recycling services on-line. The goal is to provide more accurate information on recycling services to County residents and businesses on demand. • Develop a regional program for coordinating implementation of wetland regulations with implementation of the East Contra Costa County Habitat Conservation Plan/Natural Community Conservation Plan (HCP/NCCP). In May 2012, the U.S. Army Corps of Engineers issued a Regional General Permit to the Conservancy that enables activities covered by the East Contra Costa County Habitat Conservation Plan/Natural Communities Conservation Plan (HCP/NCCP) to have streamlined administration of federal wetlands regulations and coordination with federal endangered species permitting. The Regional General Permit expedites permits for activities that are substantially similar in nature and cause only minimal individual and cumulative impacts on the aquatic environment using the “regional avoidance” strategy adopted by the HCP/NCCP. The Regional General Permit is part of an overall strategy envisioned in the HCP/NCCP to balance the protection of important natural resources with long-term economic development in the area covered by the Plan. • Acquire an additional 1,000 acres of land, prepare the first preserve management plan and begin design for another major wetland restoration project to ensure that future road, flood control and other public and private Conservation and Development General Government B-48 County of Contra Costa FY 2013–2014 Recommended Budget projects have adequate mitigation to be covered under the HCP/NCCP permit. During the past year, the Conservancy partnered with the East Bay Regional Park District to acquire six properties totaling 672 acres of land for this purpose. The Conservancy created three small vernal pools totaling 0.56 acres. Planning is underway for a creek and wetland restoration project expected to be constructed in 2014. The first preserve management plan, covering approximately 5,000 acres, was drafted and is expected to be finalized in early 2013. • Support the Contra Costa Redevelopment Successor Agency as it implements the Dissolution Act which eliminated redevelopment agencies in California. To date, the Successor Agency has met the requirements of the Dissolution Act. Since February 1, 2012, an Oversight Board has been established; Recognized Obligation Payment Schedules have been adopted by the Successor Agency and approved by the State for the January to June 2012, July to December 2012, and January to June 2013 time periods; a $2.2 million payment demand was made to the County Auditor Controller on July 12, 2012; the housing assets of the former Redevelopment Agency have been transferred to the County of Contra Costa as Housing Successor; and a Housing Asset Inventory and Due Diligence Review of the Housing Fund was submitted to the State for review. The Successor Agency has completed or continued implementation of various redevelopment projects, including a pedestrian, bicycle and motorist wayfinding system in the Contra Costa Centre Transit Village, relocation of non-conforming uses from the Iron Horse Corridor, soil remediation in the Iron Horse Corridor, extension of sewer service to the Rodeo Marina, and acquisition of the remaining parcel for the .75 acre North Richmond Town Center Phase II project on Fred Jackson Way. In June 2012, the Successor Agency successfully refunded over $22 million in unspent Redevelopment bond revenues which reduced the Agency's annual debt service payments from $8.6 million to $7.6 million. • Update zoning code to support General Plan goals in Downtown El Sobrante, to conserve energy and the environment through improved parking regulations, and to promote more appropriate development in the industrial areas of North Richmond. DCD staff collaborated with members of local community organizations in El Sobrante, including the Municipal Advisory Council, Chamber of Commerce and Planning & Zoning Committee to develop a zoning program for Downtown El Sobrante that would provide an effective and efficient permit streamlining process, by putting all necessary information together in one comprehensive document for use by the public, property owners, business owners, and staff. The Downtown El Sobrante Planned Unit Development (P-1) Zoning Program supports the General Plan Goals through its Land Use Matrix, Development Standards, and Design Guidelines. • Initiate planning studies to implement pedestrian and bicycle improvements pursuant to the Specific Plans for the unincorporated areas surrounding the Pleasant Hill/Contra Costa Centre and Pittsburg/Bay Point BART stations. The County received a Measure J planning grant from the Contra Costa Transportation Authority to fund a city-county study to identify bicycle and pedestrian facility upgrades on Treat Boulevard across the I-680 freeway between the Contra Costa Centre Transit Village and North Main Street. This study will be initiated in 2014. The County received a Bicycle, Pedestrian and Trail Facility grant from the Contra Costa Transportation Authority to fund a Project Study Report for the Bailey Road/State Route 4 Interchange that will identify modifications to the interchange consistent with the Bailey Road Bicycle and Pedestrian Improvement Plan completed by the County in 2010. This section of Bailey Road provides access to a BART station and is the route for the East Bay Regional Park District’s Delta DeAnza Trail. The project study report is underway and will provide a Caltrans-approved project description for environmental review. Completion of the planning study is anticipated for 2013. Conservation and Development General Government County of Contra Costa FY 2013-2014 Recommended Budget B-49 • Initiate General Plan Amendment studies for the Vasco Road - Byron Highway connector and Route 239/Byron Highway Corridor. In 2012, DCD initiated the Byron Airport General Plan Amendment Study which will include, among other things, evaluation of including a connector road between Vasco Road and Byron Highway in the General Plan. In 2012, the County executed an agreement with the Contra Costa Transportation Authority to designate the Authority as lead agency for the Project Initiation Document/Project Study Report - State Route 239/Brentwood Tracy Expressway Project. • Complete the Appian Way Study pursuant to the policies of the Downtown El Sobrante General Plan Amendment and the Measure J Growth Management Program. In 2012, the Contra Costa Transportation Authority initiated the Appian Way Study, at the request of the County and the City of Pinole, to determine the ultimate configuration of Appian Way between the Pinole city limit and Valley View Road. DCD anticipates completion of the study in March 2013, with a report to the County Planning Commission in April 2013 to reconsider whether to delete the General Plan policy to widen this section of road to a four-lane arterial. • Implement state-mandated requirements for reducing construction and demolition debris and for commercial recycling. In April 2012, DCD initiated procedures at the Application and Permit Center that enable residents and business to demonstrate compliance with County and state mandates for recovery of debris generated by construction and demolition projects permitted by the County. • Make improvements to existing technology to allow the implementation of “e-services”: a. Allowing on-line access to public records and information. b. Allowing on-line submission of requests and payment for building permits, plan checks, application fees, subpoenas, etc. c. Online submission of building plans In February 2013, DCD implemented the Accela Citizens Access (ACA) system which allowed on-line permitting of certain types of building permits. Additionally, ACA now allows access to public information on the status of land use planning projects and building permits. • In response to a new California law mandating that by 2020 one-third of the State's electricity come from renewable energy sources, the Department, under Board authorization, will initiate a review of General Plan policies and Zoning Code regulations/standards to encourage and regulate development of renewable energy resources within appropriate unincorporated areas of Contra Costa County, including solar and wind resources. This review will include consideration of streamlined zoning and building regulations to permit small to medium sized solar energy generation facilities within certain areas of the County based, in part, on a guidance document prepared by the California County Planning Directors’ Association entitled, “Solar Energy Facility Permit Streamlining Guide. The general Plan revision is underway and DCD is currently working on an ordinance to facilitate the development of solar energy facilities for residential and commercial purposes. • To improve customer service to the public, provide a professional development training to front-line staff, to include cross-training between divisions and ensuring that all DCD staff are knowledgeable and well-versed not only about their own programs but also about the programs offered by other DCD divisions. This project has been initiated. DCD has identified a vendor to provide this training. A contract will be negotiated and training expected to commence in FY 2013-14. Other Accomplishments in FY 2012-2013: These accomplishments were in addition to meeting the performance goals defined above. Conservation and Development General Government B-50 County of Contra Costa FY 2013–2014 Recommended Budget 1. DCD initiated the Northern Waterfront Planning Project which led to the Board of Supervisors authorization on February 26, 2013 of the Northern Waterfront Economic Development Initiative. The Initiative is aimed at promoting the economic develop- ment along Contra Costa County’s northern waterfront, a 92-mile long stretch of shore- line running from the City of Richmond to the City of Oakley. 2. On December 26, 2012, a Draft Climate Action Plan was completed and released for public review and comment. This Draft Climate Action Plan identifies specific measures on how the County can achieve a reduction in greenhouse gas (GHG) emissions of 15% below baseline levels by the year 2020. In addition to reducing GHG, the Draft Climate Action Plan includes proposed policies and actions to improve public health and provide additional community benefits, and it lays the groundwork for achieving long-term greenhouse reduction goals for 2020 and 2035. 3. DCD negotiated amendments to franchise agreement which resulted in the implementation of automated collection of recyclable trash to approximately 7,000 customers in unincorporated East County, allowing customers to dispose of a greater amount of recyclable materials and potentially subscribe for a smaller/cheaper refuse cart. 4. DCD successfully demonstrated to the State our compliance with the state mandate to divert more than half of the waste generated in the unincorporated County area from landfills in 2011. 5. In October 2012, DCD completed 13 projects funded by the $3.5 million Energy Efficiency Conservation Block Grant received by the County in 2009. Completed projects included energy efficiency improvements to homes in the unincorporated area and to county-owned facilities, installation of renewable power stations at county-owned facilities, updating the County’s parking and home occupation ordinances, and adoption of a mixed-use zoning ordinance for Downtown El Sobrante. 6. In July 2012, the County demonstrated compliance with the Measure J Growth Management Program and Proposition 111 Congestion Management Program to obtain $2 million in local sales tax and $4.5 million in state gas tax revenue to support local transportation projects and programs for the year. 7. In August 2012, the County Water Agency revived the San Francisco-to-Stockton ship channel deepening project, which has been dormant for years. The project began in 1999 with the formation of a joint powers agency (JPA) between the County Water Agency and the Port of Stockton, to act as the local sponsor and provide local matching funds for this federally-funded project administered by the U.S. Army Corps of Engineers. Working with our federal legislators, additional funding was allocated to reinitiate work on the project. The JPA is working with local industries that use the shipping channel to monitor progress and advise the Army Corps of Engineers on next steps to complete the project. 8. DCD completed the remodel of a portion of 40 Muir (adjacent to DCD’s main campus) and successfully relocated its Fiscal and Weatherization units with minimal disruption to business operations. Administrative and Program Goals DCD has identified the following administrative and program goals for fiscal year 2013-14: 1. Implement activities related to the Northern Waterfront Economic Development Initiative. The initiative involves Board sponsorship of a forum on the future of the County’s water- front and will culminate in the preparation of a Strategic Plan for Northern Waterfront Economic Development in calendar year 2013. The purpose of the forum is to gather Conservation and Development General Government County of Contra Costa FY 2013-2014 Recommended Budget B-51 various stakeholder interests along the waterfront from both the public and private sectors that are concerned with its economic future. DCD will be providing staff and support services for the Initiative through FY 2013-14. 2. Continue to implement technology improve- ments to make processes more efficient and customer-service driven. Improvements will allow on-line submission and review of building plans as well as online submission of specific planning projects and greater access to public records. 3. Complete professional development training to front-line staff as an affirmation of DCD’s commitment to customer service to the public. 4. Adopt a minimum of two ordinances to improve the permitting process. 5. The Climate Action Plan is expected to be considered for adoption by the Board of Supervisors in Spring 2013. This Draft Plan identifies specific measures on how the County can achieve a reduction in greenhouse gas (GHG) emissions of 15% below baseline levels by the year 2020. Following the Board’s adoption, DCD will coordinate and collaborate with other affected County departments in the implementation of the adopted Climate Action Plan during FY 2013-14. 6. Complete all building inspection and plan checking work on the Marsh Landing Power Plant, and begin work on the Oakley Generating Station. 7. Implement programs and services to promote improved energy efficiency of existing buildings in order to reduce greenhouse gas emissions and achieve the County's Climate Action Plan goals. 8. Launch regional RecycleWhere tool on the County's website to provide local residents and businesses with simple and convenient access to information about where to reuse and recycle unwanted items. 9. Negotiate changes to the legal agreements between the County and the West Contra Costa Integrated Waste Management Authority and Republic Services to facilitate enhanced collections services and more cost-effective post-collection processing of waste and recyclables generated within the unincorporated West County area served by Richmond Sanitary Service. 10. Continue to lead implementation of the East Contra Costa County Habitat Conservation Plan/Natural Community Conservation Plan (HCP/NCCP) and, in the process, conserve and acquire 1000 acres of land, design one or more large wetland restoration projects, streamline permitting for public infrastructure and other projects and secure participation of the California Water Resources Control Board in the streamlined permitting approach offered by the HCP/NCCP. 11. Secure continued federal funding for the San Francisco-to-Stockton Ship Channel Deepening Project by working with our partner agencies, federal advocates and congressional delegation. 12. Lead or co-lead local participation in the San Francisco-to-Stockton Ship Channel Deepening Project, to provide the Army Corps of Engineers with the necessary local input as they move forward. 13. Work with 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. 14. Obtain a Finding of Completion from the Department of Finance for meeting certain provisions of the Redevelopment Dissolution Act and thereby enable the Successor Agency to spend remaining unspent bond proceeds of the former Redevelopment Agency and to repay the County's loan for establishment of the Montalvin Manor Redevelopment Project Area. 15. Complete the Olympic Corridor Trail Connector Study and move project to the next phases. Conservation and Development General Government B-52 County of Contra Costa FY 2013–2014 Recommended Budget 16. Participate with other agencies, including fire services, in the update of the fire/building codes and achieve changes that support complete streets and other related County Goals. 17. Work with CSAC and the California Department of Education to secure school siting policy changes consistent with the County's adopted legislative platform. 18. Complete the Project Study Report for the Bailey Road/State Route 4 Interchange. FY 2013-14 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 11 Weatherization Elimination of Weatherization project positions funded by Federal ARRA funds 8 Elimination of vacant positions due to funding reduction. No impact to operations. 2 7 CDBG/Housing and Economic Development (including Successor Agency) Elimination of Redevelopment Project Manager- Project position 1 Elimination of vacant position due to loss of Redevelopment funding. No impact to operations. Total 9 $0 Contingency Reserve General Government County of Contra Costa FY 2013-2014 Recommended Budget B-53 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES 0 4,384,414 3,110,000 3,110,000 0 TOTAL EXPENDITURES 0 4,384,414 3,110,000 3,110,000 0 REVENUE 0 0 0 0 0 GROSS REVENUE 0 0 0 0 0 NET COUNTY COST (NCC) 0 4,384,414 3,110,000 3,110,000 0 Contingency Reserve Description: To provide funding for unforeseen emergencies or unanticipated new expenditures occurring during the fiscal year which have no other funding sources. Contingency Reserve Summary Service: Discretionary Level of Discretion: Discretionary Expenditures: $ 3,110,000 Financing: 0 Net County Cost: 3,110,000 Funding Sources: General Fund 100.0% $ 3,110,000 CAO’s Recommendation The $10 million contingency reserve was eliminated in FY 2006-07 after remaining basically unchanged for 16 years. The County Administrator’s Office recommended that the practice of appropriating $10 million for contingency be discontinued and that the funds be designated for Contingency on the General Ledger. The recommendation was implemented to offset a portion of the County’s $45 million budget reduction in that year. The anticipated impact of that recommendation was that appropriations would no longer be inflated and annually generated scarce resources would not be required to balance them. The County Administrator reinstated the contingency reserve for FY 2012-13. General Fund contingencies include funding necessary to provide continued County operations despite economic uncertainties. As a general rule, a contingency fund should be maintained at a level sufficient to finance all issues/items which occur during the fiscal year but which were unforeseen during the budget process. Failure to appropriate a reasonable level of funding for contingencies would not be prudent and could likely result in a “midyear budget crisis”. The County Administrator recommends that the Contingency for General Fund be budgeted at $3,110,000. Although this amount is significantly lower than the FY 2005-06 Final Budget, it does allow some 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 B-54 County of Contra Costa FY 2013-2014 Recommended Budget David Twa County Administrator County Administrator General Government County of Contra Costa FY 2013-2014 Recommended Budget B-55 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 3,426,374 3,659,786 3,889,893 3,889,893 0 Services and Supplies 1,201,020 4,705,596 5,658,546 5,658,546 0 Other Charges 607 0 0 0 0 Fixed Assets 8,275 0 25,000 25,000 0 Expenditure Transfers (917,095) (403,789) (318,090) (318,090) 0 TOTAL EXPENDITURES 3,719,180 7,961,593 9,255,349 9,255,349 0 REVENUE Other Local Revenue 587,771 1,190,508 5,837,763 5,837,763 0 GROSS REVENUE 587,771 1,190,508 5,837,763 5,837,763 0 NET COUNTY COST (NCC) 3,131,409 6,771,085 3,417,586 3,417,586 0 Allocated Positions (FTE) 23 23 24 24 0 FINANCIAL INDICATORS Salaries as % of Total Exp 74% 44% 41% 41% % Change in Total Exp 114% 16% 0% % Change in Total Rev 103% 390% 0% % Change in NCC 116% (50%) 0% COMPENSATION INFORMATION Permanent Salaries 1,956,748 2,091,444 2,181,227 2,181,227 0 Temporary Salaries 14,306 21,000 21,000 21,000 0 Deferred Comp 19,836 26,100 53,720 53,720 0 FICA/Medicare 131,344 142,364 151,247 151,247 0 Ret Exp-Pre 97 Retirees 9,165 7,500 7,500 7,500 0 Retirement Expense 697,199 751,922 856,711 856,711 0 Employee Group Insurance 219,191 258,393 277,200 277,200 0 Retiree Health Insurance 232,884 229,920 213,251 213,251 0 OPEB Pre-Pay 103,872 103,872 103,872 103,872 0 Unemployment Insurance 7,151 7,864 8,274 8,274 0 Workers Comp Insurance 28,122 19,407 15,891 15,891 0 Labor Received/Provided 6,555 0 0 0 0 County Administrator Description: Acts as the principal staff advisor to the Board of Supervisors and administers County operations. The duties of the County Administrator and staff include furnishing reports to the Board, providing information and advice, implementing policy directives and orders adopted by the Board, coordinating the work performed by County departments and County special districts, and with the assistance of the County Auditor-Controller, preparing and monitoring the annual County budget. Provides County Administrator General Government B-56 County of Contra Costa FY 2013-2014 Recommended Budget funding, supported by franchise fee payments from cable companies, for the operation of Contra Costa Television and the enforcement of Cable TV franchise agreements. County Administrator Summary Service: Mandatory Level of Service: Discretionary Expenditures: $5,088,439 Financing: 1,670,853 Net County Cost: 3,417,586 Funding Sources: Charges 4.6% $437,830 Divisions & Depts Landfill Franchise 0.2% 15,000 Cable TV Frnchs 8.9% 858,798 Property Tax Adm 2.3% 219,225 Miscellaneous 1.5% 140,000 General Fund 35.7% 3,417,586 FTE: 23 AB-109 - Administration Description: The AB-109 Public Safety Realignment allocation from the State provides for local custody for non-violent, non-serious, non-sex offenders, local post-release supervision and local planning by a Community Corrections Partnership. The County Administrator’s Office provides program evaluation and administrative support including one full-time staff to facilitate the Countywide program. Appropriations shown here include only those allocated to Administration and Community Programs provided throughout the County through various contracts; additional allocations are distributed among other County Departments, including: District Attorney, Health Services, Probation, Public Defender, and Sheriff. AB-109 Administration Service: Mandatory Level of Service: Discretionary Expenditures: $4,485,000 Financing: 4,485,000 Net County Cost: 0 Funding Sources: State Realignment (AB-109) 100% $4,485,000 FTE: 1.0 CAO’s Recommendation The fiscal year 2013-14 baseline net County cost decreased by $3,353,499 from fiscal year 2012-13. The reduction reflects the elimination of $3,336,521 of restricted prior year fund balance from CATV franchise fees and an estimated decrease in operating costs of $16,978. The baseline budget also reflects an increase in appropriations and revenues of $4,485,000 from the AB 109 State Realignment allocation from the State to provide for Community Programs ($4,035,000) focused on the reentry and reintegration of the formerly incarcerated and the administration of the AB 109 program, including funding for administrative oversight and data evaluation components ($450,000). Performance Measurements County Administrator accomplishments during fiscal year 2012-13 include: • Recipient of the Government Finance Officers’ Association’s Distinguished Budget Presentation Award for the fiscal year 2012- 13 Recommended Budget document. • On March 15, 2013, entered into a contract with Covered California to be the only County, in partnership with the State, to operate one of three call centers that will assist eligible California residents with securing health care coverage, a key County Administrator General Government County of Contra Costa FY 2013-2014 Recommended Budget B-57 component of implementing California’s plan for federal health care reform. Staff in the County Administrator’s Office created and led the interdepartmental team that developed the County’s application for this project. CAO staff will continue to participate in project implementation, along with County Human Resources and the Employment and Human Services Department, which will operate the program. • Continued modernization in the Clerk of the Board’s Office including several technology improvements begun this year. The goal of these efforts is to make the office more accessible to County residents who wish to use smart phone technology and computer applications to do business with the Clerk’s office. This year’s technology improve- ments include: new methods for collecting and managing the “Statement of Economic Interests-Form 700” (implemented in partnership with the County’s Department of Information Technology and the Clerk- Recorder’s Office); and, in cooperation with CCTV and the Department of Information and Technology, began the installation of a new content delivery platform that will manage, store and make Board of Supervisors information available to the public using a cloud-based foundation that has the capability to be expanded to other County departments. • Created and led an interdepartmental team charged with coordinating union negotiations and labor strategy. The goals of this effort are to research and develop contract proposals, for consideration by the Board of Supervisors, that address union concerns raised during union negotiations, in the context of available financial resources and the Board’s policy directives for management of County revenue. The work of this team has recently been expanded to research and develop proposals for addressing rising health care costs of County employees, within the context of existing Board policies and the County’s financial constraints. • Provided staff support for the Community Corrections Partnership, which recommended the FY 2012-13 budget of the AB 109 Public Safety Realignment funds to the Board of Supervisors and developed an Operational Plan for the expenditure of the funds. CAO staff also initiated administration of the Community Programs funding, a component of the FY 2012-13 Realignment budget. Administrative and Program Goals Increase effectiveness of organizational sector budget oversight and promote service delivery improvements and interdepartmental coordination: • Annual budget and program goal development/reviews and recommendations • Quarterly financial reviews • Monthly service delivery monitoring • As-needed support and consultation • Conduct departmental site visits Provide Board of Supervisors with high quality support: • Staff Ad Hoc and standing Board of Supervisor Committees • Manage Board of Supervisors agenda development process, including automation of agenda process • Provide research, information and recommendations on issues as requested by Board members • Keep all Board members uniformly informed of new policies/practices • Manage Advisory committee tasks, in compliance with Maddy Act requirements and Board of Supervisors’ policies. • Provide county-wide record keeping and document management through Clerk of the Board’s Office. Provide leadership for Contra Costa County to progress on the primary focus areas of: Fiscal Health, Service Delivery Efficiency/ Effectiveness, Public Education, Teamwork/ Organizational Development: • Regularly promote and set expectations for focus area accomplishment • Evaluate Countywide progress County Administrator General Government B-58 County of Contra Costa FY 2013-2014 Recommended Budget • Share information on progress with County staff and general public • Continue to refine and implement the County’s other Post Employment Benefit Strategic Plan. • Continue to protect and advance the County’s interests through the federal and state legislative program. • Develop and provide county-wide public information through use of all forms of media, including print, CCTV and WEB content. County Counsel Sharon L. Anderson, County Counsel General Government County of Contra Costa FY 2013-2014 Recommended Budget B-59 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 7,206,285 8,324,696 9,041,311 9,041,311 0 Services and Supplies 621,745 839,901 846,014 825,500 (20,514) Fixed Assets 11,382 0 0 0 0 Expenditure Transfers (3,643,276) (3,768,717) (3,858,820) (3,858,820) 0 TOTAL EXPENDITURES 4,196,136 5,395,881 6,028,506 6,007,992 (20,514) REVENUE Other Local Revenue 3,117,015 3,871,881 3,763,684 3,763,684 0 GROSS REVENUE 3,117,015 3,871,881 3,763,684 3,763,684 0 NET COUNTY COST (NCC) 1,079,121 1,524,000 2,264,822 2,244,308 (20,514) Allocated Positions (FTE) 49 49 49 49 0 FINANCIAL INDICATORS Salaries as % of Total Exp 92.00% 91.00% 91.00% 92.00% % Change in Total Exp 29.00% 12.00% 0.00% % Change in Total Rev 24.00% (3.00%) 0.00% % Change in NCC 41.00% 49.00% (1.00%) COMPENSATION INFORMATION Permanent Salaries 4,341,863 5,003,085 5,416,983 5,416,983 0 Temporary Salaries 172,387 58,795 58,795 58,795 0 Permanent Overtime 44 0 0 0 0 Deferred Comp 24,030 35,820 39,420 39,420 0 Comp & SDI Recoveries (18,629) 0 0 0 0 FICA/Medicare 298,369 352,569 361,848 361,848 0 Ret Exp-Pre 97 Retirees 20,206 24,616 24,616 24,616 0 Retirement Expense 1,519,353 1,899,216 2,118,404 2,118,404 0 Employee Group Insurance 481,836 548,649 584,972 584,972 0 Retiree Health Insurance 224,912 224,769 237,870 237,870 0 OPEB Pre-Pay 76,360 76,360 76,360 76,360 0 Unemployment Insurance 16,269 20,110 20,545 20,545 0 Workers Comp Insurance 49,284 80,707 101,498 101,498 0 County Counsel General Government B-60 County of Contra Costa FY 2013-2014 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 independent special districts upon request. General Law Summary Service: Mandatory Level of Service: Discretionary Expenditures: $5,140,693 Financing: 2,896,385 Net County Cost: 2,244,308 Funding Sources: Property Tax Admin 5% $277,152 Charges for Svc 51% 2,619,233 General Fund 44% 2,244,308 FTE: 20.0 Social Service-Probate Description: Provides mandatory legal services for Employment & Human Services Department activities (adoptions, dependent children, etc.) and Health Services Department activities (conservatorships, etc.) Social Service-Probate Summary Service: Mandatory Level of Service: Mandatory Expenditures: $2,991,217 Financing: 2,991,217 Net County Cost: 0 Funding Sources: Charges for Svc 100% $2,991,217 FTE: 19.0 Risk Management/Civil Litigation Description: Defends the County in tort, employment and civil rights actions in State and Federal court and monitors outside litigation counsel. Risk Management /Tort Unit Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,734,901 Financing: 1,734,901 Net County Cost: 0 Funding Sources: Liability Trust Fund 100% $1,734,901 FTE: 10.0 CAO’s Recommendation The baseline net County cost reflects a $740,822 increase from the FY 2012-13 budget. The majority of this increase is a result of labor negotiations. Contra Costa County has historically tied unrepresented attorney classes to the represented classes in the Contra Costa Defenders' and Deputy District Attorney' Associations for purposes of salary parity. On November 6, 2012, the Board of Supervisors adopted new memoranda of understanding with County Counsel General Government County of Contra Costa FY 2013-2014 Recommended Budget B-61 the Contra Costa Defenders' and Deputy District Attorneys' Associations that included wage increases. On December 4, 2012 the Board of Supervisors approved a 1.5% salary increase effective July 1, 2013 and 2.0% salary increase effective January 1, 2014 for the unrepresented attorney classes. The County Administrator is recommending a net County cost for FY 2013-14 of $2,244,308. This action will require a reduction of $20,514 to the County Counsel’s Office which will be met in the following ways: • During staffing transitions and special projects, County Counsel contracts for part- time/temporary help. These contracts will be reduced in FY 2013-14 ($9,000). • County Counsel will carefully monitor expenses in office supplies, mileage, and computer software. County Counsel will absorb costs through delaying computer software upgrades and operational efficiencies ($11,514). Performance Measurement • County Counsel advised and assisted staff with legal issues arising out of the dissolution of the Contra Costa County Redevelopment Agency in 2012, including existing obligations, bonds, loans, judgments, settlements, and contracts. We are advising the Auditor-Controller on matters related to the dissolution of redevelopment agencies in this County and representing the Auditor-Controller in multiple lawsuits challenging the administration and distribution of property tax revenues to various public agencies. • California’s Fostering Connections to Success Act, which initiated a new classification of dependency (non-minor dependents) to assist youth in transitioning from foster care to independence, has undergone two substantial legislative revisions since it became effective in 2012. This office continues to monitor developments in the law and is working closely with staff from Children and Family Services on the presentation of these cases to the juvenile court to assure statutory compliance. • In 2012, County Counsel’s presented two new training courses for supervisors on conducting employment investigations, with the goal of enhancing management skills and minimizing employee grievances and County liability. We plan to continue to develop and present new training programs related to employment law in 2013. • The baseline budget for minor equipment reflects no changes. We were unsuccessful in obtaining venture capital funding to help offset the cost for the replacement of failing workstations. The department continues to examine the incremental purchase of new workstations to replace aging workstations as budget savings allow. Administrative and Program Goals • In 2012, a major pension reform law, the California Public Employees Pension Reform Act (PEPRA) drastically changed the rules related to pension benefits, effective January 1, 2013. The County Counsel’s Office will continue to assist County departments with interpretation and compliance issues, and will continue to monitor developments in the law. • The Auditor-Controller has significant responsibilities resulting from the dissolution of redevelopment agencies, including administering property tax trust funds and performing audits of each former redevelopment agency within the County. The County Counsel’s Office will continue to assist the Auditor-Controller with legal issues pertaining to these responsibilities and represent the Auditor-Controller in lawsuits filed by public agencies and other entities that challenge the administration and distribution of property tax revenues. The County Counsel’s Office will also assist the County Successor Agency with County Counsel General Government B-62 County of Contra Costa FY 2013-2014 Recommended Budget continuing efforts necessary to wind down the former Redevelopment Agency. • The cuts to the California State Courts that went into effect in Fall 2012 will impact how all state court cases are handled. In this County, the number of civil judges has been reduced, a discovery referee has been eliminated, and juvenile courtrooms in Pittsburg and Richmond have been closed. These changes impact juvenile court procedures, as well as civil trials, settlements and law and motion matters. Attorneys in this office will have to adapt to new ways of handling cases in light of the limited resources and evolving practices of the court and the County. • The hiring and retention of qualified attorneys who have specialized training and/or experience in targeted areas of civil law, so that our office can efficiently and effectively meet the County’s legal needs. We continue to evaluate how best to recruit and keep well-trained attorneys, and how to make initial employment offers faster and more attractive. 2013-14 Program Modification List Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net County Cost Impact Impact 1 3 Tort Litigation Services and Supplies ($20,514) Reduction in non-county professional services impacts the ability to provide temporary help during staffing transitions and other short term projects that require part-time support. Reductions in office expenses, mileage, and software will result in additional fiscal responsibility. Total ($20,514) County of Contra Costa FY 2013-2014 Recommended Budget B-63 Crockett/Rodeo Revenues General Government General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 320,325 265,000 282,000 282,000 0 Other Charges 358,873 270,000 294,000 294,000 0 TOTAL EXPENDITURES 679,198 535,000 576,000 576,000 0 REVENUE 0 0 0 0 0 0 0 0 0 0 NET COUNTY COST (NCC) 679,198 535,000 576,000 576,000 0 FINANCIAL INDICATORS % Change in Total Exp -21% 8% 0% % Change in NCC -21% 8% 0% Crockett/Rodeo Revenues Description: To budget appropriations attributable to the property tax increment from the co-generation facility in Crockett and the UNOCAL Reformulated Gasoline Project at the Rodeo facility, for both capital and program uses. CAO’s Recommendation The Baseline budget reflects an increase of $41,000 from FY 2012-13. The increase reflects an estimated increase in assessed valuation for the coming year based on prior year trends. The actual return-to-source shares are determined each year in the Fall. Crockett/Rodeo Revenues General Government B-64 County of Contra Costa FY 2013-2014 Recommended Budget Debt Service General Government County of Contra Costa FY 2013-2014 Recommended Budget B-65 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change REVENUE Other Local Revenue 2,879,540 3,000,000 3,000,000 3,000,000 0 State Assistance 38,340 0 0 0 0 GROSS REVENUE 2,917,880 3,000,000 3,000,000 3,000,000 0 NET COUNTY COST (NCC) (2,917,880) (3,000,000) (3,000,000) (3,000,000) 0 FINANCIAL INDICATORS % Change in Total Rev 3% 0% 0% % Change in NCC 3% 0% 0% Debt Service/General Fund County/State West Contra Costa Healthcare District (WCCHCD) Description: To account for the West Contra Costa Healthcare District’s second reallocation of $11.5 million in property tax revenue over a period of approximately three to four years, beginning with FY 2011-12. This “repayment” of reserves is not an on-going source of revenue. It will appear as a negative net County cost in our schedules. County/State WCCHCD IGT Summary Service: Discretionary Level of Service: Mandatory Expenditures: $0 Financing: 3,000,000 Net Fund Cost: (3,000,000) Funding Sources: Property Taxes 100% $3,000,000 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 B-66 County of Contra Costa FY 2013-2014 Recommended Budget Debt Service/Special Revenue Retirement UAAL Bond Fund Description: To accumulate and payout the principal and interest costs for the Pension Obligation bonds 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: $68,405,500 Financing: 68,405,500 Net Fund Cost: 0 Funding Sources: Use of Money 1.2% $800,000 Transfers 98.8% 67,605,500 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. 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% $2,759,911 CAO’s Recommendation The budget includes the West Contra Costa Healthcare District agreement impacts adopted in April, 2011. The Baseline Budget reflects the anticipated second transfer and the Recommended Budget the third transfer. It is anticipated that the obligation will continue into FY 2014-15, dependent upon tax generation. Each year’s transfer will appear as a negative net County cost in our schedules. In the Retirement UAAL Bond fund, appropriations were increased to cover the FY 2013-14 debt service (pension obligation bonds), which are budgeted in each department as a compensation expense. Transfers for the Retirement Litigation Settlement Debt Service are also budgeted in each department as a compensation expense. We do not anticipate issuing Tax Revenue Anticipation Notes (TRANs) in FY 2013-14. Ed Woo Department of Information Technology Chief Information Officer General Government County of Contra Costa FY 2013-2014 Recommended Budget B-67 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 8,950,022 11,038,762 11,228,013 11,228,013 0 Services and Supplies 8,077,831 8,865,007 10,294,446 10,294,446 0 Other Charges 953,052 939,324 1,435,979 1,435,979 0 Fixed Assets 190,443 85,000 26,000 26,000 0 Expenditure Transfers (11,693,635) (13,618,517) (14,303,669) (14,303,669) 0 TOTAL EXPENDITURES 6,477,714 7,309,576 8,680,769 8,680,769 0 REVENUE Other Local Revenue 6,537,337 7,214,576 8,585,769 8,585,769 0 GROSS REVENUE 6,537,337 7,214,576 8,585,769 8,585,769 0 NET COUNTY COST (NCC) (59,623) 95,000 95,000 95,000 0 Allocated Positions (FTE) 75 75 75 75 0 FINANCIAL INDICATORS Salaries as % of Total Exp 49% 53% 49% 49% % Change in Total Exp 13% 19% 0% % Change in Total Rev 10% 19% 0% % Change in NCC (259%) 0% 0% COMPENSATION INFORMATION Permanent Salaries 4,784,692 6,026,130 6,051,454 6,051,454 0 Temporary Salaries 207,748 171,151 163,530 163,530 0 Permanent Overtime 162,288 92,854 114,000 114,000 0 Deferred Comp 31,790 71,220 69,420 69,420 0 Comp & SDI Recoveries (3,250) 0 0 0 0 FICA/Medicare 377,071 460,555 494,052 494,052 0 Ret Exp-Pre 97 Retirees 22,052 28,108 28,108 28,108 0 Retirement Expense 1,604,590 2,150,879 2,352,629 2,352,629 0 Employee Group Insurance 721,654 986,836 912,588 912,588 0 Retiree Health Insurance 626,945 634,255 634,255 634,255 0 OPEB Pre-Pay 313,440 313,440 313,440 313,440 0 Unemployment Insurance 18,669 23,108 23,053 23,053 0 Workers Comp Insurance 82,334 80,226 71,484 71,484 0 Department Description This table represents information in aggregate format summarizing expenditures, revenues, and net County costs for two budget units administered by the Department of Information Technology. Included are data for the following budget units. 0147 – Department of Information Technology 0060 – Telecommunications Department of Information Technology General Government B-68 County of Contra Costa FY 2013-2014 Recommended Budget Department of Information Technology Description: Provides computer system analysis, system development, evaluation, support, administration, and implementation of data processing services to County departments as well as certain other governmental agencies. Manages and maintains the County’s Wide Area Network (WAN) supporting data communications systems. Operates County’s data center supporting countywide applications. Administers County’s Information Security Program. Dept of Information Technology Summary Service: Mandatory Level of Service: Discretionary Expenditures: $14,441,787 Financing: $14,441,787 Net County Cost: 0 Funding Sources: User Fees 100% $14,441,787 FTE: 55 Telecommunications Description: Operates, maintains and manages the County’s communications systems including telephone, voice mail, microwave and radio. Provides installation and maintenance of radio systems for police agencies, special districts, medical facilities and cities. Telecommunications Summary Service: Mandatory Level of Service: Discretionary Expenditures: $8,542,651 Financing: 8,447,651 Net County Cost: 95,000 Funding Sources: User Fees 98.9% $8,447,651 General Fund 1.1% 95,000 FTE: 20 CAO Recommendation The Recommended Budget for the Department of Information Technology for FY 2013-14 is $1,371,193 higher than the current year, due mainly to appropriations for the replacement of aging equipment, computer licenses, maintenance and other manufacturer annual cost increases. Department user fee rates charged to departments increased by 2.18% due to aging equipment replacement, and have been set to match anticipated expenditure increases. The department has a net county cost of $95,000, which reflects a portion of the annual debt service for the digital microwave system. The County Administrator has accepted the department’s baseline budget submission as the recommendation for fiscal year 2013-14. Performance Measurement • Develop a County-wide IT systems to improve staff and operational efficiencies. • Improve County’s computer Wide Area Network speed – install fiber optic facilities. • Improve performance in the following business processes measures: o Percentage of time the County’s radio communication system is available. Department of Information Technology General Government County of Contra Costa FY 2013-2014 Recommended Budget B-69 County’s radio communication system was available 99 percent of the time. County Microwave system was available 100 percent of the time. o Percentage of time the County’s Wide Area Network (WAN) is available. County’s Wide Area Network (WAN) was available 99 percent of time. o Percentage of time the County’s voice mail communication system is available County’s voice mail communication system was available 99 percent of time. o Percentage of email addresses in the County-Wide address book. Percentage of email addresses in the County-Wide address book 94 percent in FY 2012-13. Administrative and Program Goals • Develop a Countywide IT strategic and tactical plan providing a road map for IT services in the County that aligns with the County Mission, Vision and Values Statement. • Improve performance in the following business measures. o Percentage of time the County’s radio communication system is available and the service outage repair times. o Percentage of time the County’s Wide Area Network (WAN) is available for systems such as Email, Internal Web Sites, and Payroll Systems. o Percentage of time the County’s voice mail communication system is available by leveraging “Cloud Based” Solutions. o Percentage of email addresses in the County-Wide address book. o Design and incorporate wireless network for additional specific County locations to further reduce the need for cabling. o Implement a Countywide alternative high speed internet access connections Department of Information Technology General Government B-70 County of Contra Costa FY 2013-2014 Recommended Budget Employee Retiree Benefits General Government County of Contra Costa FY 2013-2014 Recommended Budget B-71 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 852,436 1,279,574 1,184,319 1,184,319 0 Services and Supplies 1,438,380 8,686,804 2,064,010 2,064,010 0 Fixed Assets 24,979 0 0 0 0 Expenditure Transfers (498,353) (263,440) (391,440) (391,440) 0 TOTAL EXPENDITURES 1,817,442 9,702,938 2,856,889 2,856,889 0 REVENUE Other Local Revenue 1,701,173 0 0 0 0 GROSS REVENUE 1,701,173 0 0 0 0 NET COUNTY COST (NCC) 116,268 9,702,938 2,856,889 2,856,889 0 FINANCIAL INDICATORS Salaries as % of Total Exp 37% 13% 36% 36% % Change in Total Exp 434% (71%) 0% % Change in Total Rev (100%) 0% 0% % Change in NCC 8245% (71%) 0% COMPENSATION INFORMATION Temporary Salaries 4,935 0 0 0 0 FICA/Medicare 244 0 0 0 0 Retirement Expense (435,423) 0 0 0 0 Retiree Health Insurance 783,120 780,086 684,831 684,831 0 OPEB Pre-Pay 499,488 499,488 499,488 499,488 0 Unemployment Insurance 18 0 0 0 0 Workers Comp Insurance 54 0 0 0 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 Retiree Benefits General Government B-72 County of Contra Costa FY 2013-2014 Recommended Budget 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: $1,764,010 Financing: 91,440 Net County Cost: 1,672,570 Funding Sources: General Fund 94.8% $1,672,570 Interdept Charges 5.2% 91,440 Retiree Health Benefits Description: To fund the costs of the health plan program for retirees from the Courts and retirees from County departments which no longer exist, a component of the total employee benefits package established by the Board of Supervisors. Retiree Health Benefits Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,484,319 Financing: 300,000 Net County Cost: 1,184,319 Funding Sources: General Fund 79.8% $1,184,319 Interdept Charges 20.2% 300,000 CAO’s Recommendation The Baseline Budget reflects a net decrease of $6,846,049. The net decrease reflects the elimination of prior year fund balance totaling $6,767,536 as well as decreased costs of $95,255 for anticipated reductions in retiree health costs. Additionally, the budget reflects increased software costs of $16,742 for the County PeopleSoft project. The recommended budget reflects sufficient funding in order to maintain the County payroll and benefits system as well as funding for retiree health benefits for Court employees and other retirees that cannot be attributed, and therefore charged, to current departments. General Purpose Revenue General Government County of Contra Costa FY 2013-2014 Recommended Budget B-73 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change REVENUE Other Local Revenue 312,909,983 313,049,614 319,534,000 319,534,000 0 Federal Assistance 5,638 0 0 0 0 State Assistance 2,429,348 1,995,000 1,950,000 1,950,000 0 GROSS REVENUE 315,344,968 315,044,614 321,484,000 321,484,000 0 NET COUNTY COST (NCC) (315,344,968) (315,044,614) (321,484,000) (321,484,000) 0 FINANCIAL INDICATORS % Change in Total Rev 0% 2% 0% % Change in NCC 0% 2% 0% General County Revenues Description: To receive revenues which are not attributable to a specific County service and which are available for County General Fund expenditures. Types of revenues included are property taxes, sales taxes, interest earnings and franchises. Revenues from this budget unit offset the net County costs of General Fund departments. General County Revenues Summary Service: Mandatory Level of Discretion: Discretionary Expenditures: $ 0 Financing: 321,484,000 Net County Cost: (321,484,000) Funding Sources: Property Taxes 84.3% $270,900,000 Other Taxes 5.5% 17,524,000 License Franchise 2.3% 7,400,000 Fines Penalties 3.8% 12,300,000 Use of Money 0.5% 1,450,000 Intergovernmental 1.5% 4,950,000 Charges for Service 2.0% 6,600,000 Miscellaneous Rev 0.1% 360,000 CAO’s Recommendation The County Administrator’s Office is projecting a growth in property tax revenues of 2% for FY 2013-14 compared to FY 2012-13 actuals. FY 2012-13 experienced 0.86% growth in assessed value compared to 0.49% loss in FY 2011-12. In the past, the Recommended Budget for General Fund departments relied on significant increases in General Purpose Revenue to offset increases in the cost of doing business. Normally, the most significant increases in revenue from year-to-year are due to increased assessed valuation on current secured property tax. The economic downturn in the past few years eliminated growth in assessed valuation, significantly reduced interest rates, and greatly impacted Supplemental Property Tax revenues. Although small, in the past two fiscal years, assessed values have begun to experience growth. The County Administrator’s Office is cautiously optimistic that growth will be at least 2% in FY 2013-14. General Purpose Revenue General Government B-74 County of Contra Costa FY 2013-2014 Recommended Budget Human Resources Ted J. Cwiek, Director General Government County of Contra Costa FY 2013-2014 Recommended Budget B-75 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 4,243,000 4,738,621 4,772,118 4,969,068 196,950 Services and Supplies 4,435,192 5,168,791 4,670,072 4,670,072 0 Expenditure Transfers (698,782) (755,690) (755,690) (755,690) 0 TOTAL EXPENDITURES 7,979,410 9,151,722 8,686,500 8,883,450 196,950 REVENUE Other Local Revenue 6,679,306 6,548,242 6,679,258 6,759,559 80,301 GROSS REVENUE 6,679,306 6,548,242 6,679,258 6,759,559 80,301 NET COUNTY COST (NCC) 1,300,104 2,603,480 2,007,242 2,123,891 116,649 Allocated Positions (FTE) 39 41 41 43 2 FINANCIAL INDICATORS Salaries as % of Total Exp 49% 48% 51% 52% 0 % Change in Total Exp 15% (5%) 2% 0 % Change in Total Rev (2%) 2% 1% -0 % Change in NCC 100% (-23%) 6% 0 COMPENSATION INFORMATION Permanent Salaries 2,415,679 2,695,433 2,672,780 2,869,730 196,950 Temporary Salaries 42,582 12,800 12,800 12,800 0 Permanent Overtime 31,626 4,500 4,500 4,500 0 Deferred Comp 25,829 35,580 40,740 40,740 0 Comp & SDI Recoveries (28,827) 0 0 0 0 FICA/Medicare 176,948 201,722 200,649 200,649 0 Ret Exp-Pre 97 Retirees 11,184 13,321 13,321 13,321 0 Retirement Expense 803,693 952,659 1,040,433 1,040,433 0 Employee Group Insurance 392,349 458,875 427,377 427,377 0 Retiree Health Insurance 219,112 218,320 219,597 219,597 0 OPEB Pre-Pay 103,468 103,468 103,468 103,468 0 Unemployment Insurance 8,906 10,289 10,213 10,213 0 Workers Comp Insurance 40,452 31,654 26,240 26,240 0 Department Description This table represents information in aggregate summarizing expenditures and revenue for the following two budget units administered by Human Resources: 0035 – Human Resources 0038 – Child Care Human Resources General Government B-76 County of Contra Costa FY 2013-2014 Recommended Budget Human Resources Develops, administers and maintains merit and exempt employment systems, which include employee relations, salary administration, pay equity, benefit and insurance programs, recruitment, test and referral procedures, job classification, employee and organizational development, and employee assistance. Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,434,064 Financing: 2,072,537 Net County Cost: (638,473) Funding Sources: Charges 143.8% 2,061,837 Miscellaneous .7% 10,700 General Fund -44.5% (638,473) FTE: 5 Labor Relations Description: Administers the County’s labor- management relations programs including managing the collective bargaining process, grievance investigation, providing training and counseling to managers and employees, as well as problem resolution. Labor Relations Summary Service: Mandatory Level of Service: Discretionary Expenditures: $940,942 Financing: 250,420 Net County Cost: 690,522 Funding Sources: Fees 22.4% $210,420 Miscellaneous 4.2% 40,000 General Fund 73.4% 690,522 FTE: 5 Employee Benefits Description: Formulates and implements policies for the administration of benefit programs and services that assist the County in maintaining a competitive compensation package and that contribute to the health and well-being of County employees and retirees. Specific programs include State Disability Insurance; Deferred Compensation; Health Plan Administration; Health Care Spending Account; Supplemental Life Insurance; Unemployment Insurance; Long-Term Disability Insurance; Delta Dental; Dependent Care Assistance Program; VDT Eye Screening; Catastrophic Leave; and the Employee Assistance Program. The programs represent a mix of insured and self-insured programs. Employee Benefits Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,980,706 Financing: 4,980,706 Net County Cost: 0 Funding Sources: Charges 100% $4,980,706 FTE: 13 Personnel Services Description: Develops and administers programs and policies to help ensure that the County recruits and selects a highly skilled and diversified workforce that is properly classified and is fairly and equitably compensated. Activities include affirmative action outreach, approval of all personnel actions, management of the lay-off processes and outplacement activities, as well as the maintenance of all personnel history files and records. Human Resources General Government County of Contra Costa FY 2013-2014 Recommended Budget B-77 Personnel Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,236,842 Financing: 165,000 Net County Cost: 2,071,842 Funding Sources: Charges 7.4% $ 165,000 General Fund 92.6% 2,071,842 FTE: 20 Employee Child Care Description: Provides for the funding and development of child care programs for County employees. Funded by forfeited Dependent Care Assistance Program (DCAP) monies received from employees. Employee Child Care Service: Discretionary Level of Service: Mandatory Expenditures: $46,586 Financing: 46,586 Net County Cost: 0 Funding Sources: Forfeitures 100% $46,586 FTE: 0 CAO’s Recommendation The Baseline budget for fiscal year 2013-14 reflects a net decrease of $596,238 from the current year. The reduction is due mainly to the removal of restricted, prior year fund balance rebudgeted in fiscal year 2012-13 for Benefits Administration. Salary and benefit costs are estimated to increase by $33,497. Revenue increased by $131,016 for personnel services and benefits administration. The Recommended budget was increased by a net of $116,649 to reflect the addition of two positions: one Human Resources Technician in the Employee Benefits unit and one Labor Relations Specialist II position in the Labor Relations unit. An additional staff-person is needed in the Employee Benefits unit to continue to implement the Deferred Compensation Loan program as there are currently 350 loans in place, totaling $4.5 million. This position will be offset by charges for Benefits Administration. The additional staff- person in the Labor Relations unit will support the collective bargaining negotiations, meet and confer obligations, and assist in managing grievances and unfair labor practices. The Department has experienced a significant number of retirements in recent years and additional staffing is needed in crucial areas so that services may be delivered in a more effective manner. Performance Measurement • Successful negotiation of Memorandum of Understanding (MOU) with the California Nurses’ Association. • Continued Human Resources cooperation and support in the implementation of the automated timekeeping system through staff support and negotiations with labor organizations. • Participated in the implementation of the Public Employees Pension Reform Act (PEPRA). • Implemented the Deferred Compensation Loan Program. • Worked with the Health Services Department personnel unit to enable delegation of authority for Health Services recruitments. • Initiated cross-training of staff in the Personnel Services Unit of the Human Resources Department. Human Resources General Government B-78 County of Contra Costa FY 2013-2014 Recommended Budget • Provided enhanced staff support to the Employment and Human Services Department (EHSD) due to severe under- staffing in their personnel unit. • Completed implementation of the digital imaging project for all County personnel history files with the cooperation of the Department of Information Technology. • Recruited, hired, and facilitated training for new EEO/AA Officer. • Worked closely with staff of EHSD and the County Administrator’s Office to effectuate establishment of a new Health Benefits Exchange Call Center. Administrative and Program Goals • Complete the bargaining of Memoranda of Understanding with those bargaining units whose MOU’s have expired or will expire this year. • Continue to implement PEPRA and monitor related litigation. • Continued Human Resources cooperation and support in the implementation of the automated timekeeping system. • Continue to train and develop the staff of the Human Resources Department to enhance professionalism and service delivery. • Partner with the County Administrator’s Office, Risk Management Division, to develop an effective New Employee Orientation program • Continue to develop ways to improve working relationships between Human Resources and the operating departments. This includes development of training for staff in those departments on several key issues, including personnel transactions and labor relations processes. • Continue to implement audit findings to streamline and accelerate processes in the Personnel Services unit of the Human Resources Department. • Consolidate off-site storage of records to increase access and protect documents. 2013-14 Program Modification List Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net County Cost Impact Impact 1 1 Benefits Salaries and Benefits 1.0 0 Fund one Human Resources Technician Position (100% revenue offset) 2 3 Labor Relations Salaries and Benefits 1.0 $116,649 Fund one Labor Relations Specialist II Position Total 2.0 $116,649 Library Barbara Flynn, County Librarian General Government County of Contra Costa FY 2013-2014 Recommended Budget B-79 Library Budget Summary Library Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 17,823,730 19,707,223 19,419,486 19,419,486 0 Services and Supplies 3,605,215 3,939,277 2,566,884 2,357,577 (209,307) Other Charges 1,928,953 1,969,877 1,820,545 1,820,545 0 Fixed Assets 137,838 637,830 0 0 0 Expenditure Transfers 55,379 44,005 52,776 52,776 0 TOTAL EXPENDITURES 23,551,114 26,298,212 23,859,691 23,650,384 (209,307) REVENUE Other Local Revenue 23,330,880 23,811,065 23,392,733 23,392,733 0 Federal Assistance 24,812 0 0 0 0 State Assistance 280,978 225,800 257,651 257,651 0 GROSS REVENUE 23,636,670 24,036,865 23,650,384 23,650,384 0 NET FUND COST (NFC) (85,556) 2,261,347 209,307 0 (209,307) Allocated Positions (FTE) 175 175 175 175 0 FINANCIAL INDICATORS Salaries as % of Total Exp 76% 75% 82% 82% % Change in Total Exp 0% 12% (9%) (1%) % Change in Total Rev 0% 2% (2%) 0% % Change in NFC 0% (2743%) (91%) (-100%) COMPENSATION INFORMATION Permanent Salaries 9,851,623 10,458,445 10,172,356 10,172,356 0 Temporary Salaries 933,448 942,261 913,667 913,667 0 Permanent Overtime 43,541 42,490 31,000 31,000 0 Deferred Comp 22,335 100,020 95,760 95,760 0 Comp & SDI Recoveries (43,848) 0 0 0 0 FICA/Medicare 794,612 859,461 850,895 850,895 0 Ret Exp-Pre 97 Retirees 37,890 37,866 30,851 30,851 0 Retirement Expense 2,736,201 3,305,612 3,612,710 3,612,710 0 Employee Group Insurance 1,798,970 2,313,583 2,158,940 2,158,940 0 Retiree Health Insurance 958,241 1,055,383 966,873 966,873 0 OPEB Pre-Pay 461,930 461,930 461,930 461,930 0 Unemployment Insurance 38,829 35,785 35,404 35,404 0 Workers Comp Insurance 189,959 94,387 89,100 89,100 0 Library General Government B-80 County of Contra Costa FY 2013-2014 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: 0008 – Revenue County Library Taxes 0113 – Plant Acquisition – Library Fund 0620 – Admin and Support Services 0621 – Library Community Services Major Department Responsibilities The Contra Costa County Library brings people and ideas together. The Library’s primary goal is access to high quality services for children, teens, and adults, and the provision of collections that meet the variety of educational, recreational, and cultural information needs of the community. Administrative Services 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 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 provides coordination for recruitment, training, and retention to meet community interest in public service. Administrative Services Summary Service: Discretionary Level of Discretion: Discretionary Expenditures: $4,365,326 Financing: 4,365,326 Net Fund Cost: 0 Funding Sources: Property Taxes 95.5% $4,167,426 Intergovernmental 1.0% 41,700 Other 3.5% 156,200 FTE: 18.6 Support Services Description: Includes Automation, Virtual Library Services, Circulation Services, Technical Services and Collection Management. Automation provides planning and operations for the Integrated Library System, all information technology, hardware, software, and desktop support, new technologies, Internet services and the Wide Area Network linking all local library locations. The Virtual Library is responsible for the library’s web presence and Intranet; creates and maintains online services through the library website, and centralized reference services, including toll-free telephone and online reference service, Live Chat (live interactive chat reference help with librarians for government information), government documents, and periodicals; develops and implements new technologies in support of library strategic goals and initiatives. Circulation Services provides management support for the lending of library materials, patron accounts, and inter-library loan of library materials. Technical Services provides for catalog and database maintenance, and processing of materials. Collection Management provides for selection, acquisition, and fund accounting of library materials. Library General Government County of Contra Costa FY 2013-2014 Recommended Budget B-81 Support Services Summary Service: Discretionary Level of Discretion: Discretionary Expenditures: $3,647,704 Financing: 3,647,704 Net Fund Cost: 0 Funding Sources: Property Taxes 100.0% $3,647,704 FTE: 27.0 Countywide Services Description: Includes Public Services Administration, Countywide Centralized 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. Countywide Centralized Library Services are those services that directly serve library customers countywide or which support community library services and operations. Literacy Services administers the library’s literacy program Project Second Chance. The Wilruss Children’s Library Trust Fund provides for the design and maintenance of programs that promote literacy and a lifelong love of books and reading in socially and economically disadvantaged areas of Contra Costa County. Library services are provided at the Betty Fransden Library at Juvenile Hall and the Lesher Library at Orin Allen Youth Rehabilitation Facility to provide access to reading materials and computers for the young people housed there. Countywide Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,569,831 Financing: 1,569,831 Net Fund Cost: 0 Funding Sources: Property Taxes 79.0% $1,240,919 Intergovernmental 2.7% 42,180 State 2.8% 44,000 Fees 14.5% 226,732 Other 1.0% 16,000 FTE: 10.4 Library-Community Services Description: Includes the provision of community library services through 26 County Library facilities in five regions. These community library services include public services, materials collections, and programs that are tailored specifically for each community. Library-Community Services Summary Service: Discretionary Level of Services: Discretionary Expenditures: $14,067,523 Financing: 14,067,523 Net Fund Cost: 0 Funding Sources: Property Taxes 76.7% $10,791,740 Intergovernmental 17.7% 2,494,515 Fees 3.9% 548,328 State 1.5% 213,651 Other 0.2% 19,289 FTE: 118.9 Library General Government B-82 County of Contra Costa FY 2013-2014 Recommended Budget Other Funds Casey Library Gift (0622) Description: The Casey Library Gift Trust was established from proceeds from the estate of Nellie Casey. Funds are restricted for use in the Ygnacio Valley Library, also known as the Thurman G. Casey Memorial Library. Casey Library Gift Service: Discretionary Level of Service: Discretionary Expenditures: $100 Financing: 100 Net Fund Cost: 0 Funding Sources: Other 100.0% $100 FTE: 0 CAO’s Recommendation Baseline costs for salaries and benefits are decreased due to benefits cost savings resulting from the combination of six part time positions into three full time positions, and reduced projection of retiree health costs due to over- estimate of the number of possible retirements in 2012-13. Baseline services and supplies are decreased to reflect one time purchases in 2012-13 of equipment, computers, and materials. The Recommended Budget for Services and Supplies is decreased by $209,307 due to reduced spending on library materials. Baseline costs for other charges are reduced due to decreased facilities maintenance costs. Baseline Fixed Assets are decreased due to onetime appropriations for security gates, self-check machines, and computer equipment in 2012-13. The Library budget is balanced and is structurally sound. The Library consistently brings people and ideas together with its exceptional service to the community. Performance Measurement • Library Visits: Library visits have increased an average of 3.1% annually from 3,426,151 visits in FY 2006-07 to 3,959,334 visits in FY 2011-12. • Items Circulated The number of items circulated has increased an average of 6.7% annually from 5,428,511 in FY 2006-07 to 7,483,487 in FY 2011-12. • Annual Hours Open: The Library’s annual open hours have decreased from 55,484 in FY 2006-07 to 54,113 in FY 2011-12, due to reduced extra open hours funded by cities. • Awarded 2012 National Medal for Museum and Library Service by the Institute of Museum and Library Services. The National Medal is the nation’s highest honor conferred on libraries for service to the community and celebrates institutions that make a difference for individuals, families, and communities. Specifically cited in the award were Library-a-Go-Go, Snap & Go, and Discover & Go, programs which demonstrate and fulfill the Library’s mission to bring library service to the users, whenever and wherever it is needed. • Received prestigious John Cotton Dana Public Relations Award from the American Library Association for the promotion of Contra Costa County Library’s “Snap & Go” campaign which uses QR codes to deliver library materials and services to customers with mobile phones. • Discover & Go, a web platform for reserving and printing museum passes online, developed by Contra Costa County in 2011, has been expanded and made available in more than 40 library systems in Northern California. It serves as a new business model where library systems work together to share and build public services. In FY 2011-12, Contra Costa County residents reserved and downloaded over 40,000 free passes to approximately 40 local cultural venues. Library General Government County of Contra Costa FY 2013-2014 Recommended Budget B-83 • In calendar year 2012, LiveChat, a real time chat reference service seamlessly integrated within the County website to support access to government information, responded to 8,000 real time questions. Fifty percent of the questions asked resulted in referrals to the Tax Collector, Sheriff’s Office, the Clerk-Recorder, and the Assessor’s Office. • On November 2, 2010, the Board of Supervisors accepted and approved the “Library Facility Ownership and Responsibility Status Report” as well as the form of the Library Lease and Service Agreement which will be used by the County and the cities for the County’s use of library facilities. The cities of Antioch (on behalf of the Prewett/Gateway Library), Brentwood, Danville, Martinez, San Ramon, and Walnut Creek have completed the lease and service agreements. Remaining cities are in various stages of review; the Public Managers Council continues its support of the lease agreement. • Currently in the process of receiving a grant in the amount of $84,000 to continue the expansion of Discover & Go (web-based museum pass program) to the County of Los Angeles Public Library, and 10 new libraries in Northern California. • The 4th Annual Reading Festival was held with author Jonathan Franzen as the featured speaker to a capacity audience at the Lesher Center for the Arts. • With the help of a grant provided by CAL Humanities, successfully conducted California READS in West County, a series of programs and events focusing on the theme “Searching for Democracy”. Through a wide array of author events, book discussions, films, and cultural programs, West Contra Costa County focused on various themes of democracy through well known books: Farewell to Manzanar and Lost City Radio. • Partnered with CALIFA (a not for profit membership cooperative serving libraries and information organizations in California) to co-develop an open source eBook platform shared by and accessible to multiple library systems in California. Administrative and Program Goals . • Complete the transfer of ownership and fiscal responsibility for facilities to the cities. This contributes to the County’s goal of fiscal health. • Complete negotiation with all cities and approval of new agreements by December 31, 2013. • Continue process to transfer ownership of the downtown Antioch, Ygnacio Valley, and Pinole libraries. • Continue expansion of Discover & Go, the web platform for reserving and printing museum passes online. This program, which distributes free passes from Bay Area museums and other cultural institutions to Contra Costa County and other member library residents, will be expanded to include other Northern California libraries and the County of Los Angeles Public Library. • Move forward, using information gathered from “Predicting Success” the marketing analysis and program promotion project undertaken in FY 2012-13 to design, promote, and present programs and services specific and relevant to each community. • Continue to upgrade self-service options by replacing aging self-check machines and implementing RFID technology for security and inventory control. • Complete the planning process for new strategic directions. • Work with the City of Brentwood on the proposed renovation of the current library building. The building will include an expanded floor plan and self service and accessibility features in addition to study rooms and a meeting room. • Continue the 3-year upgrading project for the Library’s Wide Area Network to provide additional bandwidth through the use of fiber optics. This will result in faster internet service for the public and increased efficiency for staff. Library General Government B-84 County of Contra Costa FY 2013-2014 Recommended Budget FY 2013-14 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Library Fund Impact Impact 1 4 Library Support Services Reduce purchase of library materials - $29,331 Reduction in current library materials available to the public 2 3 Library Community Services Reduce purchase of library materials - $179,976 Reduction in current library materials available to the public Total - $209,307 Public Works Julie Bueren, Director General Government County of Contra Costa FY 2013-2014 Recommended Budget B-85 Public Works General Fund Summary General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 48,214,726 54,789,424 53,684,214 54,095,214 411,000 Services and Supplies 68,988,325 65,697,532 69,326,371 69,763,449 437,078 Other Charges 32,345,742 34,519,539 35,170,979 35,170,979 0 Fixed Assets 170,083 345,531 215,000 215,000 0 Expenditure Transfers (58,361,667) (62,453,142) (62,218,115) (62,629,115) (411,000) TOTAL EXPENDITURES 91,357,209 92,898,884 96,178,449 96,615,527 437,078 REVENUE Other Local Revenue 82,509,476 79,889,025 84,589,004 84,589,004 0 Federal Assistance 581,652 10,000 100,000 100,000 0 State Assistance 0 1,293,000 0 0 0 GROSS REVENUE 83,091,128 81,192,025 84,689,004 84,689,004 0 NET COUNTY COST (NCC) 8,266,080 11,706,859 11,489,445 11,926,523 437,078 Allocated Positions (FTE) 473 450 450 455 5 FINANCIAL INDICATORS Salaries as % of Total Exp 32% 35% 34% 34% % Change in Total Exp 2% 4% 0% % Change in Total Rev (2%) 4% 0% % Change in NCC 42% (2%) 4% COMPENSATION INFORMATION Permanent Salaries 25,245,442 29,258,863 29,212,554 29,623,554 411,000 Temporary Salaries 947,287 632,036 581,151 581,151 0 Permanent Overtime 712,596 743,166 779,570 779,570 0 Deferred Comp 91,663 224,580 253,395 253,395 0 Comp & SDI Recoveries (203,233) (320,029) (244,701) (244,701) 0 FICA/Medicare 1,957,631 2,224,562 2,221,036 2,221,036 0 Ret Exp-Pre 97 Retirees 121,887 137,076 85,000 85,000 0 Retirement Expense 8,697,843 10,332,629 11,342,524 11,342,524 0 Excess Retirement 3,232 0 0 0 0 Employee Group Insurance 4,585,419 5,500,499 5,386,975 5,386,975 0 Retiree Health Insurance 3,061,863 3,092,023 1,655,064 1,655,064 0 OPEB Pre-Pay 1,581,954 1,581,954 947,410 947,410 0 Unemployment Insurance 96,157 111,140 111,058 111,058 0 Workers Comp Insurance 1,314,984 1,270,925 1,353,178 1,353,178 0 Labor Received/Provided 0 0 0 0 0 Public Works General Government B-86 County of Contra Costa FY 2013-2014 Recommended Budget General Fund Description The table on the previous page represents information in aggregate summarizing expenditures, revenues, and net County cost for 11 General Fund budget units administered by the Public Works Department. Included are data for the following budget units: 0650 – Public Works 0661 – Road Construction 0330 – Co. Drainage Maintenance 0020 – Purchasing 0063 – Fleet Services 0077 – General County Building Occupancy 0078 – GSD – Outside Agencies Services 0079 – Facilities Maintenance 0148 – Print & Mail Services 0149 – General Services Administration 0473 – Resource Recovery The tables that follow will present budget information for the General Fund, Road Fund, Airport Enterprise Fund, and various Special Revenue funds including Area of Benefit and Road Development Fees. The budgets for Special Districts managed by Public Works and the Flood Control District are in a separate document. Major Department Responsibilities The mission of the Public Works Department is to plan, design, construct and maintain safe, effective, and efficient transportation systems, drainage systems and recreational facilities in the County as well as provide high quality, responsive and cost effective services to County departments, other agencies, and the public. Public Works General Government County of Contra Costa FY 2013-2014 Recommended Budget B-87 Public Works General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 27,822,222 32,487,936 35,074,800 35,074,800 0 Services and Supplies 6,586,892 7,149,943 7,617,839 7,617,839 0 Other Charges 3,348 0 0 0 0 Fixed Assets 67,036 170,000 85,000 85,000 0 Expenditure Transfers (3,610,130) (5,565,729) (6,443,962) (6,443,962) 0 TOTAL EXPENDITURES 30,869,368 34,242,150 36,333,677 36,333,677 0 REVENUE Other Local Revenue 30,892,517 34,137,150 36,333,677 36,333,677 0 GROSS REVENUE 30,892,517 34,137,150 36,333,677 36,333,677 0 NET COUNTY COST (NCC) (23,149) 105,000 0 0 0 Allocated Positions (FTE) 249 249 267 267 0 FINANCIAL INDICATORS Salaries as % of Total Exp 81% 82% 82% 82% % Change in Total Exp 11% 6% 0% % Change in Total Rev 11% 6% 0% % Change in NCC (554%) (100%) 0% COMPENSATION INFORMATION Permanent Salaries 15,084,359 17,696,704 18,900,798 18,900,798 0 Temporary Salaries 272,504 329,500 329,500 329,500 0 Permanent Overtime 57,371 161,000 161,000 161,000 0 Deferred Comp 70,885 157,860 177,600 177,600 0 Comp & SDI Recoveries (140,701) (175,000) (175,000) (175,000) 0 FICA/Medicare 1,110,951 1,334,225 1,431,894 1,431,894 0 Ret Exp-Pre 97 Retirees 70,583 85,000 85,000 85,000 0 Retirement Expense 5,210,622 6,260,012 7,353,437 7,353,437 0 Excess Retirement 3,232 0 0 0 0 Employee Group Insurance 2,567,927 3,105,694 3,260,812 3,260,812 0 Retiree Health Insurance 1,715,802 1,730,674 1,655,064 1,655,064 0 OPEB Pre-Pay 947,410 947,410 947,410 947,410 0 Unemployment Insurance 55,211 66,871 71,761 71,761 0 Workers Comp Insurance 796,065 787,986 875,524 875,524 0 Public Works General Government B-88 County of Contra Costa FY 2013-2014 Recommended Budget Description: The table in the previous page presents information for budget unit 0650, including the salary and benefit costs for all Public Works positions (except Airport positions), which are recovered through charge- outs to operating divisions. It also includes all overhead expenses for the department, including services and supplies. Adjustment: Salary and benefit estimates increased by $2,586,864 and operating costs increased by $382,896. Revenue increased by $2,196,527. Impact: Costs increased for fiscal year 2013-14 to reflect the merge of General Services Administration and General Services Real Estate services with the Public Works administrative division. This shift included the transfer of 18 positions and reflects accompanying changes to expenditures and corresponding revenues. The net County cost was reduced by $105,000 to remove one-time appropriations from fiscal year 2012-13 that were awarded from the Venture Capital Project Fund Public Works Summary Service: Mandatory Level of Service: Discretionary Expenditures: $42,777,639 Financing: 42,777,639 Net County Cost: 0 Funding Sources: Interfund Gov 1.0% 456,000 Reimb Gov/Gov 83.4% 35,677,291 Transfers 15.1% 6,443,962 Misc Fee/Svc 0.5% 200,386 FTE: 266.8 Public Works General Government County of Contra Costa FY 2013-2014 Recommended Budget B-89 Road Construction General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 8,603,141 3,500,000 5,787,500 5,787,500 0 Other Charges 374,986 255,000 320,000 320,000 0 Expenditure Transfers (15,288) 0 0 0 0 TOTAL EXPENDITURES 8,962,840 3,755,000 6,107,500 6,107,500 0 REVENUE Other Local Revenue 8,381,188 2,452,000 6,007,500 6,007,500 0 Federal Assistance 581,652 10,000 100,000 100,000 0 State Assistance 0 1,293,000 0 0 0 GROSS REVENUE 8,962,840 3,755,000 6,107,500 6,107,500 0 FINANCIAL INDICATORS % Change in Total Exp -58% 63% 0% % Change in Total Rev -58% 63% 0% Description: This General Fund budget unit includes road construction projects funded by other governmental agencies including Contra Costa Transportation Authority for Highway 4 and the State Route 4 Bypass Authority. Adjustment: The Baseline budget for fiscal year 2013-14 increased by $2,352,500. Impact: The adjustment reflects appropriations and revenues for a new design project on Balfour Road. Road Construction Summary Service: Mandatory Level of Service: Discretionary Expenditures: $6,107,500 Financing: 6,107,500 Net County Cost: 0 Funding Sources: Local Revenue 100% $6,107,500 Public Works General Government B-90 County of Contra Costa FY 2013-2014 Recommended Budget County Drainage Maintenance General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 665,082 1,095,000 650,000 650,000 0 Other Charges 1,116 0 10,000 10,000 0 Expenditure Transfers 12,279 5,000 100,000 100,000 0 TOTAL EXPENDITURES 678,476 1,100,000 760,000 760,000 0 REVENUE Other Local Revenue 678,476 1,100,000 760,000 760,000 0 GROSS REVENUE 678,476 1,100,000 760,000 760,000 0 FINANCIAL INDICATORS % Change in Total Exp 62% -31% 0% % Change in Total Rev 62% -31% 0% Description: This General Fund budget unit provides drainage maintenance for County owned drainage facilities in the unincorporated areas. Adjustment: Appropriations and revenues decreased by $340,000. Impact: The budget reflects anticipated expenditures and revenues for fiscal year 2013- 14. Expenditures are offset by available funding from Stormwater funds. County Drainage Maintenance Summary Service: Mandatory Level of Service: Discretionary Expenditures: $760,000 Financing: 760,000 Net County Cost: 0 Funding Sources: Reimbursment Gov/Gov 100% $760,000 Public Works General Government County of Contra Costa FY 2013-2014 Recommended Budget B-91 Purchasing General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 619,231 625,622 701,091 701,091 0 Services and Supplies 356,236 221,082 223,187 223,187 0 Fixed Assets 0 144,000 0 0 0 Expenditure Transfers (130,863) (149,235) (185,563) (185,563) 0 TOTAL EXPENDITURES 844,604 841,469 738,715 738,715 0 REVENUE Other Local Revenue 241,866 247,469 250,598 250,598 0 GROSS REVENUE 241,866 247,469 250,598 250,598 0 NET COUNTY COST (NCC) 602,738 594,000 488,117 488,117 0 Allocated Positions (FTE) 6 6 6 6 0 FINANCIAL INDICATORS Salaries as % of Total Exp 63% 63% 76% 76% % Change in Total Exp 0% -12% 0% % Change in Total Rev 2% 1% 0% % Change in NCC -1% -18% 0% COMPENSATION INFORMATION Permanent Salaries 291,909 400,132 414,405 414,405 0 Temporary Salaries 43,815 0 0 0 0 Permanent Overtime 82 0 0 0 0 Deferred Comp 2,040 4,860 4,860 4,860 0 FICA/Medicare 25,208 30,444 31,689 31,689 0 Retirement Expense 95,422 139,392 162,366 162,366 0 Employee Group Insurance 35,046 65,262 67,008 67,008 0 Unemployment Insurance 1,217 1,512 1,578 1,578 0 Workers Comp Insurance 15,111 16,512 19,185 19,185 0 Labor Received/Provided 109,382 (32,492) 0 0 0 Description: To provide a program of centralized purchasing of goods, equipment and services for the County and other local agencies. Adjustment: Appropriations reduced by $102,754 and revenues increased by $3,129. Public Works General Government B-92 County of Contra Costa FY 2013-2014 Recommended Budget Impact: The net County cost was reduced by $105,883. This reflects appropriations that were eliminated to remove one-time appropriations from fiscal year 2013-14 that were awarded from the Venture Capital Project Fund. Purchasing & Materials Mgmt Summary Service: Mandatory Level of Service: Discretionary Expenditures: $924,278 Financing: 436,161 Net County Cost: 488,117 Funding Sources: Fees Charged 23.6% $217,598 Rebates 3.6% 33,000 Transfers 20.0% 185,563 General Fund 52.8% 488,117 FTE: 6.0 Public Works General Government County of Contra Costa FY 2013-2014 Recommended Budget B-93 Fleet Services General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 70 0 0 0 0 Other Charges 0 360,000 322,000 322,000 0 Fixed Assets 36,907 6,531 0 0 0 TOTAL EXPENDITURES 36,977 366,531 322,000 322,000 0 REVENUE Other Local Revenue 303,682 360,000 322,000 322,000 0 GROSS REVENUE 303,682 360,000 322,000 322,000 0 NET COUNTY COST (NCC) (266,705) 6,531 0 0 0 FINANCIAL INDICATORS % Change in Total Exp 891% -12% 0% % Change in Total Rev 19% -11% 0% % Change in NCC -102% -100% 0% Description: Fleet Services 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 (Fund 150100). Adjustment: The baseline budget reflects expenditure and revenue decreases of $44,531 and $38,000, respectively. Impact: None. These adjustments were made to reflect projected depreciation costs. Fleet Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $322,000 Financing: 322,000 Net County Cost: 0 Funding Sources: FeesTransfers 100% 322,000 FTE: 0 Public Works General Government B-94 County of Contra Costa FY 2013-2014 Recommended Budget General County Building Occupancy General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 11,819,410 11,154,073 11,158,657 11,595,735 437,078 Expenditure Transfers (38,305) (40,386) (35,313) (35,313) 0 TOTAL EXPENDITURES 11,781,105 11,113,687 11,123,344 11,560,422 437,078 REVENUE Other Local Revenue 118,316 112,359 122,016 122,016 0 GROSS REVENUE 118,316 112,359 122,016 122,016 0 NET COUNTY COST (NCC) 11,662,789 11,001,328 11,001,328 11,438,406 437,078 FINANCIAL INDICATORS % Change in Total Exp -6% 0% 4% % Change in Total Rev -5% 9% 0% % Change in NCC -6% 0% 4% Description: To fund general funded buildings maintenance, utilities, insurance and leases for County properties, departments and debt services. Adjustment: The baseline budget reflects expenditure and revenue increases of $9,657. The recommended budget reflects a net increase of $437,078. Impact: The increased net County cost will allow the General Property Division to add five (5) positions: two (positions in the Facilities Maintenance Division; two positions in the Custodial Services Division; and one position in the Grounds Maintenance Division. These positions are recommended to increase the level of service provided to various County buildings. Also included in the increase is funding to cover the lifecycle costs for general fund buildings that are currently not chargeable to any County department. Nearly 76% of the General Property Division’s Net County Cost represents fixed expenses such as utilities, debt service, and property insurance. The majority of reductions must come from reduced maintenance hours. General Property Summary Service: Discretionary Level of Service: Discretionary Expenditures: $11,595,735 Financing: 157,329 Net County Cost: 11,438,406 Funding Sources: Fees 1.0% $122,016 Transfers .3% 35,313 General Fund 98.7% 11,438,406 FTE: 0 Public Works General Government County of Contra Costa FY 2013-2014 Recommended Budget B-95 GSD Outside Agency Services General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 762,853 931,540 956,927 956,927 0 Expenditure Transfers 359,940 444,972 319,043 319,043 0 TOTAL EXPENDITURES 1,122,792 1,376,512 1,275,970 1,275,970 0 REVENUE Other Local Revenue 1,098,885 1,376,512 1,275,970 1,275,970 0 GROSS REVENUE 1,098,885 1,376,512 1,275,970 1,275,970 0 NET COUNTY COST (NCC) 23,907 0 0 0 0 FINANCIAL INDICATORS % Change in Total Exp 23% -7% 0% % Change in Total Rev 25% -7% 0% % Change in NCC -100% 0% 0% Description: 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. Adjustment: Baseline expenditures and revenues decreased by $100,542. Impact: The adjustments were made to account for anticipated revenue generated from billings in fiscal year 2013-14. GSD Outside Agency Services Service: Discretionary Level of Service: Discretionary Expenditures: $1,275,970 Financing: 1,275,970 Net County Cost: 0 Funding Sources: Fees 100.0% $1,275,970 FTE: 0 Public Works General Government B-96 County of Contra Costa FY 2013-2014 Recommended Budget Facilities Maintenance General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 15,230,719 16,636,547 16,401,022 16,812,022 411,000 Services and Supplies 37,328,394 38,351,733 40,042,913 40,042,913 0 Other Charges 31,935,667 33,886,274 34,518,979 34,518,979 0 Fixed Assets 34,510 0 105,000 105,000 0 Expenditure Transfers (48,335,745) (50,368,772) (52,524,092) (52,935,092) (411,000) TOTAL EXPENDITURES 36,193,545 38,505,782 38,543,822 38,543,822 0 REVENUE Other Local Revenue 39,056,239 38,505,782 38,543,822 38,543,822 0 GROSS REVENUE 39,056,239 38,505,782 38,543,822 38,543,822 0 NET COUNTY COST (NCC) (2,862,695) 0 0 0 0 Allocated Positions (FTE) 183 164 158 163 5 FINANCIAL INDICATORS Salaries as % of Total Exp 18% 19% 18% 18% % Change in Total Exp 6% 0% 0% % Change in Total Rev (1%) 0% 0% % Change in NCC (100%) 0% 0% COMPENSATION INFORMATION Permanent Salaries 8,385,118 9,413,566 9,037,155 9,448,155 411,000 Temporary Salaries 483,954 251,651 251,651 251,651 0 Permanent Overtime 638,937 582,166 610,997 610,997 0 Deferred Comp 8,778 49,560 59,115 59,115 0 Comp & SDI Recoveries (56,860) (145,029) (64,029) (64,029) 0 FICA/Medicare 698,659 727,043 691,645 691,645 0 Retirement Expense 2,891,745 3,316,470 3,498,929 3,498,929 0 Employee Group Insurance 1,716,780 2,009,914 1,862,523 1,862,523 0 Unemployment Insurance 33,782 36,095 34,419 34,419 0 Workers Comp Insurance 429,825 395,111 418,617 418,617 0 Description: To provide capital project management, real estate services, and maintenance and repairs for County owned and leased buildings (including 24-hour services at Contra Costa Regional Medical Center and Sheriff Detention facilities). Services include custodial, stationary engineers, skilled crafts, project and property management, and related equipment and supplies, including traffic signal maintenance for the County and 14 contract Public Works General Government County of Contra Costa FY 2013-2014 Recommended Budget B-97 cities. In addition, countywide utility costs, building insurance, rent, and debt service are budgeted. Adjustment: The baseline gross expenditures, and cost transfers increased by $2,193,360. The recommended gross expenditures and cost transfers increased by a further $411,000. Impact: The baseline budget was adjusted to allow for increased costs, such as utilities and debt service. Additionally, Public Works has been seeing an increase in the number of projects for various County departments. The recommended budget was adjusted to add the five positions mentioned earlier in the budget document under “General County Building Occupancy”. These positions are budgeted under Facilities Maintenance and the costs are recovered through General County Building Occupancy. Facilities Maintenance Summary Service: Discretionary Level of Service: Discretionary Expenditures: $91,478,914 Financing: 91,478,914 Net County Cost: 0 Funding Sources: Fees 42.1% $38,543,822 Transfers 57.9% 52,935,092 FTE: 163 Public Works General Government B-98 County of Contra Costa FY 2013-2014 Recommended Budget Print and Mail Services General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 1,282,645 1,514,923 1,507,301 1,507,301 0 Services and Supplies 2,166,092 2,561,333 2,480,802 2,480,802 0 Other Charges 30,618 18,265 0 0 0 Fixed Assets 31,629 25,000 25,000 25,000 0 Expenditure Transfers (3,595,842) (3,570,558) (3,413,228) (3,413,228) 0 TOTAL EXPENDITURES (84,858) 548,963 599,875 599,875 0 REVENUE Other Local Revenue 748,823 548,963 599,875 599,875 0 GROSS REVENUE 748,823 548,963 599,875 599,875 0 NET COUNTY COST (NCC) (833,681) 0 0 0 0 Allocated Positions (FTE) 20 18 19 19 0 FINANCIAL INDICATORS Salaries as % of Total Exp 37% 37% 38% 38% % Change in Total Exp (747%) 9% 0% % Change in Total Rev (27%) 9% 0% % Change in NCC (100%) 0% 0% COMPENSATION INFORMATION Permanent Salaries 764,327 864,384 860,196 860,196 0 Temporary Salaries 93,267 18,485 0 0 0 Permanent Overtime 15,236 7,573 7,573 0 Deferred Comp 2,040 5,640 11,820 11,820 0 Comp & SDI Recoveries (5,672) (5,672) (5,672) 0 FICA/Medicare 64,683 66,120 65,808 65,808 0 Retirement Expense 262,681 310,572 327,792 327,792 0 Employee Group Insurance 153,174 178,062 196,632 196,632 0 Unemployment Insurance 3,126 3,324 3,300 3,300 0 Workers Comp Insurance 39,164 35,844 39,852 39,852 0 Labor Received/Provided (109,382) 32,492 0 0 0 Description: To provide copy, printing, graphic design, bindery and duplicating services, U.S. Mail processing and interoffice mail delivery, and supplies, business forms, and documents to County departments and other governmental agencies. Public Works General Government County of Contra Costa FY 2013-2014 Recommended Budget B-99 Adjustment: The baseline budget reflects an increase of $50,912 for both expenditures and revenues. Impact: The budget reflects anticipated revenue generated from billings in fiscal year 2013-14. A clerk position was transferred from the Facilities Maintenance division to meet operational needs. Print & Mail Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $4,013,103 Financing: 4,013,103 Net County Cost: 0 Funding Sources: Fees Charged 14.9% $599,875 Transfers 85.1% 3,413,228 FTE: 19 Public Works General Government B-100 County of Contra Costa FY 2013-2014 Recommended Budget General Services Administration General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 3,259,909 3,524,396 0 0 0 Services and Supplies 327,108 333,282 0 0 0 Other Charges 7 0 Expenditure Transfers (2,977,713) (3,183,434) 0 0 0 TOTAL EXPENDITURES 609,310 674,244 0 0 0 REVENUE Other Local Revenue 604,877 674,244 0 0 0 GROSS REVENUE 604,877 674,244 0 0 0 NET COUNTY COST (NCC) 4,433 0 0 0 0 Allocated Positions (FTE) 15 13 0 0 0 FINANCIAL INDICATORS Salaries as % of Total Exp 91% 91% 0% 0% % Change in Total Exp 11% (100%) 0% % Change in Total Rev 11% (100%) 0% % Change in NCC (100%) 0% 0% COMPENSATION INFORMATION Permanent Salaries 719,729 884,077 0 0 0 Temporary Salaries 53,746 32,400 0 0 0 Permanent Overtime 970 0 Deferred Comp 7,920 6,660 0 0 0 FICA/Medicare 58,130 66,730 0 0 0 Ret Exp-Pre 97 Retirees 51,304 52,076 0 0 0 Retirement Expense 237,372 306,183 0 0 0 Employee Group Insurance 112,492 141,567 0 0 0 Retiree Health Insurance 1,346,061 1,361,349 0 0 0 OPEB Pre-Pay 634,544 634,544 0 0 0 Unemployment Insurance 2,821 3,338 0 0 0 Workers Comp Insurance 34,819 35,472 0 0 0 Description: To provide for the overall administrative and management support of all General Services divisions including personnel, organizational development, fiscal services (budgeting and accounting), safety, and training. Administrative costs are distributed among the divisions and included in the labor rates. Public Works General Government County of Contra Costa FY 2013-2014 Recommended Budget B-101 Adjustment: The baseline expenditures and revenues were both reduced by $674,244. Impact: The budget was reduced to reflect the merge of the General Services Administration division with Public Works Administration (budget unit 0650). The merger between Public Works and General Services has enabled the Department to identify areas of operation that may be reorganized for better efficiency. GSD Administration Summary Service: Discretionary Level of Service: Discretionary Expenditures: $0 Financing: 0 Net County Cost: 0 Funding Sources: FTE: 0 Public Works General Government B-102 County of Contra Costa FY 2013-2014 Recommended Budget Resource Recovery General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 373,049 399,546 408,546 408,546 0 Expenditure Transfers (30,000) (25,000) (35,000) (35,000) 0 TOTAL EXPENDITURES 343,049 374,546 373,546 373,546 0 REVENUE Other Local Revenue 384,607 374,546 373,546 373,546 0 GROSS REVENUE 384,607 374,546 373,546 373,546 0 NET COUNTY COST (NCC) (41,558) 0 0 0 0 FINANCIAL INDICATORS % Change in Total Exp 9% 0% 0% % Change in Total Rev (3%) 0% 0% % Change in NCC (100%) 0% 0% Description: To implement Board of Supervisors policy on reducing solid waste from sanitary landfills through resource recovery, materials management and recycling services. Adjustment: Baseline operating costs and cost offsets increased by $9,000. Impact: Revenues and expenditures were adjusted to align with anticipated revenues from the sale of recycled goods and cost allocations to departments. Resource Recovery Summary Service: Mandatory Level of Service: Discretionary Expenditures: $408,546 Financing: 408,546 Net County Cost: 0 Funding Sources: Fees Charged 91.4% $373,546 Transfers 8.6% $35,000 FTE: 0 Public Works General Government County of Contra Costa FY 2013-2014 Recommended Budget B-103 Fleet Services Internal Service Fund Summary Internal Service Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 1,505,367 1,726,616 1,833,730 1,833,730 0 Services and Supplies 7,125,779 6,808,563 7,469,067 7,469,067 0 Other Charges 2,560,596 2,699,876 2,653,976 2,653,976 0 Fixed Assets 0 2,294,213 2,274,502 2,274,502 0 Expenditure Transfers (767,002) (927,198) (1,433,940) (1,433,940) 0 TOTAL EXPENDITURES 10,424,739 12,602,070 12,797,335 12,797,335 0 REVENUE Other Local Revenue 10,699,244 12,602,070 12,797,335 12,797,335 0 GROSS REVENUE 10,699,244 12,602,070 12,797,335 12,797,335 0 NET COUNTY COST (NCC) (274,505) 0 0 0 0 Allocated Positions (FTE) 19 17 17 17 0 FINANCIAL INDICATORS Salaries as % of Total Exp 13% 13% 13% 13% % Change in Total Exp 21% 2% 0% % Change in Total Rev 18% 2% 0% % Change in NCC (100%) 0% 0% COMPENSATION INFORMATION Permanent Salaries 839,445 982,518 1,000,236 1,000,236 0 Temporary Salaries 46,787 0 0 0 0 Permanent Overtime 15,458 0 35,985 35,985 0 Deferred Comp 3,570 10,020 10,800 10,800 0 Vacation/Sick Leave Accrual 2,583 0 0 0 0 FICA/Medicare 65,857 75,167 76,557 76,557 0 Retirement Expense 271,342 343,031 380,955 380,955 0 Employee Group Insurance 161,857 211,570 220,266 220,266 0 Retiree Health Insurance 57,176 59,800 58,825 58,825 0 Unemployment Insurance 3,254 3,750 3,814 3,814 0 Workers Comp Insurance 38,039 40,760 46,292 46,292 0 Public Works General Government B-104 County of Contra Costa FY 2013-2014 Recommended Budget Description: To provide maintenance, repair, acquisition, and management of the County’s fleet of vehicles and equipment. Adjustment: Baseline expenditures revenue offsets increased by $702,007. Impact: The budget was increased to reflect anticipated salary and benefit costs plus anticipated operations costs – such as vehicle repairs – and corresponding revenue from billings and revenue transfers. Fleet Services ISF Summary Service: Discretionary Level of Service: Discretionary Expenditures: $14,231,275 Financing: 14,231,275 Net Fund Cost: 0 Funding Sources: Fees Charged 89.9% $12,797,335 Transfers 10.1% 1,433,940 ISF Balance Used 0 FTE: 17 Public Works General Government County of Contra Costa FY 2013-2014 Recommended Budget B-105 Road Fund Summary Road Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 12,600,123 17,634,545 14,341,515 14,341,515 0 Other Charges 1,963,678 2,179,300 2,278,900 2,278,900 0 Fixed Assets 663,395 810,000 710,000 710,000 0 Expenditure Transfers 19,228,769 24,997,106 22,925,036 22,925,036 0 TOTAL EXPENDITURES 34,455,965 45,620,951 40,255,451 40,255,451 0 REVENUE Other Local Revenue 2,920,396 15,542,951 10,145,451 10,145,451 0 Federal Assistance 8,245,124 7,871,000 7,010,000 7,010,000 0 State Assistance 27,008,767 22,207,000 23,100,000 23,100,000 0 GROSS REVENUE 38,174,287 45,620,951 40,255,451 40,255,451 0 NET COUNTY COST (NCC) (3,718,322) 0 0 0 0 FINANCIAL INDICATORS % Change in Total Exp 32% (12%) 0% % Change in Total Rev 20% (12%) 0% % Change in NCC (100%) 0% 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: $21,506,000 Financing: 15,248,000 Net Fund Cost: 6,258,000 Funding Sources: Net Fund Cost 29.1% $6,258,000 State Funding 0.5% 100,000 Federal Funding 32.6% 7,010,000 Other Govt. 33.1% 7,112,000 Misc. Road Svcs 4.7% 1,020,000 Interest Earnings 0.0% 6,000 Public Works General Government B-106 County of Contra Costa FY 2013-2014 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: $18,749,451 Financing: 1,925,451 Net Fund Cost: 16,824,000 Funding Sources: Net Fund Cost 89.7% $16,824,000 Other Govt. 9.8% 1,825,451 Misc. Road Svcs 0.5% 100,000 Road Fund Revenue Description: Receives Highway Users Tax funding from State and other revenues to support road construction and maintenance. Road Fund Revenue Summary Service: Mandatory Level of Service: Discretionary Expenditures: $0 Financing: 23,082,000 Net Fund Cost: -23,082,000 Funding Sources: Interest Earnings 0.3% $82,000 Hwy Taxes 64.8% 14,950,000 Other State Rev. 34.9% 8,050,000 Adjustment: Expenditures and revenues are anticipated to decrease by $5,365,500 in fiscal year 2013-14. Impact: The budget was adjusted to reflect the close-out of the Vasco Road and Bethel Island Bridge projects. Public Works General Government County of Contra Costa FY 2013-2014 Recommended Budget B-107 Public Works Land Development Land Development Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 98,414 81,200 80,200 80,200 0 Other Charges 26,576 47,000 40,000 40,000 0 Expenditure Transfers 2,330,485 2,197,618 2,550,000 2,550,000 0 TOTAL EXPENDITURES 2,455,475 2,325,818 2,670,200 2,670,200 0 REVENUE Other Local Revenue 2,627,353 2,791,070 2,670,200 2,670,200 0 GROSS REVENUE 2,627,353 2,791,070 2,670,200 2,670,200 0 NET COUNTY COST (NCC) (171,878) (465,252) 0 0 0 FINANCIAL INDICATORS % Change in Total Exp (5%) 15% 0% % Change in Total Rev 6% (4%) 0% % Change in NCC 171% (100%) 0% Description: This budget unit 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: $2,670,200 Financing: 2,670,200 Net Fund Cost: 0 Funding Sources: Development Fees 100% 2,670,200 Adjustment: Expenditures were increased by $344,382 and revenues were reduced by $120,870. Impact: The budget for fiscal year 2013-14 reflects anticipated revenues generated from planning and engineer services and related expenditures. Public Works General Government B-108 County of Contra Costa FY 2013-2014 Recommended Budget Airport Enterprise Fund Summary Airport Enterprise Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 1,813,014 1,931,520 1,956,299 2,131,599 175,300 Services and Supplies 768,500 952,270 1,113,145 1,113,145 0 Other Charges 1,796,156 704,511 512,653 512,653 0 Fixed Assets 0 3,209,336 555,000 555,000 0 Expenditure Transfers 140,907 169,776 153,000 153,000 0 TOTAL EXPENDITURES 4,518,577 6,967,413 4,290,097 4,465,397 175,300 REVENUE Other Local Revenue 4,679,709 4,017,119 4,060,397 4,060,397 0 Federal Assistance 1,137,022 2,950,294 405,000 405,000 0 GROSS REVENUE 5,816,731 6,967,413 4,465,397 4,465,397 0 NET COUNTY COST (NCC) (1,298,155) 0 (175,300) 0 175,300 Allocated Positions (FTE) 14 14 14 16 2 FINANCIAL INDICATORS Salaries as % of Total Exp 41% 28% 47% 49% % Change in Total Exp 54% (38%) 4% % Change in Total Rev 20% (36%) 0% % Change in NCC (100%) 0% (100%) COMPENSATION INFORMATION Permanent Salaries 864,748 932,824 931,425 1,106,725 175,300 Temporary Salaries 32,637 0 10,000 10,000 0 Permanent Overtime 109,577 79,030 60,000 60,000 0 Deferred Comp 2,040 9,240 2,040 2,040 0 Vacation/Sick Leave Accrual 3,259 10,000 10,000 10,000 0 FICA/Medicare 37,424 46,455 44,345 44,345 0 Ret Exp-Pre 97 Retirees 5,714 7,470 7,470 7,470 0 Retirement Expense 439,359 488,165 542,743 542,743 0 Employee Group Insurance 154,832 192,696 169,248 169,248 0 Retiree Health Insurance 96,499 103,371 118,852 118,852 0 OPEB Pre-Pay 11,240 17,000 13,500 13,500 0 Unemployment Insurance 3,626 3,553 3,542 3,542 0 Workers Comp Insurance 52,060 41,716 43,134 43,134 0 Public Works General Government County of Contra Costa FY 2013-2014 Recommended Budget B-109 Description: Operation and capital development of Buchanan and Byron Airports. The previous table represents data for the following budget units: 4841 – Buchanan Field Operations 4842 – Buchanan Field Spec Aviation 4844 – Mariposa Project Community Benefit 4861 – Byron Airport Operation 4862 – Byron Airport Spec Aviation 4853 – Buchanan Fixed Assets 4855 – Buchanan Field FAA Imp Project 4873 – Byron Fixed Assets 4875 – Byron Airport FAA Imp Project Airports Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,465,397 Financing: 4,465,397 Net Fund Cost: 0 Funding Sources: Interest Earnings 0.1% $4,600 Federal & State 9.1% 405,000 Aviation Ops. 90.8% 4,055,797 FTE: 16 Adjustment: Fiscal year 2013-14 baseline expenditures and revenues decreased by $2,660,540 and $2,502,016 respectively, from fiscal year 2012-13. The recommended budget increased by $175,300. Impact: The baseline budget decrease reflects the end of grant funding received from the Federal Aviation Administration that was received for runway repaving at the Byron airport. The project was finished in fiscal year 2012-13. The recommended budget reflects additional funding to hire an Airport Lead Operations Specialist and an Airport Environmental & Community Relations position. These positions are recommended in light of increased environmental, regulatory and FAA requirements, in addition to business development activities. Public Works General Government B-110 County of Contra Costa FY 2013-2014 Recommended Budget Other Special Revenue Fund Summary Description: This program area includes nine special revenue budget units. 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 0350 – CDD/PW Joint Review Fee 0648 – Drainage Deficiency 0649 – Public Works (Land Dev.) 0678 – SPRW Fund 0682 – Road Improvement Fee 0697 – Navy Transportation Mitigation 0699 – Tosco/Solano Transportation Mitigation Other Special Revenue Fund Summary Service: Discretionary Level of Service: Discretionary Expenditures: $21,368,715 Financing: 8,442,860 Net Fund Cost: 12,925,855 Funding Sources: License & Permits 2.4% $507,000 Earnings on Invest. 2.4% 505,500 Real Estate Rent 1.6% 350,000 Inspection Fee 24.7% 5,271,860 Monument Fee 0.4% 83,000 Govt. Funding 1.2% 250,000 Road Develop Fee 0.7% 150,000 Intergovt Transfers 2.7% 575,500 Misc Revenue 3.5% 750,000 Net Fund Cost 60.4% 12,925,855 Area of Benefit Fees/Road Development Fees Description: This program area includes 18 special revenue funds that were established to assess fees on development so that future road projects would be funded in the geographical Area of Benefit. AOB/Development Fee Summary Service: Discretionary Level of Service: Discretionary Expenditures: $2,441,850 Financing: 581,250 Net Fund Cost: 1,860,600 Funding Sources: Earnings on Invest 3.9% $95,570 Developer Fees 19.9% 485,500 Fund Balance 76.2% 1,860,600 CAO’s Recommendation The Department reduced their General Fund baseline budget by a net of $217,414. This reduction reflects the removal of one-time allocations of funding for specific projects in fiscal year 2012-13. The Recommended budget reflects the addition of five positions: two positions in the Facilities Maintenance Division; two positions in the Custodial Services Division; and one position in the Grounds Maintenance Division. These positions are recommended to increase the level of service provided to various County buildings. Also included in the increase is funding to cover the lifecycle costs for general fund buildings that are currently not chargeable to any County department. The Road Fund Budget decreased by a $5,365,500 which reflects the completion of projects pertaining to Vasco Road and Bethel Island in fiscal year 2012-13. The Land Development Fund, which supports engineering functions, was increased by $344,382 to match anticipated revenues generated from planning and engineer services in fiscal year 2013-14. The Airport Enterprise fund, which supports airport operations and capital development at the Buchanan and Byron Airports decreased by $2,502,016. The adjustment reflects project Public Works General Government County of Contra Costa FY 2013-2014 Recommended Budget B-111 completed in fiscal year 2012-13 that was funded by grants from the Federal Aviation Administration. The budget includes the addition of two positions that are being recommended due to increased environmental and regulatory requirements. All budgeted expenditures are 100% offset by anticipated revenues for fiscal year 2013-14. The Department continues to respond to the growing challenges by proactively identifying areas in its operations that can be modified, streamlined, and/or restructured for better service and cost efficiency, as well as maintaining operations within their base line budget. Performance Measurements • Development of a Creek and Channel Safety Awareness Program through outreach to schools, communities, and other public agencies. The Public Works Department launched the program in fall 2011 and in 2012 identified methods to ensure the program is sustainable. • Transportation Grant Program. In FY 2011- 12 the goal was exceeded with $29.12 in grants for every $1 of staff time, generating approximately $7.41 million in additional funding for the Transportation Program. • Our customer service request system and proactive approach to road safety audits continues to show positive results. We continue to see a downward trend in the number of accidents. • Work with the cities and regional organizations to implement the most cost effective measures to meet our Municipal Regional Permit requirements for stormwater. Success will be measured by the number of joint projects, programs, or agreements with other local or regional agencies to reduce implementation costs. • We completed two Proposition 1B funded projects in construction season 2012. We have now completed 15 out of 20 Propositions projects. • Work with California State Association of Counties (CSAC), legislative lobbyists, and others to modify the Army Corps of Engineers Vegetation Policy to provide public safety and meet the unique needs of Contra Costa County. Success will be measured by the number of changes or extent of change to the policy that will meet our needs or move the requirements in the direction of meeting our needs. • Work with the Department of Conservation and Development to further review improvements needed to customer service and provide seamless services to residents. • Awarded Re-accreditation by the American Public Works Association in 2012. We will review additional functions such as Buildings, Grounds and Fleet Services for our next Re-Accreditation in 2016. Administrative and Program Goals • Safety is critical for both county employees and for the public. Continue to work on proactive risk assessment quantifying safety of our activities and measure effectiveness of safety initiatives. Continue to work with schools, cities and other interested parties to further refine the public awareness and outreach program on the hazards of our flood control channels during high storm flows. Evaluate if the methods used to make the program sustainable are effective. • Continue managing the Transportation Grant Program, with the goal of receiving a minimum of $4 for every $1 of staff time preparing grant applications • Provide a safe, efficient, reliable, and accessible transportation network. Continue to reduce the number of accidents on County roads, maintain level of service on our major arterials, and improve our pavement condition index. Public Works General Government B-112 County of Contra Costa FY 2013-2014 Recommended Budget • Continue to evaluate the Department organization and look for opportunities for operational efficiencies with the recent merger of General Services and Public Works into one Department. • Continue to work with the Regional Water Quality Control Board, cities and other impacted departments to implement and fund the Regional Water Quality Control Board’s Municipal Regional Permit. • Continue to implement Proposition 1B projects. The projects identified under this proposition are safety related projects and their completion will improve safety on the County road network. • Continue to pursue reasonable modifications to the Army Corps of Engineers Vegetation Policy to prevent the expensive removal of trees and vegetation in flood control levees, especially in North Richmond. • Continue to coordinate with the Department of Conservation and Development to improve customer service and provide seamless services to residents. • Develop a program to assess the condition of our flood protection system facilities and identify maintenance needs and replacement costs. FY 2013-14 Program Modification List Order Reference to Mand/Disc List Program Name Services FT E Net County Cost Impact Impact 1 14 Facilities Maintenance Fund two Stationary Engineer positions 2 $194,000 Enhance services to Detention Facilities 2 14 Facilities Maintenance Fund two Custodian II positions 2 $126,000 Enhance custodial services to County Facilities. 3 14 Facilities Maintenance Fund one Grounds Maintenance Specialist- Pest Control position 1 $91,000 Enhance grounds maintenance services to County Facilities 4 14 Facilities Maintenance Additional appropriations for facility lifecycle improvements 0 $26,078 Improve maintenance of County Facilities. 5 7 Airport Fund one Airport Lead Operations Specialist and one Airport Environmental & Community Relations position 2 $0 Adequate staff to handle increased environmental, regulatory and FAA requirements. Total 5 $437,078 Russell V. Watts, Treasurer Treasurer –Tax Collector General Government County of Contra Costa FY 2013-2014 Recommended Budget B-113 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 2,957,930 3,311,517 3,352,743 3,352,743 0 Services and Supplies 1,370,486 1,255,632 1,216,370 1,216,370 0 Other Charges 7,992 11,000 11,000 11,000 0 Expenditure Transfers 15,753 0 2,000 2,000 0 TOTAL EXPENDITURES 4,352,161 4,578,149 4,582,113 4,582,113 0 REVENUE Other Local Revenue 2,957,804 2,999,500 2,974,500 2,974,500 0 GROSS REVENUE 2,957,804 2,999,500 2,974,500 2,974,500 0 NET COUNTY COST (NCC) 1,394,357 1,578,649 1,607,613 1,607,613 0 Allocated Positions (FTE) 26 27 27 27 0 FINANCIAL INDICATORS Salaries as % of Total Exp 68% 72% 73% 73% % Change in Total Exp 5% 0% 0% % Change in Total Rev 1% (1%) 0% % Change in NCC 13% 2% 0% COMPENSATION INFORMATION Permanent Salaries 1,462,496 1,679,116 1,668,503 1,668,503 0 Temporary Salaries 156,562 20,000 20,000 20,000 0 Permanent Overtime 695 0 0 0 0 Deferred Comp 24,750 35,580 40,860 40,860 0 Comp & SDI Recoveries (31,664) 0 0 0 0 FICA/Medicare 115,062 125,489 124,516 124,516 0 Ret Exp-Pre 97 Retirees 6,716 10,000 7,200 7,200 0 Retirement Expense 487,056 599,691 651,373 651,373 0 Employee Group Insurance 249,818 325,672 310,975 310,975 0 Retiree Health Insurance 316,494 325,571 327,282 327,282 0 OPEB Pre-Pay 143,729 143,729 143,729 143,729 0 Unemployment Insurance 5,227 6,409 6,353 6,353 0 Workers Comp Insurance 20,989 40,260 51,952 51,952 0 Department Description This table represents information in aggregate format summarizing expenditures, revenues, and net County costs for three divisions. Included is data for the following divisions: Treasurer, Tax Collection and Business Licenses. Treasurer –Tax Collector General Government B-114 County of Contra Costa FY 2013-2014 Recommended Budget Major Department Responsibilities The Treasurer-Tax Collector’s Office is responsible to provide financial services to County departments, Schools and Special Districts; to keep safe and make available when needed, all funds entrusted to the Department; to earn a fair return on funds not immediately needed by the participants in the County treasury; 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 February 27, 2013, the Treasury managed over $1.88 billion in its investment pool. Treasurer Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,200,314 Financing: 85,850 Net County Cost: 1,114,464 Funding Sources: Investment Fees 7.1% $85,850 General Fund 92.9% 1,114,464 FTE: 6.7 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: $3,238,860 Financing: 2,765,150 Net County Cost: 473,710 Funding Sources: Property Svc Cost 16.6% $537,650 Tax Admin. Fees 48.7% 1,578,000 Other Admin. Fees 8.9% 286,500 State 11.2% 363,000 General Fund 14.6% 473,710 FTE: 19.3 Business License Description: The Business License Ordinance requires the Tax Collector to levy and collect a business license tax from entities engaged in any business activity in an unincorporated area. Business License Summary Service: Mandatory Level of Service: Discretionary Expenditures: $142,939 Financing: 123,500 Net County Cost: 19,439 Funding Sources: Administrative Fees 81.9% $117,000 License Fees 4.5% 6,500 General Fund 13.6% 19,439 FTE: 1.3 Treasurer – Tax Collector General Government County of Contra Costa FY 2013-2014 Recommended Budget B-115 CAO’s Recommendation Baseline Budget The baseline net County cost represents a $28,964 increase over the fiscal year 2012-13 Adjusted Budget. Salary and benefit costs are anticipated to increase by $41,226, mainly due to increased retirement costs. The Department was able to reduce other operating costs by $37,262. However, estimated revenues are expected to decrease by $25,000 in fiscal year 2013-14. As foreclosures have stabilized, the declining number of new delinquencies has limited the amount of service costs and redemption fees that could potentially be collected. At the same time, property values have remained low, resulting in decreased property tax revenues. Finally, investment income is at a record low, as interest rates hover well south of 1%. The Office has entirely mitigated this reduction in revenue, however, with offsets to budgeted non-salary expenditures. Over the past year, the Treasurer-Tax Collector’s Office has increased the efficiency of department operations by swapping two higher skilled positions (which had become vacant through attrition) for three part-time Experienced Level Clerks. This has allowed the Office to maintain its high standard of service to the County’s taxpayers, while enabling management employees to focus on tasks more challenging and appropriate to their job titles. Recommended Budget The County Administrator is recommending no reduction to the Treasurer-Tax Collector’s baseline budget. The recommended net County cost will provide the funding necessary to maintain mandated services in fiscal year 2013- 14. Performance Measurement • Request proposals from qualified firms to revise, provide or improve financial services to the County for general banking, lockbox and merchant card processing services. Review of these services will lead to offering the highest quality of service at the lowest possible cost while promoting opportunities to improve banking, cash management and customer service capabilities. • Continue to improve the efficiencies in taxpayer service through enhanced automation with the latest technological advancements in electronic payment processing services. As part of our effort to support a cleaner and healthier environment by taking advantage of today's technology, the Treasurer-Tax Collector's Office has implemented a free subscription service delivering Secured Property Tax bills and notifications via e-mail. The service is intended to eliminate the need to mail and/or receive “paper” tax bills and subsequent payments. Instead, taxpayers may receive and/or send tax payments electronically, which reduces costs while increasing efficiency. Administrative and Program Goals 1. Carry out the mission of the Treasurer-Tax Collector, which is to bill, collect, invest, borrow, safeguard, and disburse monies and properties. 2. Improve efficiencies in taxpayer service and treasury operations through on-going personnel training and optimum use of technology. 3. Explore new and creative ways to serve the public’s needs through customer feedback and by networking with vendors and public and private operations similar to our own. 4. Continue to explore options for replacing the existing 30-year old tax system with a more efficient and cost-effective one that will allow more autonomy and cost savings. Treasurer –Tax Collector General Government B-116 County of Contra Costa FY 2013-2014 Recommended Budget Functional Group Summary Health & Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-117 Table Description This table presents information in aggregated format summarizing General Fund expenditures, revenues, and net County costs for the Health & Human Services Functional Group. Included are data for the following departments: Child Support, 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 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 265,747,487 288,196,991 299,914,503 300,438,831 524,328 Services and Supplies 216,619,056 215,331,602 216,516,929 223,885,987 7,369,058 Other Charges 169,168,672 170,755,827 178,831,109 167,424,962 (11,406,147) Fixed Assets 474,234 673,435 412,104 412,104 0 Expenditure Transfers (1,421,037) 3,627,664 6,003,669 (126,186) (6,129,855) TOTAL EXPENDITURES 650,588,411 678,585,519 701,678,314 692,035,698 (9,642,616) REVENUE Other Local Revenue 123,335,862 137,590,627 138,001,252 137,143,416 (857,836) Federal Assistance 221,524,344 231,607,592 228,254,354 226,068,288 (2,186,066) State Assistance 197,085,437 204,418,109 216,461,639 226,949,042 10,487,403 GROSS REVENUE 541,945,643 573,616,328 582,717,245 590,160,746 7,443,501 NET COUNTY COST (NCC) 108,642,768 104,969,191 118,961,069 101,874,952 (17,086,117) Allocated Positions (FTE) 2,513 2,649 2,589 2,589 0 FINANCIAL INDICATORS Salaries as % of Total Exp 41% 43% 43% 43% % Change in Total Exp 4% 3% -1% % Change in Total Rev 6% 2% 1% % Change in NCC -3% 13% -14% COMPENSATION INFORMATION Permanent Salaries 139,989,916 152,869,957 159,009,542 158,673,275 (336,267) Temporary Salaries 11,442,459 4,324,613 4,342,601 4,342,601 0 Permanent Overtime 3,299,058 1,191,276 1,448,795 1,448,795 0 Deferred Comp 353,283 1,075,196 1,031,979 1,031,979 0 Hrly Physician Salaries 111,295 122,869 110,372 110,372 0 Perm Physicians Salaries 2,632,567 3,666,346 3,632,940 3,632,940 0 Perm Phys Addnl Duty Pay 27,250 51,860 26,288 26,288 0 Comp & SDI Recoveries (851,312) (668,608) (592,724) (592,724) 0 FICA/Medicare 11,344,886 12,409,260 12,616,112 12,616,112 0 Ret Exp-Pre 97 Retirees 686,700 725,491 744,294 744,294 0 Retirement Expense 49,972,235 58,982,038 64,495,312 64,938,112 442,800 Employee Group Insurance 25,165,192 31,693,668 30,974,305 31,262,583 288,278 Retiree Health Insurance 11,487,798 11,328,818 11,797,357 11,797,357 0 OPEB Pre-Pay 4,908,053 4,806,628 4,802,932 4,802,932 0 Unemployment Insurance 561,784 635,325 638,388 638,388 0 Workers Comp Insurance 4,732,956 4,982,254 4,836,010 4,965,527 129,517 Labor Received/Provided (116,631) 0 0 0 0 A e Functional Group Summary Health & Human Services B-118 County of Contra Costa FY 2013-2014 Recommended Budget FY 2013-14 Recommended General Fund Expenditures Child Support Services Linda Dippel, Director Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-119 Child Support Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 16,015,730 12,269,767 17,179,218 17,179,218 0 Services and Supplies 1,361,098 985,224 985,125 985,125 0 Other Charges 746,178 778,583 800,186 800,186 0 Fixed Assets 380,711 0 0 0 0 Expenditure Transfers 50,060 (71,798) (62,006) (62,006) 0 TOTAL EXPENDITURES 18,553,776 13,961,776 18,902,523 18,902,523 0 REVENUE Other Local Revenue (1,541) 0 0 0 0 Federal Assistance 18,964,650 18,902,523 18,902,523 18,902,523 0 GROSS REVENUE 18,963,108 18,902,523 18,902,523 18,902,523 0 NET FUND COST (NFC) (409,332) (4,940,747) 0 0 0 Allocated Positions (FTE) 170 170 171 171 0 FINANCIAL INDICATORS Salaries as % of Total Exp 87% 87% 91% 91% % Change in Total Exp (25%) 35% 0% % Change in Total Rev 0% 0% 0% % Change in NCC 1107% (100%) 0% COMPENSATION INFORMATION Permanent Salaries 8,538,032 4,757,967 9,633,762 9,633,762 0 Temporary Salaries 274,038000 0 Permanent Overtime 255,700 246,323 14,671 14,671 0 Deferred Comp 29,250 82,140 101,400 101,400 0 Comp & SDI Recoveries (38,588) 0 0 0 0 FICA/Medicare 653,982 726,115 722,356 722,356 0 Ret Exp-Pre 97 Retirees 39,223 55,818 55,818 55,818 0 Retirement Expense 2,836,663 3,403,316 3,744,357 3,744,357 0 Employee Group Insurance 1,596,563 1,928,582 1,820,574 1,820,574 0 Retiree Health Insurance 626,150 601,831 621,871 621,871 0 OPEB Pre-Pay 930,097 230,097 230,097 230,097 0 Unemployment Insurance 32,499 36,701 36,351 36,351 0 Workers Comp Insurance 242,122 200,877 197,961 197,961 0 Child Support Services Health and Human Services B-120 County of Contra Costa FY 2013-2014 Recommended Budget 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. Baseline Budget: Due to an error made during the FY 2012-13 year end process regarding the posting of revenue, which was not discovered until after the books were closed for the year, the Baseline Budget appears to reflect an increase of approximately $4.9 million. This error has been corrected and will be accurately reflected in the FY 2012-13 adjusted budget. The FY 2013- 14 Baseline budget reflects the cost of current operations. Impact: No adjustment from Baseline to Recommended Budget for FY 2013-14 is required. Major Department Responsibilities The Child Support Enforcement Program is authorized under Title IV-D of the Social Security Act to provide services assisting parents to meet their mutual obligation to support their children. No-cost services to Contra Costa County residents with physical custody of a minor child include: - Locating non-custodial parents, - Establishing court orders for paternity, child, and medical support, - Enforcing court orders for child, family, and medical support, - Collecting and distributing support payments, - Maintaining accounts of payments paid and payment due, - Modifying court orders when appropriate. Operations are controlled by the regulations of the State Department of Child Support Services. Child Support Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $18,902,523 Financing: 18,902,523 Net Fund Cost: 0 Funding Sources: Federal 100% $18,902,523 FTE: 171 CAO Recommendation FY 2013-14 Baseline expenditures increased slightly in comparison to the corrected FY 2012- 13 Baseline, primarily through increases in salaries and benefits. Revenue remains unchanged. The slight salary increases are offset by a corresponding reduction in expenditure transfers. The FY 2013-14 Recommended Budget for Child Support Services is balanced while maintaining current service levels. Performance Measures Federal Performance Measure: The effectiveness of the Department of Child Support Services (DCSS) is evaluated by measures in five critical areas: 1. Child Support Orders: • Status of FY 2012 Goals: Achieved 90.3% of cases with a child support order. DCSS is very effective in gathering and organizing the necessary documents to acquire child support court orders compared to the State average. DCSS acquires a court order on close to 90% of referred cases. DCSS has continued to maintain this high success rate. Child Support Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-121 75% 80% 85% 90% 95% Contra Costa County Statewide Cases With  Support  Orders 2. Current Child Support Collections: • Status of FY 2012 Goals: Achieved 63.0% of cases with current support collected. DCSS collects and distributes over half the money that is currently owed to custodial parents in Contra Costa County. The department has consistently outperformed statewide averages. 50% 55% 60% 65% Contra Costa County Statewide Cases with  Current  Support  Collection 3. Arrears Collections: • Status of FY 2012 Goals: Achieved 66.6% of cases with arrearage collections. DCSS effectively engages non-custodial parents with delinquent accounts to make child support payments. The statewide average of non-custodial parents’ participation has reached only a maximum of 63.5%. DCSS has consistently maintained participation above 63.5% during that same time period. 54% 56% 58% 60% 62% 64% 66% 68% Contra Costa County Statewide Cases with  Arrears Collections 4. Operational Cost-effectiveness: • Status of FY 2012 Goals: Achieved $3.33 in cost effectiveness. 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 2012 the California State average was $2.47 collected for each dollar expended. Contra Costa DCSS is over 35% more effective than the State average with $3.33 for each dollar expended. $1.00 $1.50 $2.00 $2.50 $3.00 $3.50 FFY 2008 FFY 2009 FFY 2010 FFY 2011 FFY 2012 Contra Costa County Statewide Cost  Effectiveness Statewide Paternity Establishment Percentage (PEP) • Status of FY 2012 Goals: Achieved 111.0% in statewide PEP Paternity is the establishment of fatherhood for a child, either by court determination, administrative process or voluntary Child Support Services Health and Human Services B-122 County of Contra Costa FY 2013-2014 Recommended Budget acknowledgement. Statewide PEP is calculated as the total number of children born out of wedlock for which paternity was acknowledged or established in the current federal fiscal year compared to the total number of children in the state born out of wedlock during the preceding calendar year, expressed as a percentage. Contra Costa has consistently maintained an average of 100% over the past six years. 90% 95% 100% 105% 110% 115% 120% Contra Costa County Statewide Paternity Declaration Administrative and Program Goals • Achieve Federal Performance Measure levels established by the State Department of Child Support Services by: o establishing paternity, o increasing the number of cases with established child support orders, o increasing collections on current child support, o increasing collections on cases with arrears, and o improving cost effectiveness. • Achieve California State performance Goals. California Department of Child Support Services has overall statewide performance goals for all local offices for FFY 2013: o increase collections by 3% and achieve at least $2.54 in cost effectiveness; o increase the percentage of current support collected to 62.0%; o increase percentage of cases with arrearages collection to 66.5%; o maintain the percentage of cases with child support orders at 84.0%; and, o maintain statewide PEP at 100% Employment and Human Services Kathy Gallagher, Director Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-123 Employment and Human Services General Fund Summary General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 155,617,720 165,460,942 171,666,450 172,190,778 524,328 Services and Supplies 77,418,216 75,458,426 77,118,007 84,487,065 7,369,058 Other Charges 126,502,838 132,259,500 132,389,140 132,389,140 0 Fixed Assets 332,129 518,036 258,036 258,036 0 Expenditure Transfers 9,473,109 13,446,092 15,391,599 9,261,744 (6,129,855) TOTAL EXPENDITURES 369,344,013 387,142,996 396,823,232 398,586,763 1,763,531 REVENUE Other Local Revenue 67,087,368 78,238,754 72,994,274 72,136,438 (857,836) Federal Assistance 153,528,948 164,756,673 159,714,655 157,528,589 (2,186,066) State Assistance 130,762,707 126,037,569 140,384,334 150,871,737 10,487,403 GROSS REVENUE 351,379,024 369,032,996 373,093,263 380,536,764 7,443,501 NET COUNTY COST (NCC) 17,964,989 18,110,000 23,729,969 18,049,999 (5,679,970) Allocated Positions (FTE) 1,570 1,693 1,621 1,621 0 FINANCIAL INDICATORS Salaries as % of Total Exp 43% 44% 45% 44% % Change in Total Exp 5% 3% 0% % Change in Total Rev 5% 1% 2% % Change in NCC 1% 31% (24%) COMPENSATION INFORMATION Permanent Salaries 81,156,604 88,310,264 92,406,881 92,070,614 (336,267) Temporary Salaries 7,067,911 1,020,878 1,456,347 1,456,347 0 Permanent Overtime 2,618,192 440,236 432,199 432,199 0 Deferred Comp 215,792 796,653 788,687 788,687 0 Comp & SDI Recoveries (710,132)(367,462) (365,037) (365,037) 0 FICA/Medicare 6,644,295 7,029,609 7,050,115 7,050,115 0 Ret Exp-Pre 97 Retirees 380,953 414,321 415,808 415,808 0 Retirement Expense 27,982,707 33,632,672 36,195,077 36,637,877 442,800 Employee Group Insurance 15,815,875 19,885,654 18,778,943 19,067,221 288,278 Retiree Health Insurance 7,543,443 7,399,916 7,713,602 7,713,602 0 OPEB Pre-Pay 3,437,924 3,336,500 3,332,804 3,332,804 0 Unemployment Insurance 322,062 360,891 353,246 353,246 0 Workers Comp Insurance 3,111,427 3,200,810 3,107,778 3,237,295 129,517 Labor Received/Provided 30,668 0 0 0 0 Employment and Human Services Health and Human Services B-124 County of Contra Costa FY 2013-2014 Recommended Budget Table Description The preceding table represents all Employment and Human Services Department 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 0535 – Service Integration Teams 0583 – Workforce Development Board 0588 – Community Services 0581 – 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 Zero Tolerance. The Department provides more than 60 programs which serve over 100,000 citizens in need of basic protection or support services each year. The majority of the services the Department provide 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 its programs at over 39 locations throughout the county. Approximately 77.4% of the Department’s General Fund program’s funding comes from federal and state sources but federal and state laws require a county share of cost 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 2013-2014 Recommended Budget B-125 All Funds Summary All Funds 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 164,214,822 174,167,915 182,497,187 183,021,515 524,328 Services and Supplies 80,683,124 78,753,952 79,995,877 87,364,935 7,369,058 Other Charges 130,014,946 136,765,846 135,801,998 135,801,998 0 Fixed Assets 332,129 568,036 410,036 410,036 0 Expenditure Transfers 75,387,093 82,656,220 82,965,541 76,835,686 (6,129,855) TOTAL EXPENDITURES 450,632,114 472,911,970 481,670,640 483,434,171 1,763,531 REVENUE Other Local Revenue 76,389,034 87,880,087 84,267,041 83,580,286 (686,755) Federal Assistance 154,605,807 165,742,005 159,714,655 157,528,589 (2,186,066) State Assistance 201,916,964 200,903,216 213,787,893 224,275,296 10,487,403 GROSS REVENUE 432,911,805 454,525,308 457,769,589 465,384,171 7,614,582 NET FUND COST (NFC) 17,720,309 18,386,662 23,901,051 18,050,000 (5,851,051) Allocated Positions (FTE) 1,712 1,805 1,767 1,767 0 FINANCIAL INDICATORS Salaries as % of Total Exp 44% 45% 46% 45% % Change in Total Exp 5% 2% 0% % Change in Total Rev 5% 1% 2% % Change in NFC 4% 30% (24%) COMPENSATION INFORMATION Permanent Salaries 85,514,010 92,852,428 97,922,504 97,586,237 (336,267) Temporary Salaries 7,690,418 1,308,838 1,744,307 1,744,307 0 Permanent Overtime 2,625,162 442,346 434,309 434,309 0 Deferred Comp 223,806 819,213 850,847 850,847 0 Comp & SDI Recoveries (725,917)(396,791) (394,366) (394,366) 0 FICA/Medicare 7,002,593 7,374,807 7,471,409 7,471,409 0 Ret Exp-Pre 97 Retirees 398,444 438,067 439,504 439,504 0 Retirement Expense 29,399,154 35,186,804 38,286,656 38,729,456 442,800 Employee Group Insurance 17,204,798 21,347,318 20,658,228 20,946,506 288,278 Retiree Health Insurance 7,750,569 7,666,980 8,023,415 8,023,415 0 OPEB Pre-Pay 3,437,924 3,418,266 3,414,570 3,414,570 0 Unemployment Insurance 339,615 378,296 374,310 374,310 0 Workers Comp Insurance 3,258,425 3,331,343 3,271,494 3,401,011 129,517 Labor Received/Provided 95,821 0 0 0 0 Employment and Human Services Health and Human Services B-126 County of Contra Costa FY 2013-2014 Recommended Budget Table Description The table above summarizes expenditures and revenues in all budget units administered by the Employment and Human Services Department regardless of the funding source. Programs included are listed below: 0501 – Administration 0502 – Children and Family Services 0503 – Aging and Adult Services 0504 – Workforce Services 0505 – County Children’s Trust Fund 0507 – Ann Adler Children and Family Trust 0508 – IHSS Public Authority 0535 – Service Integration Teams 0578 – Child Care Enterprise Fund 0583 – Workforce Development Board 0588 – Community Services 0589 – Child Development Fund 0584 – Community College Child Dev Fund 0581 – Zero Tolerance Domestic Violence 0585 – Domestic Violence Victim Assistance 0586 – Zero Tolerance for Domestic Violence Special Note to the Reader Federal and State revenues finance over 79% of the Employment and Human Services Department (EHSD) programs. These revenues come to the County as program-specific allocations from the State, which are determined by the State Legislature. Because EHSD does not currently have the allocations for FY 2013- 14, the Department has included revenue based on the Governor’s fiscal year 2013-14 Proposed Budget and historical allocation information. Given the need to analyze the impact of changes in the FY 2013-14 State budget, the Department has used the best information currently available to project its revenue. Should the funding picture change, the Department will return to the Board with information and seek appropriate adjustments to appropriations. Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-127 Aging and Adult Services Bureau General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 37,062,018 38,084,709 37,377,810 37,630,709 252,899 Services and Supplies 16,761,352 19,742,579 18,464,013 18,464,013 0 Other Charges 16,058,251 14,037,932 17,588,249 17,588,249 0 Expenditure Transfers 37,249,632 38,643,034 46,431,597 44,388,749 (2,042,848) TOTAL EXPENDITURES 107,131,252 110,508,254 119,861,669 118,071,720 (1,789,949) REVENUE Other Local Revenue 2,489,844 2,682,883 2,408,003 2,322,265 (85,738) Federal Assistance 22,961,247 25,902,550 20,662,377 20,280,937 (381,440) State Assistance 75,177,032 77,120,185 88,364,628 90,647,487 2,282,859 GROSS REVENUE 100,628,122 105,705,618 111,435,008 113,250,689 1,815,681 NET COUNTY COST (NCC) 6,503,130 4,802,636 8,426,661 4,821,031 (3,605,630) Allocated Positions (FTE) 373 415 370 370 0 FINANCIAL INDICATORS Salaries as % of Total Exp 53% 53% 51% 51% % Change in Total Exp 3% 8% (1%) % Change in Total Rev 5% 5% 2% % Change in NCC (26%) 75% (43%) COMPENSATION INFORMATION Permanent Salaries 20,041,537 21,092,579 21,124,275 21,184,265 59,990 Temporary Salaries 1,251,705 225,435 267,573 267,573 0 Permanent Overtime 1,472,184 91,699 83,662 83,662 0 Deferred Comp 46,679 217,653 161,520 161,520 0 Comp & SDI Recoveries (197,118)(111,698) (111,698) (111,698) 0 FICA/Medicare 1,669,355 1,758,119 1,615,012 1,615,012 0 Ret Exp-Pre 97 Retirees 94,218 89,515 89,515 89,515 0 Retirement Expense 6,856,027 8,119,404 8,215,059 8,307,687 92,628 Employee Group Insurance 3,960,544 4,736,250 4,148,479 4,219,240 70,761 OPEB Pre-Pay 1,000,373 1,000,373 1,000,373 1,000,373 0 Unemployment Insurance 81,161 87,870 80,036 80,036 0 Workers Comp Insurance 785,353 777,510 704,004 733,524 29,520 Employment and Human Services Health and Human Services B-128 County of Contra Costa FY 2013-2014 Recommended Budget Description: The Aging and Adult Services Bureau (AAS) provides protective and supportive services to disabled adults and seniors including In-Home Supportive Services (IHSS); Adult Protective Services; Area Agency on Aging services; and other supportive services. This Bureau also manages the Volunteer and Emergency Services Program. Baseline Budget: The AAS Baseline budget includes slight decreases in personnel and supplies, and substantial increases in other charges and expenditure transfers, in order to maintain the current level of service. There is also a reduction in Federal assistance which is offset by an increase in State assistance. Impact: The Department is recommending a reduction in expenditure transfers and anticipates an additional increase in State Assistance. Recent changes in the In Home Support Services (IHSS) program’s funding requires the County to contribute a set maintenance of effort (MOE) amount rather than pay a percentage of the total expenditures. The Net effect is a slight increase in the net County costs. 1. Adult Social Services Description: This group of programs serves the social and health-related needs of older and disabled adults. a. Access to Medi-Cal Services - Provides ongoing enrollment and assistance services to Medi-Cal eligible adults to gain access to medical services, referring those clients to other agencies for assessments and treatment for health related service plans. b. Adult Protective Services (APS) - Provides social worker response and investigation of reports that an elder or dependent adult is exploited, neglected or physically abused. c. Out-of-Home Care for Adults - Provides a list of licensed out-of-home care facilities to the public upon request. There is no staff exclusively dedicated to this program. Adult Social Services Summary Service: Mandatory Level of Service: Discretionary/Mandatory Expenditures: $2,903,625 Financing: $2,777,317 Net County Cost: $126,308 Funding Sources: Local 45.7% $1,328,682 State 49.9% $1,448,635 General Fund 4.4% $126,308 FTE: 19.0 2. CalFresh Eligibility Description: Provides eligibility case management services on non-cash assisted CalFresh cases. Initial eligibility determination is provided by the Workforce Services Bureau’s staff. CalFresh Eligibility Summary Service: Mandatory Level of Service: Mandatory Expenditures: $ 37,390,652 Financing: 35,274,790 Net County Cost: 2,115,862 Funding Sources: Federal 49.6% $18,572,922 State 44.7% 16,701,868 General Fund 5.7% 2,115,862 FTE: 186.0 3. Area Agency on Aging (AAA) Description: The Area Agency on Aging supports senior and disabled adult independence and access to community-based services through service contracts and direct staff involvement. Planning and advocacy Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-129 services are provided for County residents age 60 and over. a. Title III Grants for State and Community Programs on Aging - Title III grants provide information and assistance, supportive social services, congregate meals, home delivered meals, family caregiver support, and elder abuse prevention services to over 15,000 seniors annually. b. Health Insurance Counseling and Advocacy Program (HICAP) – Provides Medicare related health insurance counseling and community education services to seniors and adults with disabilities through a corps of trained volunteers. Area Agency on Aging (AAA) Summary Service: Discretionary/Mandatory Level of Service: Discretionary/Mandatory Expenditures: $4,232,685 Financing: 4,086,832 Net County Cost: 145,853 Funding Sources: Local 7.5% $318,583 Federal 40.4% 1,708,015 State 48.7% 2,060,234 General Fund 3.4% 145,853 FTE: 9.0 4. Medi-Cal Continuing Eligibility Description: Provides ongoing eligibility determination for Medi-Cal programs. This is a group of eleven major Medi-Cal care programs that provide comprehensive medical services to children and adults in low-income families. Programs include: ƒ Medically Needy Adults ƒ Medically Needy Families ƒ Primary Low Income Families – 1931(b) ƒ Medically Indigent Children ƒ Medically Indigent Adults ƒ Programs for Pregnant Women & Children ƒ Minor Consent (no adult consent required) ƒ Medicare Savings Programs ƒ Special Treatment Programs (TPN, TB,) ƒ Public Assistance ƒ Healthy Families Medi-Cal Continuing Eligibility Summary Service: Mandatory Level of Service: Mandatory Expenditures: $40,725,353 Financing: 40,384,027 Net County Cost: 341,326 Funding Sources: State 99.2% $40,384,027 General Fund 0.8% 341,326 FTE: 110.0 5. In-Home Supportive Services (IHSS)/ Personal Care Services Payments Description: Funds wages, health and retirement benefits for providers of In-Home Supportive Services (IHSS). The County has a Maintenance of Effort minimum for the cost of these services with the state. The budget for FY 2013-14 is based on approximately 7.3 million hours of home care. In-Home Supportive Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $25,488,637 Financing: 24,591,003 Net County Cost: 897,634 Funding Sources: Local 2.6% $675,000 State 93.9% 23,916,003 General Fund 3.5% 897,634 FTE: 0 Employment and Human Services Health and Human Services B-130 County of Contra Costa FY 2013-2014 Recommended Budget 6. In-Home Supportive Services Program Administration 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 over 7,400 aged, blind and disabled recipients, allowing them to safely remain in their own homes and avoid institutionalization. In-Home Supportive Services Program Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $7,330,768 Financing: 6,136,720 Net County Cost: 1,194,048 Funding Sources: State 83.7% $6,136,720 General Fund 16.3% 1,194,048 FTE: 46.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-131 In-Home Supportive Services (IHSS) Public Authority IHSS Public Authority Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 919,696 957,027 973,830 973,830 0 Services and Supplies 131,212 185,417 163,473 163,473 0 Other Charges 407,290 375,535 620,701 620,701 0 Fixed Assets 0 0 2,000 2,000 0 Expenditure Transfers 165,462 185,916 170,000 170,000 0 TOTAL EXPENDITURES 1,623,660 1,703,895 1,930,004 1,930,004 0 REVENUE Other Local Revenue 198,922 455,868 675,000 846,081 171,081 Federal Assistance 1,076,858 985,332 0 0 0 State Assistance 348,083 317,723 1,083,923 1,083,923 0 GROSS REVENUE 1,623,864 1,758,923 1,758,923 1,930,004 171,081 NET FUND COST (NFC) (204)(55,028) 171,081 0 (171,081) FINANCIAL INDICATORS Salaries as % of Total Exp 63% 63% 55% 55% % Change in Total Exp 5% 13% 0% % Change in Total Rev 8% 0% 10% % Change in NFC 26872% (411%) (100%) COMPENSATION INFORMATION Permanent Salaries 565,958 609,271 597,608 597,608 0 Temporary Salaries 4,928 0 0 0 0 Deferred Comp 4,080 4,080 4,080 4,080 0 Comp & SDI Recoveries (125) 0 0 0 0 FICA/Medicare 42,381 43,878 44,843 44,843 0 Retirement Expense 186,312 185,690 210,892 210,892 0 Employee Group Insurance 113,568 111,316 114,079 114,079 0 Retiree Health Insurance 520 520 0 0 0 Unemployment Insurance 2,073 2,272 2,328 2,328 0 Description: The Public Authority is associated with the Aging and Adult Services Bureau and provides registry and referral service, screens registry applicants, assists IHSS recipients with hiring IHSS providers, provides provider orientations, serves as the employer of record 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. Baseline Budget: The FY 2013-14 Baseline Budget includes an increase of $171,081. The new Memorandum of Understanding (MOU) with the State of California requires the state to assume responsibility for the portion of Employment and Human Services Health and Human Services B-132 County of Contra Costa FY 2013-2014 Recommended Budget expenses previously paid by the Federal Government. The County is responsible for a fixed maintenance of effort amount of $171,081. The Public Authority eliminated the use of a contractor to administer the health benefits enrollment which has resulted in a savings in contracted services expenses. Impact: Adjustment of $171,081 from Baseline to Recommended Budget for FY 2013-14 is required. IHSS Public Authority Fund 115500 Service: Mandatory Level of Service: Discretionary Expenditures: $1,930,004 Financing: 1,930,004 Net Fund Cost: 0 Funding Sources: Local 43.8% $846,081 State 56.2% 1,083,923 FTE: 14.0* * Employees of the Public Authority (not County employees). Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-133 Children and Family Services Bureau General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 29,361,710 30,699,278 32,574,738 33,154,978 580,240 Services and Supplies 16,463,439 16,425,559 16,139,973 16,139,979 6 Other Charges 41,230,723 47,117,178 47,197,608 47,197,608 0 Expenditure Transfers (488,108) 768,345 (619,986) (2,198,977) (1,578,991) TOTAL EXPENDITURES 86,567,764 95,010,360 95,292,333 94,293,588 (998,745) REVENUE Other Local Revenue 30,459,162 35,221,028 34,077,517 33,305,419 (772,098) Federal Assistance 34,397,182 36,904,928 37,869,644 37,785,300 (84,344) State Assistance 21,140,963 22,725,832 22,396,833 23,202,945 806,112 GROSS REVENUE 85,997,307 94,851,788 94,343,994 94,293,664 (50,330) NET COUNTY COST (NCC) 570,457 158,572 948,339 (76) (948,415) Allocated Positions (FTE) 278 285 282 282 0 FINANCIAL INDICATORS Salaries as % of Total Exp 34% 33% 34% 34% % Change in Total Exp 10% 0% (1%) % Change in Total Rev 10% (1%) 0% % Change in NCC (72%) 498% (-100%) COMPENSATION INFORMATION Permanent Salaries 17,068,379 17,190,431 18,680,671 18,823,253 142,582 Temporary Salaries 407,077 236,304 236,304 236,304 0 Permanent Overtime 264,828 146,336 146,336 146,336 0 Deferred Comp 29,550 79,020 98,700 98,700 0 Comp & SDI Recoveries (139,316)(183,467) (183,467) (183,467) 0 FICA/Medicare 1,298,118 1,460,038 1,428,044 1,428,044 0 Ret Exp-Pre 97 Retirees 80,663 120,999 120,999 120,999 0 Retirement Expense 5,975,378 6,819,368 7,284,332 7,514,671 230,339 Employee Group Insurance 2,789,783 3,198,384 3,156,832 3,298,933 142,101 OPEB Pre-Pay 912,871 912,871 912,871 912,871 0 Unemployment Insurance 63,264 72,963 70,605 70,605 0 Workers Comp Insurance 611,115 646,031 622,511 687,729 65,218 Employment and Human Services Health and Human Services B-134 County of Contra Costa FY 2013-2014 Recommended Budget Description: The Children and Family Services Bureau promotes family stability, self-sufficiency, safety and the wellbeing of children and families. Programs include Child Welfare Services, Child Welfare Redesign, Differential Response, Kinship Services, Family Preservation, Adoptions, and Foster Care. Baseline Budget: The FY 2013-14 Baseline Budget includes an overall increase of $281,973 compared to the FY 2012-13 Approved Budget.  Impact: The FY 2013-14 Recommended Budget reflects a decrease of $998,745 in large part due to an increase in expenditure transfers out. This increase is attributable to an anticipated increase in Medi-Cal activity. Medi- Cal expenses are recorded in Adult & Aging Services for invoicing purposes. The Bureau also anticipates an increase in State Realignment revenue. The FY 2013-14 Recommended Budget includes a small surplus. 1. Adoption Services Description: This program provides adoption services for abused and neglected children when the child is unable to return to the care of their parent. The County’s adoption agency operates under a license from the State Department of Social Services. Adoption Services Summary Service: Discretionary Level of Service: Mandatory Expenditures: $2,683,458 Financing: 2,683,458 Net County Cost: 0 Funding Sources: Local 60.5% $1,623,771 Federal 39.3% 1,054,187 State 0.2% 5,500 FTE: 18.4 2. Foster Care/Adoption Assistance Eligibility Description: This program provides eligibility determination for cash assistance for the care of children placed in foster homes and institutions. 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 Kinship Guardianship Assistance (Kin-GAP) program is intended to enhance family preservation and stability by recognizing many foster children are in long-term, stable placements with relatives. Foster Care/Adoption Assistance Eligibility Summary Service: Mandatory Level of Service: Mandatory Expenditures: $3,106,817 Financing: 3,106,817 Net County Cost: 0 Funding Sources: Local 29.7% $922,257 Federal 45.8% 1,424,760 State 24.5% 759,800 FTE: 17.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-135 3. Child Abuse Prevention Contracts Description: Various contracts provide child abuse prevention services authorized under AB1733. Child Abuse Prevention Contracts Summary Service: Discretionary Level of Service: Mandatory Expenditures: $333,892 Financing: 333,892 Net County Cost: 0 Funding Sources: Local 95.6% $319,243 State 4.4% 14,649 FTE: 0.3 4. Child Welfare Services Description: Children's Services staff works with families to assess the safety of children and to assist families and children in reaching their full potential. When children cannot be cared for by their families due to safety issues, they are placed with families that are able to make a lifelong commitment. The Department works in collaboration with the community toward healthy independence for families and their children. Services cover an array of activities that include receiving child abuse referrals, investigating child abuse allegations, petitioning the Juvenile Court in dependency matters, providing in-home and out-of-home services to ameliorate abuse and neglect issues, and facilitate adoption services. The department serves approximately 2,200 children per year. Child Welfare Services are delivered with a focus on outcomes for children. Goals include: increasing community capacity to provide a safe environment free from abuse/neglect for children; increasing the capacity of families to provide a safe and nurturing environment for children; increasing successful permanency outcomes for children in the Child Welfare System; and increasing placement resources for children in out-of-home care. Various contracts with community providers support the work toward these goals. Emphasis is on sustaining and expanding innovative service delivery models including Team Decision Making and Differential Response. Both models provide a customized response to reports of abuse and neglect. These services help build community capacity to provide prevention, early intervention and post permanency services to families outside of the Child Welfare System. a. Emergency Response - Children's Services Emergency Response provides 24- hour, 365 days per year response to allegations of child abuse and neglect. A person may report abuse and neglect to a centralized screening unit. Social workers determine the course of action to assess the safety of children. b. Family Maintenance - Family maintenance services are arranged for and provided by Children's Services staff in order to maintain children in their own homes. The social workers are actively involved in working with families to address the issues that brought them into the Child Welfare system. On average, 300 children receive family maintenance services each month. c. Family Reunification - When a child is removed from a parent's care due to abuse or neglect, services are provided to remedy the conditions that led to the removal. A reunification plan is developed to resolve those issues. d. Permanency Planning - Planning services assist children in establishing a permanent family. The law requires permanency with a relative caregiver; an adoption or guardianship will be established to help children if they are unable to return to the care of their biological family. In calendar year 2012, approximately 580 children in out-of-home care received permanency planning services at some point during the year. Employment and Human Services Health and Human Services B-136 County of Contra Costa FY 2013-2014 Recommended Budget Child Welfare Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $36,056,184 Financing: 36,056,260 Net County Cost: (76) Funding Sources: Local 35.7% $12,890,105 Federal 44.8% 16,145,912 State 19.5% 7,020,243 General Fund 0.0% (76) FTE: 233.9 5. Family Preservation Program Description: Various contracts provide intensive social work services to children and families when the child is at risk of an out-of- home placement. This program has an excellent success rate preventing children from entering into the labor intensive and expensive out-of-home placement system. This program reduces overall County costs for foster care and improves long term outcomes for children. Family Preservation Program Summary Service: Discretionary Level of Service: Mandatory Expenditures: $1,764,847 Financing: 1,764,847 Net County Cost: 0 Funding Sources: Local 41.7% $735,670 Federal 37.9% 669,217 State 20.4% 359,960 FTE: 0.4 6. Foster Home Licensing Description: The County administers the licensing of foster homes under a Memorandum of Understanding with the California Department of Social Services. This program processes applications for foster home licenses and provides support services to licensed foster parents. The Substance Abuse (SA)/Human Immunodeficiency Virus (HIV) Infant Program along with the AB 2129 Foster Parent Training and Recruitment program recruits and trains foster parents or relatives to care for substance and alcohol exposed infants. In addition, the programs arrange respite care for families to encourage placement of foster children in homes reflecting their racial and cultural heritage. Foster Home Licensing Summary Service: Discretionary Level of Service: Mandatory Expenditures: $1,652,908 Financing: 1,652,908 Net County Cost: 0 Funding Sources: Local 28.5% $471,143 Federal 28.6% 708,800 State 42.9% 472,965 FTE: 6.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-137 7. Aid to Adoptions Program (AAP) Description: Provides payments to families in the adoption process or who have adopted children into their care. A total of 1,779 cases are anticipated in FY 2013-14. Aid to Adoptions Program (AAP) Summary Service: Mandatory Level of Service: Mandatory Expenditures: $17,849,529 Financing: 17,849,529 Net County Cost: 0 Funding Sources: Local 45.6% $8,142,183 Federal 39.2% 6,993,285 State 15.2% 2,714,061 FTE: 0 8. Foster Care Payments Description: Provides for the care of children in foster homes. a. Foster Care - A federal, state, and county funded program that provides payment for the care of foster children in the custody of the County. These payments are for children residing in all levels of foster care including residential treatment, relative or non-relative foster care or Foster Family Agency homes. b. County Board and Care - Provides for children not eligible for federal or state foster care. c. Enhanced Kin Guardian Assistance Program (KinGAP) – Provided payments to relative caregivers who have established a guardianship through the Juvenile Dependency Court. Foster Care Payments Summary Service: Mandatory Level of Service: Mandatory Expenditures: $30,133,277 Financing: 30,133,277 Net County Cost: 0 Funding Sources: Local 26.2% $7,894,606 Federal 35.2% 10,618,821 State 38.6% 11,619,850 FTE: 0 9. Independent Living Skills Description: Provides individual and group support services, including practical skill building 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 (the program has identified over 600 youth between the ages of 15½ and 24 who are eligible for services). The Transitional Housing Placement - Plus program provides housing and supportive services to youth who have emancipated from the foster care system. Clients are eligible for these services until the age of 24. Independent Living Skills Summary Service: Mandatory Level of Service: Discretionary Expenditures: $712,676 Financing: $712,676 Net County Cost: 0 Funding Sources: Local 43.0% $306,441 Federal 57.0% 406,153 State 0.0% 82 FTE: 6.0 Employment and Human Services Health and Human Services B-138 County of Contra Costa FY 2013-2014 Recommended Budget County Children's Trust County Children's Trust 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 185,440 200,516 185,000 185,000 0 TOTAL EXPENDITURES 185,440 200,516 185,000 185,000 0 REVENUE Other Local Revenue 188,849 185,000 185,000 185,000 0 GROSS REVENUE 188,849 185,000 185,000 185,000 0 NET FUND COST (NFC) (3,409) 15,516 0 0 0 FINANCIAL INDICATORS % Change in Total Exp 8% (8%) 0% % Change in Total Rev (2%) 0% 0% % Change in NFC (555%) (100%) 0% Description: In 1982, AB 2994 allowed counties to establish funding through birth certificate fees. The Family and Children's Trust Committee makes recommendations regarding funding for various contracts to provide child abuse prevention services. Fees are deposited in a special fund separate from the General Fund. Baseline Budget: The Baseline Budget maintains the current level of services. Impact: No adjustment from Baseline to Recommended Budget for FY 2013-14 is required. County Children’s Trust Fund 132800 Service: Discretionary Level of Service: Discretionary Expenditures: $185,000 Financing: 185,000 Net Fund Cost: 0 Funding Sources: Recording Fees 100.0% $185,000 FTE: 0 Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-139 Ann Adler Children and Family Trust General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 79,989 85,000 45,753 45,753 0 TOTAL EXPENDITURES 79,989 85,000 45,753 45,753 0 REVENUE Other Local Revenue 79,989 85,000 45,753 45,753 0 GROSS REVENUE 79,989 85,000 45,753 45,753 FINANCIAL INDICATORS % Change in Total Exp 6% (46%) 0% % Change in Total Rev 6% (-46%) 0% Description: In 1991, the Board of Supervisors created the Ann Adler Children and Family program with oversight from the Family and Children's Trust Committee. Donations received from individuals, public, private and other agencies are allocated through contracts to support programs for the care of abused, neglected and at risk children. Baseline Budget: The Baseline Budget reduces the current level of services due to lower than expected donations. The Baseline Budget is $39,247 less than the FY 2012-13 budget. Impact: No adjustment from Baseline to Recommended Budget for FY 2013-14 is required. Ann Adler Children and Family Trust Service: Discretionary Level of Service: Discretionary Expenditures: $45,753 Financing: 45,753 Net County Cost: 0 Funding Sources: Donations 100% $45,753 FTE: 0 Employment and Human Services Health and Human Services B-140 County of Contra Costa FY 2013-2014 Recommended Budget Workforce Services Bureau General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 45,583,154 45,937,665 53,710,302 53,004,425 (705,877) Services and Supplies 13,438,616 13,723,706 15,030,550 13,830,550 (1,200,000) Other Charges 68,797,554 70,490,060 67,548,125 67,548,125 0 Fixed Assets 13,178 0 0 0 0 Expenditure Transfers (8,640,625) (5,636,978) (11,418,977) (13,175,479) (1,756,502) TOTAL EXPENDITURES 119,191,877 124,514,453 124,870,000 121,207,621 (3,662,379) REVENUE Other Local Revenue 21,856,688 27,685,840 23,780,409 23,780,409 0 Federal Assistance 60,953,861 63,408,077 63,488,768 61,768,486 (1,720,282) State Assistance 27,758,075 22,093,315 25,130,226 24,825,639 (304,587) GROSS REVENUE 110,568,624 113,187,232 112,399,403 110,374,534 (2,024,869) NET COUNTY COST (NCC) 8,623,253 11,327,221 12,470,597 10,833,087 (1,637,510) Allocated Positions (FTE) 490 505 556 556 0 FINANCIAL INDICATORS Salaries as % of Total Exp 36% 35% 39% 39% % Change in Total Exp 4% 0% (3%) % Change in Total Rev 2% (1%) (-2%) % Change in NCC 31% 10% (13%) COMPENSATION INFORMATION Permanent Salaries 24,850,201 25,140,447 30,083,037 29,362,656 (720,381) Temporary Salaries 2,007,277 46,397 631,856 631,856 0 Permanent Overtime 808,993 138,794 138,794 138,794 0 Deferred Comp 54,597 193,920 191,100 191,100 0 Comp & SDI Recoveries (241,014) (54,910) (8,733) (8,733) 0 FICA/Medicare 2,021,939 1,994,599 2,300,225 2,300,225 0 Ret Exp-Pre 97 Retirees 116,327 114,038 114,038 114,038 0 Retirement Expense 8,494,333 9,838,882 11,687,226 11,694,678 7,452 Employee Group Insurance 5,166,523 6,236,120 6,207,866 6,212,744 4,878 OPEB Pre-Pay 1,248,037 1,248,037 1,248,037 1,248,037 0 Unemployment Insurance 98,563 105,466 113,907 113,907 0 Workers Comp Insurance 954,114 935,875 1,002,949 1,005,123 2,174 Labor Received/Provided 3,263 0 0 0 0 Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-141 Description: The Workforce Services Bureau provides financial support and services to low- income clients, including supportive services, necessary for heads of families and single adults to obtain and retain employment. Baseline Budget: The Baseline Budget allows for the same level of staffing and services provided in FY 2012-13 with a slight increase of $358,546 in net expenditures over the FY 2012- 13 Approved Budget. Net Baseline Budget revenues are expected to decline by $787,829. Impact: The Recommended Budget reflects reduction from Baseline in expenditures and revenues in the amounts of $3,780,189 and $2,024,869, respectively, while still allowing the same level of services in the CalWORKs and General Assistance programs. Some staff will be reassigned to the Adult and Aging Services Bureau resulting in a reduction in salaries and benefits, services and supply, and expenditure transfers. 1. CalWORKs Programs a. CalWORKs Eligibility - Provides eligibility determination for CalWORKs cash aid, supportive services, and includes ongoing case management. In the FY 2011-12 program year, there was a slight decrease in the number of individuals applying for CalWORKs, but an increase in applicants qualifying for assistance. This resulted in a 7% monthly average increase in the caseload. This program component also includes funding for staff development and welfare fraud investigation. b. CalWORKs Employment Services - Provides case management of CalWORKs recipients who have a Welfare-to-Work (WTW) requirement. WTW activities are intended to help participants obtain and retain employment, and include supportive services such as housing, transportation, childcare, and referrals for substance abuse, mental health and domestic abuse. Special support service programs are also included. CalWORKs/TANF Work Programs Service: Mandatory Level of Service: Mandatory Expenditures: $52,945,010 Financing: 52,945,010 Net County Cost: 0 Funding Sources: Federal 83.5% $44,201,651 State 16.5% 8,743,359 FTE: 514.0 2. CalWORKs Cash Assistance (TANF*) Description: Cash assistance to eligible families based on income levels. Eligibility is limited to a lifetime maximum of 48 months. The average monthly caseload budgeted for current year is 10,745. *Temporary Assistance to Needy Families TANF Cash Assistance Summary Service: Mandatory Level of Service: Mandatory Expenditures: $58,668,525 Financing: 57,197,865 Net County Cost: 1,470,660 Funding Sources: Local 40.5% $23,764,183 Federal 29.7% 17,447,800 State 27.3% 15,985,882 General Fund 2.5% 1,470,660 FTE: 0 Employment and Human Services Health and Human Services B-142 County of Contra Costa FY 2013-2014 Recommended Budget 3. Medi-Cal Intake Eligibility Description: Initial application processing and eligibility determination for Medi-Cal programs. This is a group of ten major Medi-Cal care programs that provide comprehensive medical services to children and adults in low-income families. Programs include: a. Medically Needy Adults b. Medically Needy Families c. Primary Low Income Families – 1931 (b) d. Medically Indigent Children e. Medically Indigent Adults f. Programs for Pregnant Women & Children g. Minor Consent (no adult consent required) h. Medicare Savings Programs i. Special Treatment Programs (i.e. dialysis, TPN, TB) j. Public Assistance Programs In FY 2011-12, there were approximately 39,845 Medi-Cal applications received which equates to a 6% increase in the number of applications taken over the previous fiscal year. Service: Mandatory Level of Service: Mandatory 4. CalFresh (formerly known as Food Stamps) Intake Eligibility Description: Initial CalFresh application processing and eligibility determination for both cash and non-cash assisted families. During FY 2011-12, the number of CalFresh applications received was 44,084 resulting in a 7% increase over the previous fiscal year. Service: Mandatory Level of Service: Mandatory 5. Child Care Program Description: Determine eligibility for subsidized child care. This program is responsible for State- required reporting and documentation, and making payments to child care providers. CalWORKs Child Care - The California Department of Social Services provides Stage 1 child care funding for CalWORKs recipients. Stage 1 supports child care services to CalWORKs participants who receive aid, stabilizing their current situation with work or educational activities. Once a CalWORKs recipient has stabilized, they are referred to the Community Services Bureau for Stage 2 child care services. Stage 2 child care is funded through the California Department of Education. 6. General Assistance Eligibility Description: This program determines eligibility for General Assistance (GA) payments and provides assistance to adults who are not eligible for State or Federal assistance payments. General assistance payments provide cash assistance primarily to single unemployed adults. Included are other services required to maintain eligibility (or full cash assistance) such as mental health and substance abuse treatment, and shelter beds. Ongoing case management is also included. This program was modified in FY 2009-10 to facilitate initial eligibility determination and granting of aid to the date of application. Since the modification of the program, there has been a 46% increase in GA applications and a 423% increase in the caseload. General Assistance Eligibility Summary Service: Mandatory Level of Service: Mandatory Expenditures: $6,084,151 Financing: 0 Net County Cost: 6,084,151 Funding Sources: General Fund 100.0% $6,084,151 FTE: 41.8 Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-143 General Assistance Payments Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,176,692 Financing: 0 Net County Cost: 3,176,692 Funding Sources: General Fund 100.0% $3,176,692 FTE: 0 7. SSI Advocacy Description: Assists GA and CalWORKs clients with a verified disability, which has lasted or is expected to last at least 12 months, apply for Supplemental Security Income benefits and, as needed, to appeal denial of benefits. Service: Discretionary Level of Service: Discretionary 8. Refugee Programs Eligibility Description: This program provides eligibility determination and grant maintenance activities for time eligible Refugee Cash Assistance and Cash Assistance Program for Immigrants recipients. Refugee Eligibility Summary Service: Mandatory Level of Service: Mandatory Expenditures: $130,826 Financing: 130,826 Net County Cost: 0 Funding Sources: Federal 26.3% $34,428 State 73.7% 96,398 FTE: 0.2 Refugee Payments Summary Service: Mandatory Level of Service: Discretionary Expenditures: $84,607 Financing: 84,607 Net County Cost: 0 Funding Sources: Federal 100.0% $84,607 FTE: 0 9. Indigent Interment Description: Pays for the cremation and burial, in cemetery lots or niches, of indigent decedents. Indigent Interment Summary Service: Mandatory Level of Service: Mandatory Expenditures: $117,810 Financing: 16,226 Net County Cost: 101,584 Funding Sources: Local 13.8% $16,226 General Fund 86.2% 101,584 FTE: 0 Employment and Human Services Health and Human Services B-144 County of Contra Costa FY 2013-2014 Recommended Budget Workforce Development Board General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 2,514,274 1,756,175 1,551,037 1,551,037 0 Services and Supplies 3,921,050 3,691,283 4,279,879 4,279,879 0 Other Charges 138,061 80,618 0 0 0 Expenditure Transfers 3,214,383 3,008,148 3,269,084 3,269,084 0 TOTAL EXPENDITURES 9,787,767 8,536,224 9,100,000 9,100,000 0 REVENUE Other Local Revenue 103,075 95,000 515,000 515,000 0 Federal Assistance 9,684,692 8,441,224 8,585,000 8,585,000 0 GROSS REVENUE 9,787,767 8,536,224 9,100,000 9,100,000 0 NET COUNTY COST (NCC) 0 0 0 0 0 Allocated Positions (FTE) 13 13 13 13 0 FINANCIAL INDICATORS Salaries as % of Total Exp 38% 32% 27% 27% % Change in Total Exp (13%) 7% 0% % Change in Total Rev (13%) 7% 0% % Change in NCC (100%) 0% 0% COMPENSATION INFORMATION Permanent Salaries 717,274 930,687 920,022 920,022 0 Temporary Salaries 1,112,473 237,200 11,604 11,604 0 Deferred Comp 1,360 0 57,767 57,767 0 Comp & SDI Recoveries (196) 57,580 0 0 0 FICA/Medicare 138,199 13,509 13,528 13,528 0 Ret Exp-Pre 97 Retirees 3,310 250 0 0 0 Retirement Expense 255,615 327,552 360,647 360,647 0 Employee Group Insurance 109,691 140,079 142,294 142,294 0 OPEB Pre-Pay 33,993 14,335 10,639 10,639 0 Unemployment Insurance 4,027 3,522 3,539 3,539 0 Workers Comp Insurance 39,386 31,461 30,997 30,997 0 Labor Received/Provided 99,141 0 0 0 0 Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-145 Description: The Workforce Development Board (WDB) is a 41-member, business-led body whose members are appointed by the Board of Supervisors to shape and strengthen local and regional workforce development efforts. The WDB brings together leaders from business, economic development, education, labor, community-based organizations, and public agencies to align a variety of resources and organizations to enhance the competitiveness of the local workforce and support economic vitality in our region. Baseline Budget: The Baseline Budget for FY 2013-2014 is relatively flat compared to FY 2012-2013. Increases in services and supplies, and transfers from other departments were mitigated by decreases in salaries and other charges. Anticipated revenue increases accommodate increased expenses. Impact: The impact of sequestration is not fully known. The one-time grants received by the WDB amount to more than 10% of overall revenues and should help mitigate funding reductions in federal Workforce Investment Act and U.S. Small Business Administration (SBA) funding. No adjustment from Baseline Budget to the Recommended Budget for FY 2013-14 is required. 1. Workforce Investment Act (WIA) Employment & Training Description: The Workforce Investment Act (WIA) of 1998 provides programs and services to help job seekers become re-employed and provides resources to help support business development. The emphasis of the Workforce Investment Act is the alignment, integration and coordination of various federal workforce development programs. Programs overseen by the WDB serve more than 20,000 individuals and 1,000 businesses annually. The Workforce Development Board staff includes additional direct service staff working in the EASTBAY Works One-Stop Career Centers who are paid through the Workforce Services Bureau. Pursuant to specific mandates within the WIA, the WDB administers and coordinates the following: a. Adult Program - Through the EASTBAY Works One-Stop Career Centers, this program provides core employment services including job search and placement assistance, career counseling and initial assessment of skills. Core services are available with no eligibility requirement. Intensive services such as comprehensive assessments, group and individual career counseling, and supportive services are provided to long-term unemployed workers who are unable to obtain employment by solely utilizing core services. Participants unable to obtain employment after receiving core and intensive services may receive training services. Employed individuals who have not attained economic self-sufficiency may also receive additional services, including training. Training services include basic skills, career technical education, on- the-job training, and other training programs that combine work-based learning with related instructional activities and services. b. Dislocated Worker Program - Provides the same services as the Adult Program except that Dislocated Worker funding may only be used for recently unemployed participants identified as eligible “dislocated workers” as defined in Federal and State regulations. Rapid Response funding augments this program by providing outplacement services to individuals being displaced from employment due to a layoff or business closure. c. Youth Program - Provides employment services to very low income youth between the ages of 14-21 years old (including both high school students and out-of-school youth) facing barriers to employment. Services include paid and unpaid work experience, occupational skills training, tutoring, study skills training, alternative secondary school services, mentoring and comprehensive guidance and counseling. As part of the consolidation of youth Employment and Human Services Health and Human Services B-146 County of Contra Costa FY 2013-2014 Recommended Budget programs, WIA eliminated a stand-alone summer youth employment component (except during the period supported by ARRA) in favor of a year-round program serving a smaller number of participants. d. Senior Community Service Employment Program - Provides employment services to very low income individuals age 55 and older including paid and unpaid work experience, vocational pre-employment training, career counseling and skills assessments as well as job placement. This program is funded through Title V of the federal Older Americans Act (OAA) and operated by the WDB under a contract with Senior Services of America, Inc. e. Grant-Funded Programs – The WDB administers several grant-funded programs of varying duration and scope. Grant funds are often WIA funds obtained through competitive processes, but may include other sources as well. Workforce Investment Act (WIA) Employment & Training Summary Service: Mandatory Level of Service: Discretionary Expenditures: $8,585,000 Financing: 8,585,000 Net County Cost: 0 Funding Sources: Federal 100.0% $8,585,000 FTE: 12.0 2. Small Business Development (SBDC) Description: The Contra Costa SBDC provides business advising, consulting, training, and other technical assistance to start-up and existing small businesses, providing economic development and stimulating entry-level job growth and self-employment activities. Primary funds for the SBDC come from the U.S. Small Business Administration (SBA), with additional support from local and private funding sources. Small Business Development Center Summary Service: Discretionary Level of Service: Mandatory Expenditures: $515,000 Financing: 515,000 Net County Cost: 0 Funding Sources: Federal 100.0% $515,000 FTE: 1.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-147 Service Integration Teams (SIT) General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 1,132 0 0 0 0 Services and Supplies 174,217 281,750 125,000 125,000 0 Expenditure Transfers (27,485) 0 0 0 0 TOTAL EXPENDITURES 147,863 281,750 125,000 125,000 0 REVENUE Other Local Revenue 147,263 266,750 125,000 125,000 0 Federal Assistance 0 15,000 0 0 0 GROSS REVENUE 147,263 281,750 125,000 125,000 0 NET COUNTY COST (NCC) 600 0 0 0 0 FINANCIAL INDICATORS Salaries as % of Total Exp 1% 0% 0% 0% % Change in Total Exp 91% (56%) 0% % Change in Total Rev 91% (56%) 0% % Change in NCC (100%) 0% 0% COMPENSATION INFORMATION Labor Received/Provided 1,132 0 0 0 0 Description: The Service Integration Team (SIT) in Bay Point has transitioned into a SparkPoint Center. Ten nonprofit partners, plus the County Health Services Department and First 5, work together to help East Contra Costa residents become economically self-sufficient. Goals for clients: credit score of 650 or above, 40% or less debt to equity, living wage job and 1-3 months savings. In North Richmond the SIT team focuses on family economic stability with a youth emphasis. Youth from North Richmond and San Pablo who have a parent receiving public assistance are brought together at the center to support their healthy development. Baseline Budget: The Baseline Budget reflects reduced expenses resulting from the integration of the SIT operation into the One Stop Consortium operation. Impact: No adjustment from Baseline to Recommended Budget for FY 2013-14 is required. Service Integration Summary Service: Discretionary Level of Service: Discretionary Expenditures: $125,000 Financing: 125,000 Net County Cost: 0 Funding Sources: Local 100.0% $125,000 FTE: 0 Employment and Human Services Health and Human Services B-148 County of Contra Costa FY 2013-2014 Recommended Budget Community Services Bureau General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 17,342,554 21,807,031 19,644,656 19,644,656 0 Services and Supplies 12,324,344 10,252,636 8,781,595 8,781,595 0 Other Charges 45,584 55,048 55,158 55,158 0 Fixed Assets 20,413 140,000 140,000 140,000 0 Expenditure Transfers 9,737,822 10,033,352 12,641,402 12,641,402 0 TOTAL EXPENDITURES 39,470,717 42,288,067 41,262,811 41,262,811 0 REVENUE Other Local Revenue 11,821,921 12,076,975 11,928,317 11,928,317 0 Federal Assistance 24,579,800 29,836,428 28,604,600 28,604,600 0 State Assistance 2,660,194 215,876 571,106 571,106 0 GROSS REVENUE 39,061,915 42,129,279 41,104,023 41,104,023 0 NET COUNTY COST (NCC) 408,802 158,788 158,788 158,788 0 Allocated Positions (FTE) 265 294 248 248 0 FINANCIAL INDICATORS Salaries as % of Total Exp 58% 68% 69% 69% % Change in Total Exp 7% (2%) 0% % Change in Total Rev 8% (-2%) 0% % Change in NCC (61%) 0% 0% COMPENSATION INFORMATION Permanent Salaries 8,846,915 11,982,783 10,542,046 10,542,046 0 Temporary Salaries 1,321,690 115,281 115,281 115,281 0 Permanent Overtime 10,010 25,093 25,093 25,093 0 Deferred Comp 21,798 164,280 137,820 137,820 0 Comp & SDI Recoveries (70,909)(30,353) (30,353) (30,353) 0 FICA/Medicare 753,898 916,603 806,565 806,565 0 Ret Exp-Pre 97 Retirees 41,627 34,831 34,831 34,831 0 Retirement Expense 3,049,498 4,134,327 4,031,930 4,031,930 0 Employee Group Insurance 2,283,933 3,414,962 2,963,613 2,963,613 0 Retiree Health Insurance 487,124 437,796 465,942 465,942 0 OPEB Pre-Pay 242,650 160,884 160,884 160,884 0 Unemployment Insurance 36,721 45,609 40,085 40,085 0 Workers Comp Insurance 353,930 404,935 350,919 350,919 0 Labor Received/Provided (36,331) 0 0 0 0 Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-149 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, physical health, nutritional, mental health, disabilities and school readiness services to the families. In 2007, Congress enacted legislation that required, for the first time in program's history, greater competition within communities for Head Start funding. Due to this Federal mandate, the Department submitted funding applications in July 2012 to re-compete for its Head Start and Early Head Start grants. The Administration for Children and Families (ACF) is expected to announce the winning applicant within the next few months. Baseline Budget: The Baseline Budget reflects a small reduction in operating expenses and revenue reductions in the Head Start and Early Head Start programs. Impact: No adjustment from Baseline to Recommended Budget for FY 2013-14 is required. 1. Community Action Programs Description: Community Action Programs provides 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 and other local funds, the program supports activities that can achieve measurable outcomes in educational capability, literacy skills, housing attainment, income enhancement, disaster preparedness, etc. The program is also used to support the developmental needs of at-risk youth in low- income communities. Community Action Programs Summary Service: Discretionary Level of Service: Mandatory Expenditures: $3,317,851 Financing: 3,192,129 Net County Cost: 125,722 Funding Sources: Local 72.5% $2,405,224 Federal 23.7% 786,905 General Fund 3.8% 125,722 FTE: 21.0 2. Head Start Description: Head Start provides part-day and full-day educational and comprehensive services to 1,797 income-eligible children three to five years old and their families. $6.3 million in Head Start revenue is transferred to the Child Development Fund to support staff costs for services provided to an additional 908 children in full-day childcare. Head Start revenue also funds enhancement services to seven partnering childcare agencies and home visitation services to 132 children and their families. Head Start Summary Service: Discretionary Level of Service: Mandatory Expenditures: $22,402,673 Financing: 22,402,673 Net County Cost: 0 Funding Source: Local 0.1% $23,370 Federal 97.4% 21,808,197 State 2.5% 571,106 FTE: 75.0 Employment and Human Services Health and Human Services B-150 County of Contra Costa FY 2013-2014 Recommended Budget 3. Child Start Description: Child Start combines Head Start, Early Head Start and Child Development funds to provide year-round childcare 10.5 hours per day for about 963 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 17 centers with 59 classrooms in or close to neighborhoods where the children live. Child Start Summary Service: Discretionary Level of Service: Mandatory Expenditures: $8,437,664 Financing: 8,437,664 Net County Cost: 0 Funding Sources: Local 100.0% $8,437,664 FTE: 123.0 4. Early Head Start Description: Early Head Start provides infant, toddler and family comprehensive services to 401 eligible children and their families. Approximately $1.1 million in Early Head Start revenue is transferred to the Child Development Fund to support staff costs for services provided to 401 children in full-day childcare. Services are provided at sites located in Richmond, Bay Point, Rodeo, San Pablo, Oakley, Concord, and Brentwood, as well as through partner agencies in Richmond, Concord, El Cerrito, Martinez, Pittsburg, and Antioch. The Home Base Program provides home visitation services to 90 children and their families. Also included are the unborn children of pregnant women who receive medical services and are enrolled in a health plan. Early Head Start Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $3,901,786 Financing: 3,901,786 Net County Cost: 0 Funding Source: Federal 100% $3,901,786 FTE: 8.0 5. Child Nutrition Description: Child Nutrition prepares and delivers approximately 628,496 meals (breakfast, snacks, and lunch) to more than 1,445 children enrolled in Head Start and Child Development childcare centers throughout the County. Childhood Nutrition Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $1,062,059 Financing: 1,062,059 Net County Cost: 0 Funding Sources: Local 100% $1,062,059 FTE: 14.6 Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-151 6. Housing & Energy Description: The Housing & Energy program combines funding from the U.S. Department of Energy and the U.S. Department of Community Services and Development to provide utility bill payment assistance, energy education and weatherization services to approximately 5,790 low-income residents of the County. Housing & Energy Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $2,140,778 Financing: 2,107,712 Net County Cost: 33,066 Funding Sources: Federal 98.5% $2,107,712 General Fund 1.5% 33,066 FTE: 6.0 Employment and Human Services Health and Human Services B-152 County of Contra Costa FY 2013-2014 Recommended Budget Child Development Fund Child Development Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 7,117,977 7,123,055 9,239,192 9,239,192 0 Services and Supplies 2,668,993 2,576,456 2,382,230 2,382,230 0 Other Charges 3,086,355 4,114,211 2,773,954 2,773,954 0 Fixed Assets 0 50,000 150,000 150,000 0 Expenditure Transfers 8,656,931 9,090,809 7,592,813 7,592,813 0 TOTAL EXPENDITURES 21,530,255 22,954,531 22,138,189 22,138,189 0 REVENUE Other Local Revenue 7,416,018 7,571,376 8,974,538 8,974,538 0 State Assistance 14,150,474 15,292,325 13,163,651 13,163,651 0 GROSS REVENUE 21,566,493 22,863,701 22,138,189 22,138,189 0 NET FUND COST (NFC) (36,237) 90,830 0 0 0 Allocated Positions (FTE) 131 104 138 138 0 FINANCIAL INDICATORS Salaries as % of Total Exp 55% 51% 64% 64% % Change in Total Exp 7% (4%) 0% % Change in Total Rev 6% (-3%) 0% % Change in NFC (351%) (100%) 0% COMPENSATION INFORMATION Permanent Salaries 3,474,355 3,586,572 4,590,337 4,590,337 0 Temporary Salaries 606,944 287,960 287,960 287,960 0 Permanent Overtime 6,774 2,110 2,110 2,110 0 Deferred Comp 1,894 12,840 52,440 52,440 0 Comp & SDI Recoveries (15,660)(29,329) (29,329) (29,329) 0 FICA/Medicare 297,069 274,426 351,357 351,357 0 Ret Exp-Pre 97 Retirees 16,329 23,096 23,096 23,096 0 Retirement Expense 1,148,767 1,247,452 1,755,199 1,755,199 0 Employee Group Insurance 1,207,013 1,241,058 1,665,518 1,665,518 0 Retiree Health Insurance 199,953 259,931 288,504 288,504 0 OPEB Pre-Pay 0 81,766 81,766 81,766 0 Unemployment Insurance 14,542 13,822 17,498 17,498 0 Workers Comp Insurance 140,711 121,351 152,736 152,736 0 Labor Received/Provided 19,287 0 0 0 0 Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-153 Description: The Child Development Fund provides funding for the California State Preschool Program (CSPP) that serves about 1,106 children of low- and middle-income families in 17 centers with 59 classrooms throughout the County. In addition, the Child Development Fund provides funding to CalWORKs Stage 2 and CAPP programs that serve children of families transitioning from TANF to work. Participation in CalWORKs Stage 2 and CAPP enables parents to remain stable in their new job environment. State funding also provides childcare services to six partnering childcare agencies Baseline Budget: CalWORKs Stage 2 and CAPP caseloads are projected to decline by 28% or approximately $1.3 million. The net impact is reduced revenue and reduced expenses. . Due to the reassignment of the teaching staff from General Fund childcare programs to Child Development Fund programs, FY 2013-14 Child Development Fund Budget reflects an increase of 34 positions to account for the staffing needs of the centers and to comply with the teacher-child ratio mandated by the California Department of Education. Impact: No adjustment from Baseline to Recommended Budget for FY 2013-14 is required. Child Development Fund Summary Service: Discretionary Level of Service: Mandatory Expenditures: $22,138,189 Financing: 22,138,189 Net Fund Cost: 0 Funding Source: Local 40.5% $8,974,538 State 59.5% 13,163,651 FTE: 138.0 Employment and Human Services Health and Human Services B-154 County of Contra Costa FY 2013-2014 Recommended Budget Community College Child Development Fund Community College Child Development Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 336,504 398,795 382,625 382,625 0 Services and Supplies 2,485 2,787 2,787 2,787 0 Other Charges 242 113 673 673 0 Expenditure Transfers 1,870,643 1,890,551 1,777,040 1,777,040 0 TOTAL EXPENDITURES 2,209,874 2,292,246 2,163,125 2,163,125 0 REVENUE Other Local Revenue 895,370 980,000 969,140 969,140 0 State Assistance 1,314,503 1,293,599 1,193,985 1,193,985 0 GROSS REVENUE 2,209,873 2,273,599 2,163,125 2,163,125 0 NET FUND COST (NFC) 0 18,647 0 0 0 Allocated Positions (FTE) 9 6 6 6 0 FINANCIAL INDICATORS Salaries as % of Total Exp 99% 99% 99% 99% % Change in Total Exp 4% (6%) 0% % Change in Total Rev 3% (5%) 0% % Change in NFC 4781182% (100%) 0% COMPENSATION INFORMATION Permanent Salaries 183,106 212,785 194,142 194,142 0 Temporary Salaries 10,634 0 0 0 0 Permanent Overtime 197 0 0 0 0 Deferred Comp 0 3,600 3,600 3,600 0 FICA/Medicare 9,249 16,299 14,870 14,870 0 Ret Exp-Pre 97 Retirees 553 0 0 0 0 Retirement Expense 37,615 73,182 72,856 72,856 0 Employee Group Insurance 37,782 78,330 68,646 68,646 0 Retiree Health Insurance 6,652 6,613 21,309 21,309 0 Unemployment Insurance 452 804 734 734 0 Workers Comp Insurance 4,397 7,182 6,468 6,468 0 Labor Received/Provided 45,866 0 0 0 0 Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-155 Description: Community College Child Development Fund provides funding for the California State Preschool Program (CSPP) for full-day and half-day pre-school childcare services for about 148 children of low- and middle-income families. Childcare services are provided in three centers with 12 classrooms located in East, West, and Central County. Baseline Budget: The Baseline Budget reflects reductions in operating expenses and revenues resulting from the 14% funding reduction implemented by the State in the previous fiscal year. Impact: No adjustment from Baseline to Recommended Budget for FY 2013-14 is required. Community College Child Development Fund 114800 Service: Discretionary Level of Service: Mandatory Expenditures: $2,163,125 Financing: 2,163,125 Net Fund Cost: 0 Funding Source: Local 44.8% $969,140 State 55.2% 1,193,985 FTE: 6.0 Employment and Human Services Health and Human Services B-156 County of Contra Costa FY 2013-2014 Recommended Budget Childcare Enterprise Fund Childcare Enterprise Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 0 1,000 1,000 1,000 0 Other Charges 0 1,000 1,000 1,000 0 Expenditure Transfers 59,287 72,089 72,089 72,089 0 TOTAL EXPENDITURES 59,287 74,089 74,089 74,089 0 REVENUE Other Local Revenue 59,974 74,089 74,089 74,089 0 GROSS REVENUE 59,974 74,089 74,089 74,089 0 NET FUND COST (NFC) (687) 0 0 0 0 FINANCIAL INDICATORS % Change in Total Exp 25% 0% 0% % Change in Total Rev 24% 0% 0% % Change in NFC (100%) 0% 0% Description: The Childcare Enterprise program was approved by the Board of Supervisors on September 18, 2007. This tuition-based program offers child day care at below market rates to families who cannot otherwise afford the cost of childcare in order to stay in the workforce and remain self-sufficient. Childcare Enterprise Fund services are integrated in classrooms at several of the centers throughout the county. The number of tuition-based slots in each classroom depends upon the number of lower- income families that demonstrate the need for affordable childcare in each of those areas. These tuition-based slots are commingled with Head Start and State Child Development slots. Baseline Budget: The Baseline Budget maintains the current level of services. Impact: No adjustment from Baseline to Recommended Budget for FY 2013-14 is required. Childcare Enterprise Fund 142500 Service: Discretionary Level of Service: Mandatory Expenditures: $74,089 Financing: 74,089 Net Fund Cost: 0 Funding Source: Local 100% $74,089 FTE: 0 Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-157 Zero Tolerance for Domestic Violence General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 2,202,882 1,573,920 1,818,833 1,818,833 0 Expenditure Transfers 86,808 2,793 13,680 13,680 0 TOTAL EXPENDITURES 2,289,690 1,576,713 1,832,513 1,832,513 0 REVENUE Other Local Revenue 9,277 0 0 0 0 Federal Assistance 952,166 248,466 504,266 504,266 0 GROSS REVENUE 961,443 248,466 504,266 504,266 0 NET COUNTY COST (NCC) 1,328,247 1,328,247 1,328,247 1,328,247 0 FINANCIAL INDICATORS % Change in Total Exp (31%) 16% 0% % Change in Total Rev (-74%) 103% 0% Description: Supports three of Contra Costa’s community outcomes: “Children and Youth Healthy and Preparing for Productive Adulthood”, “Families that are Safe, Stable and Nurturing” and “Communities that are Safe and provide a High Quality of Life” through coordinated services designed to reduce domestic and family violence and elder abuse. Baseline Budget: The Baseline Budget includes a $244,913 increase in expenditures compared to the FY 2012-13 budget. The increased operating costs are offset by revenue received from the renewal of Federal grants. Impact: No adjustment from Baseline to Recommended Budget for FY 2013-14 is required. Zero Tolerance – Domestic Violence Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,832,513 Financing: 504,266 Net County Cost: 1,328,247 Funding Sources: Federal Aid 15.8% 248,466 General Fund 84.2% 1,328,247 FTE: 0 Employment and Human Services Health and Human Services B-158 County of Contra Costa FY 2013-2014 Recommended Budget Zero Tolerance for Domestic Violence – SB 968 Administration Domestic Violence SB 968 Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 222,925 228,096 235,090 235,090 0 Services and Supplies 162,057 214,350 23,380 23,380 0 Other Charges 18,221 15,487 16,530 16,530 0 TOTAL EXPENDITURES 403,202 457,933 275,000 275,000 0 REVENUE Other Local Revenue 420,815 260,000 275,000 275,000 0 GROSS REVENUE 420,815 260,000 275,000 275,000 0 NET FUND COST (NFC) (17,613) 197,933 0 0 0 Allocated Positions (FTE) 2 2 2 2 0 FINANCIAL INDICATORS Salaries as % of Total Exp 55% 50% 85% 85% % Change in Total Exp 14% (40%) 0% % Change in Total Rev (38%) 6% 0% % Change in NFC (1224%) (100%) 0% COMPENSATION INFORMATION Permanent Salaries 133,987 133,536 133,536 133,536 0 Deferred Comp 2,040 2,040 2,040 2,040 0 FICA/Medicare 9,600 10,595 10,224 10,224 0 Ret Exp-Pre 97 Retirees 609 650 600 600 0 Retirement Expense 43,754 47,808 52,632 52,632 0 Employee Group Insurance 30,560 30,960 31,042 31,042 0 Unemployment Insurance 486 507 504 504 0 Workers Comp Insurance 1,889 2,000 4,512 4,512 0 Description: Provides oversight and coordination of domestic violence response system. This budget unit is supported by recording fees authorized by State law (SB 968). Baseline Budget: The Baseline Budget includes a small revenue increase and decreases in services and supply expenses from the FY 2012-13 Budget. Impact: No adjustment from Baseline to Recommended Budget for FY 2013-14 is required. Zero Tolerance – Domestic Violence Summary Service: Mandated Level of Service: Discretionary Expenditures: $275,000 Financing: 275,000 Net Fund Cost: 0 Funding Sources: Recording Fees 100% $275,000 FTE: 1.8 Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-159 Domestic Violence Victim Assistance - Special Revenue Fund Domestic Violence Victim Assistance Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 114,723 115,000 120,000 120,000 0 Expenditure Transfers 9,277 8,763 0 0 0 TOTAL EXPENDITURES 124,000 123,763 120,000 120,000 0 REVENUE Other Local Revenue 121,718 115,000 120,000 120,000 0 GROSS REVENUE 121,718 115,000 120,000 120,000 0 NET FUND COST (NFC) 2,282 8,763 0 0 0 FINANCIAL INDICATORS % Change in Total Exp 0% (3%) 0% % Change in Total Rev (6%) 4% 0% % Change in NFC 284% (-100%) 0% Description: Provides funding for emergency shelter, counseling, health and social welfare services to victims of domestic violence as mandated by Welfare and Institutions Code §18290-18308. Twenty-three dollars of each marriage license fee has been dedicated to fund these services. Additional funds are also provided through court fines under Penal Code §1203.097. Monies are used to pay for a portion of the STAND! For Families Free of Violence program. Baseline Budget: The Baseline Budget includes a slight increase in revenue from FY 2012-13. Impact: No adjustment from Baseline to Recommended Budget for FY 2013-14 is required. Domestic Violence –Victim Assistance Summary Service: Mandated Level of Service: Mandated Expenditures: $120,000 Financing: 120,000 Net Fund Cost: 0 Funding Sources: Local Fines & Fees 100% $120,000 Employment and Human Services Health and Human Services B-160 County of Contra Costa FY 2013-2014 Recommended Budget Administrative Services General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 23,752,879 27,176,084 26,807,907 27,204,973 397,066 Services and Supplies 12,052,329 9,681,994 12,432,412 21,001,464 8,569,052 Other Charges 232,664 478,664 0 0 0 Fixed Assets 298,538 378,036 118,036 118,036 0 Expenditure Transfers (31,659,318) (33,372,602) (34,925,201) (35,676,715) (751,514) TOTAL EXPENDITURES 4,677,093 4,342,176 4,433,154 12,647,758 8,214,604 REVENUE Other Local Revenue 120,149 125,278 114,275 114,275 0 State Assistance 4,026,444 3,882,361 3,921,541 11,624,560 7,703,019 GROSS REVENUE 4,146,593 4,007,639 4,035,816 11,738,835 7,703,019 NET COUNTY COST (NCC) 530,500 334,537 397,338 908,923 511,585 Allocated Positions (FTE) 152 182 153 153 0 FINANCIAL INDICATORS Salaries as % of Total Exp 65% 72% 68% 56% % Change in Total Exp (7%) 2% 185% % Change in Total Rev (3%) 1% 191% % Change in NCC (37%) 19% 129% COMPENSATION INFORMATION Permanent Salaries 9,632,298 11,973,337 11,056,830 11,238,372 181,542 Temporary Salaries 967,689 160,261 193,729 193,729 0 Permanent Overtime 62,177 38,314 38,314 38,314 0 Deferred Comp 61,808 141,780 141,780 141,780 0 Comp & SDI Recoveries (61,580)(44,614) (30,786) (30,786) 0 FICA/Medicare 762,785 886,741 886,741 886,741 0 Ret Exp-Pre 97 Retirees 44,808 54,688 56,425 56,425 0 Retirement Expense 3,351,855 4,393,139 4,615,883 4,728,264 112,381 Employee Group Insurance 1,505,401 2,159,859 2,159,859 2,230,397 70,538 Retiree Health Insurance 7,056,320 6,962,120 7,247,660 7,247,660 0 Unemployment Insurance 38,326 45,461 45,074 45,074 0 Workers Comp Insurance 367,529 404,998 396,398 429,003 32,605 Labor Received/Provided (36,537) 0 0 0 0 Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-161 Description: The Employment and Human Services Department Administrative Bureau provides support services to all Departmental programs. Costs include contracts, budgets, claims, personnel and staff development, appeals, quality control, welfare fraud investigation, debt collection, central records management, fiscal compliance, facilities, information technology, CalWIN program administration, fixed assets, vehicles, and building occupancy costs. Baseline Budget: The 2013-14 Baseline Budget includes increased expenditures of $90,978. Increases in services and supplies are offset by decreases in salaries and other operating expenses. Increased revenues of $62,801 reduced the impact on projected County costs. Impact: The FY 13-14 Recommended Budget includes $8,214,604 in California Healthcare Eligibility, Enrollment and Retention System (CalHEERS) expenses. The FY 2013-14 Recommended Budget includes $7,703,019 in State CalHEERS funding. CalHEERS requires $606,531 county share which must be absorbed within the Department’s net county cost. 7. Administrative Services CalHEERS is the automated system that will support the Health Care Reform program and includes the Modified Adjusted Gross Income (MAGI) used by the IRS as a way to standardize how income is calculated across the nation for income tax purposes. The CalHEERS system is under development and will interface with the CalWIN system. Families seeking services from the Department will be offered the opportunity to apply for other services they appear potentially eligible to receive (such as CalFresh and CalWORKs.) Administrative Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $12,647,758 Financing: 11,738,835 Net County Cost: 908,923 Funding Sources: Local 0.9% $114,275 State 91.9% 11,624,560 General Fund 7.2% 908,923 FTE: 153.0 Employment and Human Services Health and Human Services B-162 County of Contra Costa FY 2013-2014 Recommended Budget CAO Recommendation FY 2013-14 General Fund Baseline Budget expenditures have increased by 2.5%, primarily due to increases in salaries and benefits. This increase is mitigated slightly by an increase in revenue. The FY 2013-14 Recommended Budget further increases budgeted expenses by $1,763,531 in both salary and benefit expenses, and services and supplies charges. This increase is offset by additional revenue of $7,443,501. The Department currently does not have the State allocations for FY 2013-14; the Department has included estimated revenue based on the Governor’s fiscal year 2013-14 Proposed Budget and historical allocation information. The FY 2013-14 Recommended Budget for Employment and Human Services is balanced while maintaining the current level of service. Performance Measures Under the services delivery and major business re-design of the Workforce Services Bureau's client application and intake process, known as Office of the Future (OOF), several new technologies were implemented which support the expansion and enhancement of applicant/ client access to benefit programs. Clients take advantage of both self-service and expanded channels for application and eligibility determination. Another goal for OOF provides enhanced and more efficient service to clients by reducing wait times and automating manual tasks required of staff in processing applications and in other necessary business processes. Following are the technological enhancements implemented thus far under OOF: • District Office Lobby Management System: Client Self-Check-in Kiosks, Electronic Display Monitors, a software system to manage client interactions, and increased access to Benefits CalWIN (BCW) to apply for benefit programs and access information on-line through computers provided in the district office lobbies • A new electronic Task Management Tool (TMT): Reduces the time for application approval through the electronic assignment and tracking of tasks specific to each worker assigned to receive, process, determine eligibility, and grant or deny program applications. • Extended Automated Call Distribution (ACD) system: Implemented enhancements to our phone distribution system increase options and routing of incoming client calls. This function supported moving to Intake phone interviews under OOF. • Point of Entry Scanning: All client documents are immediately scanned at the point of entry into our service delivery system and then electronically sent to staff. The Children and Family Services bureau’s FY 2012-13 previous goal of a 5% increase in the number of youth obtaining permanency after being in care for 24 months has not yet been obtained. The Bureau will continue to work towards this goal in the FY 2013-14 budget year. Shortly after the Adult and Aging Bureau’s (A&AS) goal was established, two different – but significant – opportunities for A&AS to collaborate with Contra Costa Health Plan (CCHP) arose. As a result, the goal of coordinating with CCHP/Health Services was achieved in a slightly different manner than forecast. However, in tandem, the Volunteer Care Coordination Initiative did move forward, expanding to three Senior Centers in the County. In FY 2012-13, A&AS undertook two key projects that incorporate elements of the Affordable Care Act, Duals Demonstration and Coordinated Care Initiative (CCI) frameworks, particularly as they relate to partnering with the CCHP. This partnership is critical to implementation of Health Care Reform in Contra Costa County. Two current mutual projects the Care Team Project and the Health Care Innovation Grant have allowed us to establish channels of communication, data sharing and a working relationship with CCHP staff that will serve us well going forward. Employment and Human Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-163 The Workforce Development Board placed 220 youth into summer jobs during summer 2012, exceeding its goal by 10%. In FY 2012-13 250 East County residents were enrolled by the Service Integration Team into the EHSD Bay Point SparkPoint Center. Fifty-eight percent achieved at least a 5% increase in one of the economic self sufficiency goals. Sixty-five percent of the participants received two or more SparkPoint services. After extensive research and consultation with subject matter experts, a multidisciplinary team of agencies (criminal justice, law enforcement, social service, and community agencies) developed a recommended standard approach to risk assessment in domestic violence cases. The cornerstone of the approach includes the use of one of the most valid tools for predicting domestic violence and the establishment of a multidisciplinary High Risk (case review) Team (HRT). This interagency approach provides a cohesive countywide method for communicating risk, coordinating services, and developing a collective intervention with attention to the context and severity of events. Both the protocol and HRT were successfully piloted this year; agencies identified effective ways to integrate the protocol into existing systems, increased the capacity of key staff through training, and convened the pilot HRT in September 2012. The HRT currently has ten active cases. In the coming year, this approach to preventing or minimizing risk in domestic violence cases will be refined and implemented fully throughout the County. The Department was without a Personnel Officer for most of the budget year. However, we were successful in automating the approval of requests for personnel actions and freeze requests. The Department also developed a planning document to identify areas for improvement and possible delegation from Human Resources. A new Personnel Officer was recently hired and streamlining and improvement processes are underway. The Community Services Bureau’s goal from the 2012-13 FY has yet to be completed since the process of Designated Renewal System was delayed until the Spring of 2013. The application was completed and submitted in August 2012. Administrative and Program Goals ƒ Our goal for FY 2013-14 under Health Care Reform is to process 90% of all Medi-Cal applications within 45 days with priority consideration for specified applications. ƒ The Children and Family Services Children and Family Services bureau will continue to focus on the prior year’s goal of “Increasing the percentage of youth who have been in care 24 months or longer reach permanency by 5%.” Given the positive direction for those youth moving along the adoption track the bureau will focus on the youth who are in long term foster care. ƒ Contribute to implementation of Health Care Reform in Contra Costa County – particularly the Affordable Care Act and Care Coordination. Play a leadership role in advancing a culture of customer service: to new customers the county will begin to serve under ACA, as well as current customers who will be offered new products and services. Prepare for Medi-Cal expansion and Covered California launch. • The Workforce Development Board is setting the following goals: o Contribute to implementation of Health Care Reform – particularly the Affordable Care Act and Care Coordination. Play a leadership role in advancing a culture of customer service: to new customers the county will begin to serve under ACA, as well as current customers who will be offered new products and services. o Effectively implement Medi-Cal expansion and partner with the Health Benefit Exchange. o With the leadership and support of the Board of Supervisors, continue to take a leading role in supporting the economic vitality of Contra Costa County and the Employment and Human Services Health and Human Services B-164 County of Contra Costa FY 2013-2014 Recommended Budget greater East Bay in partnership with business, economic development, education, labor, and other public sector organizations. o Continue to provide career development services and resources to more than 15,000 people annually through our One-Stop Career Centers. o Provide staff-assisted services to approximately 1,000 youth, adults, and older workers through programs providing enhanced career development assistance. o Provide resources, training, and consulting services to more than 500 businesses or business start-up ventures through the Small Business Development Center and other resources. o Secure more than $1 million in grant- funds to support various job training and business development initiatives ƒ Work with EHSD leadership to develop a stronger partnership between SparkPoint/SIT and the bureaus that leverages private SparkPoint resources to maximize internal department goals. • Prevent or minimize risk in domestic violence cases by implementing and refining countywide domestic violence risk assessment guidelines/protocols and practice among County departments and community based agencies and work to institutionalize a multidisciplinary high risk case review team. ƒ Actively pursue increased authority and responsibility to recruit for key, revenue producing positions within the Department by working with Human Resources and the County Administrator’s Office to develop a plan to delegate this responsibility to the Department. ƒ Community Services Bureau will successfully complete the required re- competition process by May 2013 and will maintain current funding levels of the Head Start and Early Head Start grants for the 2013-14 program year and beyond. Health Services William Walker, MD, Director Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-165 General Fund Summary General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 109,526,898 122,101,080 127,523,352 127,523,352 0 Services and Supplies 141,325,065 141,370,087 141,084,353 141,084,353 0 Other ChargesA 42,665,833 38,496,327 46,441,969 35,035,822 (11,406,147) Fixed Assets 142,105 155,399 154,068 154,068 0 Expenditure Transfers (10,808,435) (9,815,635) (9,374,250) (9,374,250) 0 TOTAL EXPENDITURES 282,851,466 292,307,258 305,829,492 294,423,345 (11,406,147) REVENUE Other Local Revenue 56,182,771 59,276,873 64,931,978 64,931,978 0 Federal Assistance 68,947,562 67,099,385 69,043,965 69,043,965 0 State Assistance 66,253,034 78,280,540 75,977,305 75,977,305 0 GROSS REVENUE 191,383,366 204,656,798 209,953,248 209,953,248 0 NET FUND COST (NFC) 91,468,100 87,650,460 95,876,244 84,470,097 (11,406,147) Allocated Positions (FTE)B 937 950 961 961 0 FINANCIAL INDICATORS Salaries as % of Total Exp 37% 40% 40% 42% % Change in Total Exp 3% 5% (4%) % Change in Total Rev 7% 3% 0% % Change in NFC (4%) 9% (12%) COMPENSATION INFORMATION Permanent Salaries 58,472,393 64,188,677 66,200,115 66,200,115 0 Temporary Salaries 4,364,677 3,303,735 2,861,254 2,861,254 0 Permanent Overtime 680,866 751,040 1,016,596 1,016,596 0 Deferred Comp 132,925 272,663 230,992 230,992 0 Hrly Physician Salaries 111,295 122,869 110,372 110,372 0 Perm Physicians Salaries 2,632,567 3,666,346 3,632,940 3,632,940 0 Perm Phys Addnl Duty Pay 27,250 51,860 26,288 26,288 0 Comp & SDI Recoveries (141,180) (301,146) (227,687) (227,687) 0 FICA/Medicare 4,672,929 5,350,699 5,533,307 5,533,307 0 Ret Exp-Pre 97 Retirees 304,226 308,803 326,119 326,119 0 Retirement Expense 21,875,413 25,217,539 28,146,194 28,146,194 0 Employee Group Insurance 9,311,555 11,759,262 12,141,311 12,141,311 0 Retiree Health Insurance 3,910,639 3,895,380 4,054,399 4,054,399 0 OPEB Pre-Pay 1,462,411 1,462,410 1,462,410 1,462,410 0 Unemployment Insurance 238,441 272,993 283,609 283,609 0 Workers Comp Insurance 1,617,789 1,777,950 1,725,133 1,725,133 0 Labor Received/Provided (147,299) 0 0 0 0 A Includes General Fund contribution budgeted in Unit 0465. B Excludes temporary and registry staff budgeted in the Enterprise Funds. Health Services Health and Human Services B-166 County of Contra Costa FY 2012-2013 Recommended Budget Table Description The preceding table 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 Health Plan and the Contra Costa Regional Medical Center and Clinics (Enterprise Funds I and III) 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 Ambulatory Care Centers, the Contra Costa Health Plan, and the Contra Costa Community Health Plan. Included in the table is data for the following budget units: 0301 − Detention Facilities Programs 0450 − Public Health 0451 − Conservatorship/Guardianship 0452 − Environmental Health 0460 − California Children’s Services 0463 − Homeless Program 0465 – Enterprise Fund Subsidy 0466 − Alcohol and Other Drugs Program 0467 − Mental Health The table following this section summarizes the expenditures and revenue in aggregate for the bulk of the services provided by the department, including enterprise funds. Please refer to that table for aggregate information. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-167 General Fund & Enterprise Funds Summary This table reflects the funding provided by General Fund and Enterprise Funds I, II, III and IV Combined 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 406,089,551 430,912,355 452,966,716 452,966,716 0 Services and Supplies 630,078,195 610,797,056 595,753,342 595,753,342 0 Other Charges 14,805,053 14,651,648 14,650,108 14,650,108 0 Fixed Assets 28,085,876 25,549,081 4,994,402 4,994,402 0 Expenditure Transfers (38,754,795) (9,815,635) (9,374,250) (9,374,250) 0 TOTAL EXPENDITURES 1,040,303,880 1,072,094,505 1,058,990,318 1,058,990,318 0 REVENUE Other Local Revenue 828,170,124 839,064,120 818,092,804 829,498,951 11,406,147 Federal Assistance 68,947,562 67,099,385 69,043,965 69,043,965 0 State Assistance 66,253,034 78,280,540 75,977,305 75,977,305 0 GROSS REVENUE 963,370,719 984,444,045 963,114,074 974,520,221 11,406,147 NET FUND COST (NFC)A 76,933,161 87,650,460 95,876,244 84,470,097 (11,406,147) Allocated Positions (FTE) 2,951 2,944 3,028 3,028 0 FINANCIAL INDICATORS Salaries as % of Total Exp 36% 39% 41% 41% % Change in Total Exp 3% (1%) (1%) % Change in Total Rev 2% (2%) 0% % Change in NFC 14% 9% (12%) COMPENSATION INFORMATION Permanent Salaries 183,578,896 194,480,841 200,494,733 200,494,733 0 Temporary Salaries 27,577,781 26,013,363 26,789,625 26,789,625 0 Permanent Overtime 5,648,992 5,168,804 6,397,489 6,397,489 0 Deferred Comp 306,315 479,423 449,284 449,284 0 Hrly Physician Salaries 2,134,980 1,652,245 1,997,144 1,997,144 0 Perm Physicians Salaries 33,118,707 34,300,894 35,544,036 35,544,036 0 Perm Phys Addnl Duty Pay 1,891,438 2,445,788 2,281,724 2,281,724 0 Comp & SDI Recoveries (680,221) (1,169,529) (766,728) (766,728) 0 Vacation/Sick Leave Accrual 557,778 0 0 0 0 FICA/Medicare 17,712,183 19,002,818 19,784,299 19,784,299 0 Ret Exp-Pre 97 Retirees 1,032,352 1,036,175 964,255 964,255 0 Retirement Expense 75,459,136 84,454,966 94,892,380 94,892,380 0 Employee Group Insurance 34,792,634 39,412,345 39,684,582 39,684,582 0 Retiree Health Insurance 11,432,353 11,579,937 12,496,376 12,496,376 0 OPEB Pre-Pay 4,564,568 4,564,567 4,564,567 4,564,567 0 Unemployment Insurance 911,848 961,570 1,047,204 1,047,204 0 Workers Comp Insurance 6,197,110 6,528,148 6,345,746 6,345,746 0 Labor Received/Provided (147,299) 0 0 0 0 A Does not include temporary, or registry employees or contractors. Health Services Health and Human Services B-168 County of Contra Costa FY 2013-2014 Recommended Budget Table Description The preceding table provides information in aggregate format summarizing expenditures and revenues in the main budget units administered by the Health Services Department – the General Fund Units and the Enterprise Fund Units. These units comprise the bulk of the services provided by the department. Included are data for the following budget units: 0301 − Detention Facilities Programs 0450 − Public Health 0451 − Conservatorship/Guardianship 0452 − Environmental Health 0460 − California Children’s Services 0463 − Homeless Program 0466 − Alcohol and Other Drugs Program 0467 − Mental Health 0540 − Hospital and Clinics 0853 − Hospital Fixed Assets 0860 − Contra Costa Health Plan 0861 – Contra Costa Community Health Plan 0862 − Major Risk Insurance Program 0863 − Health Plan Fixed Assets Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-169 Detailed Budget Table 2013-14 Baseline Services Level 2013-14 Recommended Service Level    Budget Unit Description Expenditure Authority Less Revenue Collections Required General Fund Contribution Expenditure Authority Less Revenue Collections Recommended General Fund Contribution GF Change – Baseline to Rec’d   (1) (2) (3) (4) (5) (6) (Col 6 minus Col 3) Enterprise Funds: Hospital & Clinics – EF I $488,316,788 $450,238,153 $38,078,635 $488,316,788 $461,644,300 $26,672,488 $(11,406,147) EF-2 M-Cal Plan 196,138,131 196,138,131 0 196,138,131 196,138,131 0 0 EF-3 Comm Plan 109,287,185 105,550,897 3,736,288 109,287,185 105,550,897 3,736,288 0 Major Risk Ins. Program 1,233,645 1,233,645 0 1,233,645 1,233,645 0 0 Sub-Total 794,975,749 753,160,826 41,814,923A 794,975,749 764,566,973 30,408,776 (11,406,147) Enterprise Funds General Fund Units: Behavioral Health: Mental Health 149,560,276 138,283,183 11,277,093 149,560,276 138,283,183 11,277,093 0 Alcohol & Other Drugs 15,451,735 15,173,605 278,130 15,451,735 15,173,605 278,130 0 Homeless Programs 3,525,550 2,127,672 1,397,878 3,525,550 2,127,672 1,397,878 0 Public Health 42,493,507 28,146,434 14,347,073 42,493,507 28,146,434 14,347,073 0 Environmental Health 19,122,694 19,247,028 (124,334) 19,122,694 19,247,028 (124,334) 0 Detention 21,640,307 62,536 21,577,771 21,640,307 62,536 21,577,771 0 Conservatorship 3,197,140 437,041 2,760,099 3,197,140 437,041 2,760,099 0 California Children’s Services 9,023,360 6,475,749 2,547,611 9,023,360 6,475,749 2,547,611 0 Sub-Total 264,014,569 209,953,248 54,061,321 264,014,569 209,953,248 54,061,321 0- General Fund Total General & 1,058,990,318 963,114,074 95,876,244 1,058,990,318 974,520,221 84,470,097 (11,406,147) Enterprise Funds Other Special Revenue Fund Units: Expenditures Revenue Net Fund Cost Expenditures Revenue Net Fund Cost Change Emergency Medical Services 2,143,328 2,143,328 0 2,143,328 2,143,328 0 0 Ambulance Service Area 6,835,251 6,835,251 0 6,835,251 6,835,251 0 0 Total Special 8,978,579 8,978,579 0 8,978,579 8,978,579 0 0 Funds: Grand Total 1,067,968,897 972,092,653 95,876,244 1,067,968,897 983,498,800 84,470,097 (11,406,147) All Funds: A General Fund subsidy contribution to the Enterprise Funds is provided through General Fund unit 0465. Health Services Health and Human Services B-170 County of Contra Costa FY 2012-2013 Recommended Budget 2012-13 Adopted Budget 2013-14 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 1213 Adopted to Rec’d    (1) (2) (3) (4) (5) (6) (Col 6 minus Col 3) Enterprise Funds: Hospital & Clinics – EF I $515,468,787 483,207,892 32,260,895 $488,316,788 $461,644,300 $26,672,488 (5,588,407) EF-2 M-Cal Plan 188,404,500 188,404,500 0 196,138,131 196,138,131 0 0 EF-3 Comm Plan 110,711,348 106,941,210 3,770,138 109,287,185 105,550,897 3,736,288 (33,850) Major Risk Ins. Program 1,233,645 1,233,645 0 1,233,645 1,233,645 0 0 Sub-Total 815,818,280 779,787,247 36,031,033A 794,975,749 764,566,973 30,408,776 (5,622,257) Enterprise Funds General Fund Units: Behavioral Health: Mental Health 146,016,591 134,978,994 11,037,597 149,560,276 138,283,183 11,277,093 239,496 Alcohol & Other Drugs 13,721,060 13,142,185 578,875 15,451,735 15,173,605 278,130 (300,745) Homeless Programs 4,059,801 3,303,483 756,318 3,525,550 2,127,672 1,397,878 641,560 Public Health 41,092,930 28,234,207 12,858,723 42,493,507 28,146,434 14,347,073 1,488,350 Environmental Health 18,224,877 18,349,211 (124,334) 19,122,694 19,247,028 (124,334) 0 Detention 20,239,223 81,728 20,157,495 21,640,307 62,536 21,577,771 1,420,276 Conservatorship 3,185,771 437,041 2,748,730 3,197,140 437,041 2,760,099 11,369 California Children’s Services 9,065,512 6,129,949 2,935,563 9,023,360 6,475,749 2,547,611 (387,952) Sub-Total 255,605,765 204,656,798 50,948,967 264,014,569 209,953,248 54,061,321 3,112,354 General Fund Total General & 1,071,424,045 984,444,045 86,980,000 1,058,990,318 974,520,221 84,470,097 (2,509,903) Enterprise Funds Other Special Revenue Fund Units: Expenditures Revenue Net Fund Cost Expenditures Revenue Net Fund Cost Change Emergency Medical Services 2,468,503 2,468,503 0 2,143,328 2,143,328 0 0 Ambulance Service Area 10,061,131 10,061,131 0 6,835,251 6,835,251 0 0 Total Special 12,529,634 12,529,634 0 8,978,579 8,978,579 0 0 Funds: Grand Total 1,083,953,679 996,973,679 86,980,000 1,067,968,897 983,498,800 84,470,097 (2,509,903) All Funds: A General Fund subsidy contribution to the Enterprise Funds is provided through General Fund unit 0465. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-171 Detailed Budget Table Description The table above provides 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 baseline service level with the recommended service level. Major Department Responsibilities Contra Costa Health Services (CCHS) cares for and improves the health of all people in Contra Costa County, with special attention to those who are most vulnerable to health problems. CCHS has a department-wide commitment to service excellence, and to reducing health disparities by addressing issues of diversity and linguistic and cultural competence. Contra Costa County is one of the few counties in the country to offer the full spectrum of health- related services under one organizational structure. CCHS’ responsibilities cover health at every level: the individual, the family, and the community. CCHS works to prevent disease by removing risks and promoting preventive and health-maintaining activities. CCHS intervenes quickly and effectively to contain communicable diseases. CCHS provides a system of care to meet the health needs of County residents regardless of their ability to pay. This system includes a 166-bed hospital and ten ambulatory care health centers that provide family practice and specialty care, as well as mental health services, substance abuse treatment, public health programs, environmental health protection, hazardous materials response and inspection, and emergency medical services. For low-income and uninsured residents of Contra Costa, CCHS is the safety net, providing medical services not available to them elsewhere. CCHS also operates a County-sponsored health maintenance organization. The Contra Costa Health Plan (CCHP) now serves over 100,000 people in Contra Costa County, and is a licensed, federally qualified health plan that credentials and contracts with needed specialty providers in the community, provides 24/7 advice nurse services for patients as well as case management and care coordination for high-risk patients. The Contra Costa Health Plan promotes appropriate use of services, and funds them efficiently with third-party revenues. CCHS is responsible for maintaining a healthy environment for the community, through the Environmental Health and Hazardous Materials programs, and coordinating the County’s network of ambulance services. The Public Health Division’s services include HIV/ AIDS, tuberculosis and communicable disease testing control and treatment; immunization clinics for seasonal flu, childhood and adult diseases; public health nursing; public health laboratory; senior nutrition program; the Women, Infants and Children (WIC) program; maternal and child health promotion; and prevention/education activities aimed at negative health conditions such as obesity, smoking and lead poisoning. The Division is also responsible for the CCHS health emergency preparedness programs, data collection, and program evaluation. The Behavioral Health Division combines what was formerly the Mental Health Division, Alcohol and Other Drugs Division, and the Homeless Program, into one single administrative system of care. With increasing challenges in serving complex populations with multiple disorders, this change responds to the internal commitment of improved client care/outcomes through a “no wrong door approach” that focuses on the “whole” person. In preparation for Health Care Reform, and in response to the State Realignment and other external challenges, a consensus has emerged that recognized the need for a broad system approach where addressing complex behavioral health needs is an expectation. The intended outcome is a system of care that is welcoming, recovery/resiliency oriented, culturally-capable, accessible, continuous and comprehensive, all which promote physical, social and emotional wellness and well-being. For budgetary purposes the Mental Health, Alcohol and Other Drugs, and the Homeless Programs that now comprise the Behavioral Health Division continue to be reported separately. 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. CCHS is using technology, including its extensive website and social media, to reach County residents with critical health care information on a daily basis. Health Services Health and Human Services B-172 County of Contra Costa FY 2013-2014 Recommended Budget Contra Costa Regional Medical Center & Ambulatory Care Centers Hospital Enterprise Fund (Enterprise Fund I) 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 283,480,348 293,622,337 306,665,854 306,665,854 0 Services and Supplies 191,532,386 188,693,919 166,787,538 166,787,538 0 Other ChargesA 415,268 7,758,849 10,023,062 10,023,062 0 Fixed Assets (2,589) 25,393,682 4,840,334 4,840,334 0 TOTAL EXPENDITURES 475,425,412 515,468,787 488,316,788 488,316,788 0 REVENUE Other Local Revenue 485,988,720 515,468,787 488,316,788 488,316,788 0 GROSS REVENUE 485,988,720 515,468,787 488,316,788 488,316,788 0 NET FUND COST (NFC)B (10,563,308) 0 0 0 0 Allocated Positions (FTE)C 1,903 1,893 1,923 1,923 0 FINANCIAL INDICATORS Salaries as % of Total Exp 60% 57% 63% 63% % Change in Total Exp 8% (5%) 0% % Change in Total Rev 6% (5%) 0% % Change in NFC (100%) 0% 0% COMPENSATION INFORMATION Permanent Salaries 119,478,484 123,607,976 125,990,238 125,990,238 0 Temporary Salaries 20,438,858 19,923,672 21,013,979 21,013,979 0 Permanent Overtime 4,856,902 4,324,068 5,056,353 5,056,353 0 Deferred Comp 149,236 181,272 184,536 184,536 0 Hrly Physician Salaries 2,023,685 1,529,376 1,886,772 1,886,772 0 Perm Physicians Salaries 30,355,711 30,457,932 31,774,032 31,774,032 0 Perm Phys Addnl Duty Pay 1,863,177 2,393,928 2,253,984 2,253,984 0 Comp & SDI Recoveries (534,650) (831,668) (534,650) (534,650) 0 Vacation/Sick Leave Accrual 505,299 0 0 0 0 FICA/Medicare 12,396,919 12,919,673 13,370,182 13,370,182 0 Ret Exp-Pre 97 Retirees 700,748 694,440 605,964 605,964 0 Retirement Expense 51,690,199 56,767,537 63,479,429 63,479,429 0 Employee Group Insurance 24,415,217 26,198,865 25,520,737 25,520,737 0 Retiree Health Insurance 7,175,800 7,343,553 8,040,133 8,040,133 0 OPEB Pre-Pay 2,954,198 2,954,198 2,954,198 2,954,198 0 Unemployment Insurance 642,260 651,466 719,204 719,204 0 Workers Comp Insurance 4,368,304 4,506,049 4,350,763 4,350,763 0 A Actual reflects debt service principal payments capitalized which were budgeted and funded in the year they were paid. B Net fund cost is primarily due the accounting treatment of the fixed asset expense. Assets are budgeted and funded in the year of acquisition. At year-end the purchases are capitalized and depreciated. Amount includes funds for the Electronic Medical Record implementation and bond proceeds. C Does not include temporary or registry staff. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-173 Description: Includes the operations of Contra Costa Regional Medical Center (CCRMC) and emergency care services, ambulatory care centers, physician services, emergency medical services, charges from other County departments, department-wide administration, and fixed assets. Workload Indicator: The recommended FY 2013-2014 budget is based on an average daily inpatient census of 120 patients, and 422,040 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 166 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/treatment of urgent cases. CCRMC provides care to individuals with a variety of insurance coverage including Medicare, Medi-Cal and private insurance. The cost of care provided to these individuals is offset by the fees collected. CCRMC also provides services to individuals who cannot pay for them. This un-reimbursed amount is reflected in the budget as a contribution from the General Fund labeled as Net County Cost. CCRMC provides services to individuals who cannot pay because the County has a general duty to provide care for indigents. That duty is specified by the State of California in the Welfare and Institutions Code section 17000. The County Board is authorized to adopt standards of aid and care for the indigent and has done so. The County provides indigent health care through three programs based on the Federal Poverty Level (FPL) guidelines. Under the Basic Health Care Program (BHC), individuals with income of less than 300 percent of the FPL 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 or legal permanent residents of Contra Costa County. Children under the age of 19 are eligible regardless of immigration status. BHC enrollees pay a fee based on a sliding scale: • 0-150% FPL ($1,436 maximum monthly income) no fee; • 151-200% FPL ($1,915 maximum monthly income) $25 per month; • 201-250% FPL ($2,394 maximum monthly income) $50 per month; • 251-300% FPL ($2,873 maximum monthly income) $75 per month. The number of individuals enrolled in the BHC program as of December 31, 2012 was 1,788. Of this total, 472 are undocumented children. 91% or 433 children are in the 0-133% FPL group and 8% or 37 children are in the 134- 200% FPL group. The remaining 1,316 BHC enrollees are adults. Of this total, 555 adults are in the 0-133% FPL category; 111 fall within 134-200% FPL, and 650 fall between 201-300% FPL. In November 2010, the Federal Centers for Medicare and Medicaid Services (CMS) approved California’s Section 1115 “California Bridge to Reform” Waiver. A key component of the state’s section 1115 waiver is the Low Income Health Program (LIHP) that expands coverage for individuals between 19 and 64 years of age. LIHP consists of two programs, the Medi-Cal Coverage Expansion Program (MCE) and the Health Care Coverage Initiative Program (HCCI). The LIHP will operate through December 2013 and is designed to bridge the care of these individuals from an episodic care approach to comprehensive healthcare coverage. The LIHP individuals will transition to Health Services Health and Human Services B-174 County of Contra Costa FY 2013-2014 Recommended Budget Medi-Cal or new subsidized coverage through the States Covered California Program (CCP). CCP will go into effect in 2014 as a result of the implementation of the Federal Patient Protection and Affordable Care Act (ACA). The LIHP Medi-Cal Coverage Expansion (MCE) currently provides coverage to individuals at or below 133% of the FPL. Eligible individuals must be US citizens or legal permanent residents between 19-64 years of age. The number of individuals enrolled in the MCE program as of December 31, 2012 is 10,075. There is no cap on the federal share of funding for this program, but a local match must be provided. Effective January 2014 this population will transition into full Medi-Cal. The LIHP Health Care Coverage Initiative (HCCI) program provides coverage to Individuals from 134-200%. Eligible individuals must be US citizens or legal permanent residents between 19-64 years of age. The number of individuals enrolled in the HCCI program as of December 31, 2012 is 2,145. The HCCI program has a cap on the amount of federal funding available and a local match is also required. Effective January 2014 this population will be eligible for subsidized health care coverage through the Exchange operated by the Covered California Program. CCRMC will receive funding under both the MCE and HCCI programs through December of 2013. Effective 2014 these programs end and are replaced with ACA funded programs as indicated above. The enrollment and payment rates for the new ACA programs are not known at this time. This budget is predicated on the assumption that (1) the enrollment in the ACA programs will remain constant with the LIHP levels and (2) the payment rates coupled with the increase in the Federal Matching Percentage (FMAP) will yield a return $11.6 million higher than fiscal year 2012-13. The projected revenue increase is utilized to replace a $5 million decrease in County General Purpose revenue and to fund a $6.6 million increase in pension costs. The Medi-Cal Waiver also provides for a Delivery System Reform Incentive Pool (DSRIP). Under the DSRIP, funding is available for work in four areas: 1. Infrastructure Development, 2. Innovation and Design, 3. Population-Focused Improvement, and 4. Urgent Improvement in Care. CCRMC has received approval of its five-year plan that shows how results will be achieved in these four areas. Funding is contingent upon meeting specified milestones. This budget anticipates receipt of $32.55 million for meeting those milestones. Hospital and Emergency Care Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $269,085,372 Financing: 262,305,231 Net County Cost: 6,780,141 Funding Sources: Local 49.3% $132,708,000 Federal 61.4% 16,991,313 State 41.8% 112,605,918 General Fund 2.5% 6,780,141 FTE: 1,190.8 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 and adult medical services, as well as specialty clinic services. Specialty clinics include: podiatry, infectious disease, pediatrics, eye, dermatology, orthopedics, urology, ENT, gynecology, Hansen's disease, and other services. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-175 Ambulatory Care Centers Summary Service: Mandatory Level of Service: Mandatory Expenditures: $92,785,183 Financing: 90,447,276 Net County Cost: 2,337,907 Funding Sources: Local 61.9% $57,420,447 Federal 6.3% 5,858,892 State 29.3% 27,167,937 General Fund 2.5% 2,337,907 FTE: 488.8 3. Physician Services Description: The interdisciplinary medical staff at Contra Costa Regional Medical Center and Health Centers includes 123 family practice physicians, as well as family nurse practitioners, dentists, psychiatrists, psychologists and 312 specialty physicians. A Family Practice Residency Program provides clinical experience for 40 residents who rotate through all inpatient acute services and provide staff for the emergency room and ambulatory care centers. Physician Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $83,388,147 Financing: 81,287,017 Net County Cost: 2,101,130 Funding Sources Local 49.3% $41,125,514 Federal 6.3% 5,265,519 State 41.8% 34,895,984 General Fund 2.5% 2,101,130 FTE: 215.5 4. Emergency Medical Services Description: This program provides overall coordination of Contra Costa's Emergency Medical System. It regulates emergency ambulance services and the County's trauma, 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, including planning and coordination of medical disaster response, and reviews inter- facility patient transfers. Emergency Medical Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $1,672,268 Financing: 1,672,268 Net County Cost: 0 Funding Sources: Local 100% $1,672,268 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, Information Technology, Purchasing, and Contracts and Grants. Health Services Health and Human Services B-176 County of Contra Costa FY 2013-2014 Recommended Budget Administrative Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $11,069,112 Financing: 11,069,112 Net County Cost: 0 Funding Sources: Local 70.7% $7,828,024 State 29.3% 3,241,088 FTE: 24.0 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: Discretionary Level of Service: Discretionary Total Expenditures: $15,453,310 Financing: 0 Net County Cost: 15,453,310 Funding Sources: General Fund 100% $15,453,310 FTE: 0 6. Hospital Capital Expense Cost Description: To provide for the repayment of the principal portion of long-term debt; acquisition of replacement capital equipment; the cost of current capital projects; and for previously approved construction projects that may carry over to succeeding fiscal years. Major projects include replacement of the Martinez Family Practice clinic, and remodeling of the Concord Health Center. Note: Assets are capitalized and depreciation is adjusted at year-end. Hospital Capital Project Cost Service: Discretionary Level of Service: Discretionary Expenditures: $14,863,396 Financing: 14,863,396 Net County Cost: 0 Funding Sources: Local 61.3% $9,114,459 State 38.7% 5,748,937 FTE: N/A Note: Due to state reporting requirements, the cost of the BHC, HCI and MCE programs are reclassified at year-end between the Hospital and Community Health Plan Enterprise Funds. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-177 Contra Costa Health Plan Health Plan Enterprise Fund (Enterprise Fund II - Medi-Cal)A 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 13,082,305 15,188,938 18,777,510 18,777,510 0 Services and Supplies 159,760,092 168,788,057 177,360,621 177,360,621 0 Other Charges 11,743,742 4,427,505 0 0 0 TOTAL EXPENDITURES 184,586,140 188,404,500 196,138,131 196,138,131 0 REVENUE Other Local Revenue 188,147,663 188,404,500 196,138,131 196,138,131 0 GROSS REVENUE 188,147,663 188,404,500 196,138,131 196,138,131 0 NET FUND COST (NFC)B (3,561,523) 0 0 0 0 Allocated Positions (FTE)C 111 100 143 143 0 FINANCIAL INDICATORS Salaries as % of Total Exp 7% 8% 10% 10% % Change in Total Exp 2% 4% 0% % Change in Total Rev 0% 4% 0% % Change in NFC -100% 0% 0% COMPENSATION INFORMATION Permanent Salaries 5,628,019 6,684,188 8,304,380 8,304,380 0 Temporary Salaries 2,774,246 2,785,956 2,914,392 2,914,392 0 Permanent Overtime 111,224 93,696 324,540 324,540 0 Deferred Comp 24,153 25,488 33,756 33,756 0 Perm Physicians Salaries 130,429 176,616 137,064 137,064 0 Perm Phys Addnl Duty Pay 1,010 0 1,452 1,452 0 Comp & SDI Recoveries (4,391) (36,715) (4,391) (4,391) 0 Vacation/Sick Leave Accrual 52,479 0 0 0 0 FICA/Medicare 642,334 732,446 880,810 880,810 0 Ret Exp-Pre 97 Retirees 27,378 32,932 32,172 32,172 0 Retirement Expense 1,893,524 2,469,890 3,266,757 3,266,757 0 Employee Group Insurance 1,065,863 1,454,218 2,022,534 2,022,534 0 Retiree Health Insurance 345,915 341,004 401,844 401,844 0 OPEB Pre-Pay 147,959 147,959 147,959 147,959 0 Unemployment Insurance 31,147 37,111 44,391 44,391 0 Workers Comp Insurance 211,017 244,149 269,850 269,850 0 Health Services Health and Human Services B-178 County of Contra Costa FY 2013-2014 Recommended Budget Description: The preceding table reflects figures for the Contra Costa Health Plan Medi- Cal product line only. 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 Medicare recipients, employees of participating private and governmental employers, and individual members of the general public. Enterprise Fund IV is used to account for premiums and expenditures related to the Access for Infants and Mothers (AIM) program and the Major Risk Medical Insurance Program (MRMIP). Workload Indicator: The recommended FY 2013-2014 budget is based on an average monthly enrollment of 83,203 Medi-Cal enrollees. This includes Healthy Family recipients that will be transferred into the Medi- Cal program managed care on March 1, 2013. Impact: The recommended budget maintains the current level of services. 1. Medi-Cal: Includes Aid to Families with Dependent Children Members, Low Income Children and Other Medi-Cal (non-crossover) Members. These members are served by three contracting Networks of Providers: 1) Contra Costa Health Services, 2) CCHP’s Community Provider Network, and 3) Kaiser. 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 ID 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 the responsibility of Fee for Service Medi-Cal. The Other Medi-Cal (non-crossover) members include all Contra Costa Medi-Cal eligible clients other than AFDC/CalWORKs. The average enrollment for fiscal year 2013 – 2014 for AFDC/CalWORKS and Other Medi-Cal will be approximately 66,089. Medi-Cal Members Summary (Excluding SPD) Service: Mandatory per DHCS and DMHC Standards Level of Service: Mandatory Expenditures: $86,035,863 Financing: 86,035,863 Net Fund Cost: 0 Funding Sources: Local (Premiums) 100% $86,035,863 FTE: 143.5 2. Seniors and Persons with Disabilities (SPD’s) Description: As of June 2011, the Seniors and Persons with Disabilities (SPD’s) were mandatorily enrolled into Medi-Cal Managed Care. Medi-Cal SPD categories include Older Adult Services (persons aged 65 and older), Aid to the Totally Disabled, and Aid to the Blind. The member receives a CCHP card and CCHP provides or arranges for all his or her covered health needs. The average monthly enrollment for the SPD members for FY 2013-2014 will be approximately 17,114. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-179 Medi-Cal SPD Members Summary Service: Discretionary Level of Service: Mandatory Expenditures: $107,164,662 Financing: 107,164,662 Net Fund Cost: 0 Funding Sources: Local (Premiums) 100% $107,164,662 FTE: 0 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 Total Expenditures: $2,937,606 Financing: 2,937,606 Net Fund Cost: 0 Funding Sources: Local (Premiums) 100% $2,937,606 FTE: N/A Health Services Health and Human Services B-180 County of Contra Costa FY 2013-2014 Recommended Budget Contra Costa Community Health Plan (Enterprise Fund III) CCHP Community Plan (Enterprise Fund III) 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 136,658,009 110,711,348 109,287,185 109,287,185 0 TOTAL EXPENDITURES 136,658,009 110,711,348 109,287,185 109,287,185 0 REVENUE Other Local Revenue 137,076,014 110,711,348 109,287,185 109,287,185 0 GROSS REVENUE 137,076,014 110,711,348 109,287,185 109,287,185 0 NET FUND COST (NFC) (418,005) 0 0 0 0 FINANCIAL INDICATORS % Change in Total Exp (19%) -1% 0% % Change in Total Rev (19%) -1% 0% % Change in NFC (100%) 0% 0% Description: The Contra Costa Health Plan is a County-operated prepaid health plan available to certain Medicare recipients; In-Home Support Services providers; employees of participating private and governmental employers; and individual members of the general public. This budget unit also reflects the costs for Basic Health Care and the Low Income Health Program (LIHP) recipients, which consists of the Medi-Cal Expansion Program and the Health Care Coverage Initiative. These individuals have their care managed by the Community Plan. Workload Indicator: The recommended FY 2013-2014 budget is based on an average monthly enrollment of 25,920 members and/or recipients. Impact: The recommended budget maintains the current level of services. Commercial Groups Description: 1. Commercial Coverage. 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 Employees Plan enrolls 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. The Other Groups Plan consists of coordinated comprehensive health benefits directed at small and large businesses on a group basis. The Individual Plan provides coordinated medical coverage to individuals and families. Both the Small Business and Individual Plan programs may be impacted by Health Care Reform in 2014. In addition, coverage is available to 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 provider. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-181 2. Healthy Families Program. This program of low cost health insurance provides health, dental and vision benefits to low-income children who do not have insurance and do not qualify for no-cost Medi-Cal. Healthy Families members will be transitioned into the mainstream Medi-Cal program during the months of March and April 2013. Only a few will be left in the Healthy Families Program. 3. Medicare Senior Health Plans. This product line serves Contra Costa senior residents who are covered under Medicare and who choose CCHP as their medical gap insurer. In addition to the basic Medicare coverage under this program, there are various benefits covered by member premiums that reduce the member’s medical expenses for Medicare co- payments and deductibles. On the Senior Health Plus Plan, the premium helps to pay for those services not covered by Medicare, such as eye and hearing exams as well as glasses and hearing aids and some drugs not covered by Medicare Part D. This program is expected to continue through calendar year 2014 with an average monthly enrollment of 441 members. 4. Basic Health Care (BHC). This program is designed to provide needed medical care to the formerly state-sponsored medically indigent residents of Contra Costa County with incomes less than or equal to 300 percent of the federal poverty level. It offers limited health benefits compared to other groups. Services are primarily provided at Contra Costa Regional Medical Center (CCRMC) and County-operated medical clinics. 5. Low Income Health Program consists of two programs. (See discussion of Affordable Care Act Impact on these programs in CCRMC Budget Narrative.) a. Health Care Coverage Initiative (HCCI). HCCI individuals are between 134%-200% of the federal poverty level (FPL). The care for these individuals is managed by the Health Plan and provided by the Contra Costa Regional Medical Center, the County-operated ambulatory care clinics, and through contracts with other local providers. Individuals who meet the eligibility requirements for this program, which includes proof of U.S. citizenship, have a scope of covered services that are consistent with those of the BHC program. The HCCI grant requires the County to provide a local match in an amount equal to the grant funds being drawn down. This match is contained in the Enterprise Fund I budget unit. b. Medi-Cal Expansion Program (MCE). In 2011 under the Section 1115 Waiver, the Medi-Cal Expansion Program covers those uninsured County residents between 0–133% of FPL. In addition to the benefits covered by HCCI, the Medi-Cal Expansion Program also covers emergency services rendered outside of CCRMC under limited circumstances. Note: Due to state reporting requirements, the cost of the BHC, HCCI and MCE programs are reclassified at year end between the Hospital and Community Health Plan Enterprise Funds. Commercial Members Summary (Excludes IHSS) Service: Discretionary Level of Service: Mandatory Expenditures: $97,771,019 Financing: 97,771,019 Net County Cost: 0 Funding Sources: Local (Premiums) 100% $97,771,019 FTE: N/A Health Services Health and Human Services B-182 County of Contra Costa FY 2013-2014 Recommended Budget In-Home Supportive Services Service: Discretionary Level of Service: Mandatory Expenditures: $11,516,166 Financing: 7,779,878 Net County Cost: 3,736,288 Funding Sources: Local (Premiums) 68% $7,779,878 General Fund 32% 3,736,288 FTE: N/A Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-183 Major Risk Medical Insurance Program (Enterprise Fund IV) Enterprise Fund IV - AIM/MRMIP 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 802,643 1,233,645 1,233,645 1,233,645 0 TOTAL EXPENDITURES 802,643 1,233,645 1,233,645 1,233,645 0 REVENUE Other Local Revenue 794,746 1,233,645 1,233,645 1,233,645 0 GROSS REVENUE 794,746 1,233,645 1,233,645 1,233,645 0 NET COUNTY COST (NFC) 7,897 0 0 0 0 FINANCIAL INDICATORS % Change in Total Exp 54% 0% 0% 0% % Change in Total Rev 55% 0% 0% 0% % Change in NFC (100%) 0% 0% 0% Description: This product serves Contra Costa residents who qualify for the Access for Infants and Mothers (AIM) program and the Major Risk Medical Insurance Program (MRMIP). Contra Costa Health Plan is a contracted health plan carrier for these programs, which are administered by the State’s Managed Risk Medical Insurance Board (MRMIB). AIM is a program for pregnant women that is not available to Medi-Cal or Medicare Part A and B recipients, and applies certain income guidelines. Women receive prenatal care and delivery services. MRMIB pays the Health Plan a contracted fee per delivery. Major Risk (MRMIP) provides health insurance to Californians unable to obtain coverage in the individual market due to pre-existing health conditions. Enrollees participate with the cost of their coverage and a $500 annual deductible applies. Medi-Cal beneficiaries are not prohibited from enrolling, but cautioned to consider the cost. Benefit limits are $75,000 per calendar year and have a lifetime cap of $750,000. Both programs may be impacted by Health Care Reform in 2014. Impact: The recommended budget maintains the current level of services. Major Risk Medical Insurance Program Service: Discretionary Level of Service: Mandatory Expenditures: $1,233,645 Financing: 1,233,645 Net County Cost: 0 Funding Sources: Local (Premiums) 100% $1,233,645 FTE: N/A Health Services Health and Human Services B-184 County of Contra Costa FY 2013-2014 Recommended Budget Behavioral Health Division - Mental Health General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 40,149,853 47,921,889 48,938,039 48,938,039 0 Services and Supplies 100,708,469 97,627,579 98,106,380 98,106,380 0 Other Charges 2,637,507 2,439,496 4,600,748 4,600,748 0 Expenditure Transfers (2,288,580) (1,972,373) (2,084,891) (2,084,891) 0 TOTAL EXPENDITURES 141,207,249 146,016,591 149,560,276 149,560,276 0 REVENUE Other Local Revenue 28,276,514 32,680,175 33,885,909 33,885,909 0 Federal Assistance 54,837,099 50,886,151 54,564,695 54,564,695 0 State Assistance 42,680,072 51,412,668 49,832,579 49,832,579 0 GROSS REVENUE 125,793,684 134,978,994 138,283,183 138,283,183 0 NET COUNTY COST (NCC) 15,413,566 11,037,597 11,277,093 11,277,093 0 Allocated Positions (FTE) 374 386 390 390 0 FINANCIAL INDICATORS Salaries as % of Total Exp 28% 32% 32% 32% % Change in Total Exp 3% 2% 0% % Change in Total Rev 7% 2% 0% % Change in NCC (28%) 2% 0% COMPENSATION INFORMATION Permanent Salaries 20,850,993 24,408,811 24,878,173 24,878,173 0 Temporary Salaries 1,708,821 1,159,457 677,412 677,412 0 Permanent Overtime 84,941 79,751 60,792 60,792 0 Deferred Comp 47,399 183,494 123,660 123,660 0 Hrly Physician Salaries 111,295 122,869 108,372 108,372 0 Perm Physicians Salaries 1,913,649 2,951,376 2,913,132 2,913,132 0 Perm Phys Addnl Duty Pay 21,764 43,136 17,096 17,096 0 Comp & SDI Recoveries (49,828) (168,546) (107,593) (107,593) 0 FICA/Medicare 1,789,332 2,211,145 2,205,644 2,205,644 0 Ret Exp-Pre 97 Retirees 107,593 109,612 125,746 125,746 0 Retirement Expense 7,900,023 9,827,596 11,018,313 11,018,313 0 Employee Group Insurance 3,441,225 4,505,670 4,431,090 4,431,090 0 Retiree Health Insurance 1,268,074 1,258,220 1,296,960 1,296,960 0 OPEB Pre-Pay 410,737 410,737 410,737 410,737 0 Unemployment Insurance 88,747 108,943 109,573 109,573 0 Workers Comp Insurance 602,388 709,618 668,932 668,932 0 Labor Received/Provided (147,299) 0 0 0 0 Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-185 Description: To serve serious and persistent mentally disabled adults and seriously emotionally disabled children and youth. Workload Indicator: The recommended FY 2013-2014 budget is based on 413,868 visits and an inpatient psychiatric average daily census of 17.97 patients. Impact: The recommended budget maintains the current level of services. 1. Child and Adolescent Services Description: Child and adolescent services cover 0-18 years old in a wide range of services. a. Local Institutional/Hospital Care: Acute psychiatric inpatient treatment for children and adolescents is provided in private hospitals in order to avoid placing minors in the same psychiatric unit as adults at Contra Costa Regional Medical Center. Case management services are provided by the Mental Health Department. b. Out-of-Home Residential Care/Treatment Service Programs: Structured residential therapeutic treatment service programs for seriously emotionally disturbed (SED) children and adolescents providing individual, group and family therapy and wrap-around teams. Case management services are provided by the Mental Health Department. c. Intensive Day Treatment Services: Therapeutic treatment, educational and activity programs (less than 8 hours per day) for children/adolescents who have behavioral/emotional disorders or are seriously emotionally disturbed (SED), psychosocially delayed or "at high risk." Many of these services are school based. d. Outpatient Clinic Treatment and Outreach Services: Outpatient clinic, school-site and in-home services, including psychiatric diagnostic assessment, medication, therapy, wrap-around, collateral support and crisis intervention services for seriously emotionally disturbed (SED) children and adolescents and their families. e. Child/Adolescent Case Management Services: Case managers provide screening, assessment, evaluation, advocacy, placement and linkage services to assist children and adolescents in obtaining continuity of care within the mental health, health care, and social service 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 children’s ability to benefit from their education. f. EPSDT (Early and Periodic Screening Diagnosis and Treatment) 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. Specialized services are available in cases of emergency foster placement. Therapeutic Behavior Services (TBS) are one-on-one shadowing of children and youth, on a short-term basis, to prevent high level residential care or hospitalization. g. Mobile Response Team: The mobile crisis response team, comprised of a Masters level therapist and a family support partner, provides short-term triage and emergency services to seriously emotionally disturbed children, adolescents and their families in order to prevent acute psychiatric crises and subsequent hospitalization. h. Mental Health Services for Children 0-5 Years of Age: Three contract agencies provide day treatment, outpatient, and in- home service to SED children or children at risk of significant developmental delays and out of home placement. i. Special Education Services – Educationally Related Mental Health Services (ERMHS). Mental Health Services are provided as part of a youth’s Individualized Education Plan (IEP) to fulfill a mandate under federal law to provide a free and appropriate public education to Health Services Health and Human Services B-186 County of Contra Costa FY 2013-2014 Recommended Budget students with special needs in the least restrictive educational environment. Services include: individual, group, or family psychotherapy, day treatment services, collateral, case management, and residential placement. In Contra Costa County there are approxi- mately 166,000 public school students. Over 33,000 of these students, or approxi- mately 20%, are enrolled in Special Educa- tion. Prior to FY 2010-2011, funding for these mandated services has been federal IDEA funds, State Mandate Claims (SB-90), Medi-Cal and State General Fund. In the Budget Act of 2010-2011, the mandate was suspended and the responsibility to fund these services was transferred from County Mental Health to the local school districts and SELPA’s (Special Education Local Plan Areas). An MOU was developed and signed by County Mental Health and the SELPAs, with supporting contracts going before the Board for approval. This budget assumes that the responsibility for funding continued ERMHS services will remain with the local school districts and SELPA’s. As part of the State 2004-05 Budget, all 2003-04 and prior SB-90 claims were deferred with the requirement to pay them over no more than five years beginning in 2006-07. In the State 2005-06 Budget, Government Code Section 17617 was amended to pay these claims over 15 years from 2006-07 through 2020-21. Subsequent budgets have suspended payments, to date, no payments have been made. The cumulative balance due from the State is $7.7 million. The 2013-2-14 Governors budget provides $48.4 million for mandate payments. It is unknown how much will be available for payment of the $7.7 million outstanding balance. j. Adolescent Residential Treatment Program at Oak Grove: The Collaborative Continuum of Care “C5” closed in 2010 after the governor signed legislation vetoing funding for AB3632 services. A new school- based program located in Mt. Diablo Unified School District called Glenbrook was developed for high-end youth. Best practice models including wraparound are being employed to avert residential placement. k. Glenbrook: A first step alternative to, as well as a step down from, residential placements that provides a non-public school with Intensive Day Treatment and wrap services. The program includes five classrooms – three for Mt. Diablo Unified School District and two for other SELPAs within Contra Costa. l. Oak Grove Residential Treatment: The County facility at 1034 Oak Grove Road in Concord, is in program development for a continuum of care for Transitional Aged Youth, inclusive of residential care and early intervention for psychosis with emphasis on multi-family treatment consistent with the Psychosis Intervention Early Recovery (PIER) model. Child & Adolescent Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $43,533,208 Financing: 40,590,049 Net County Cost: 2,943,159 Funding Sources: Local 3.6% $1,573,918 Federal 55.8% 24,312,736 State 33.8% 14,703,395 General Fund 6.8% 2,943,159 FTE: 81.1 2. Adult Services Description: Contra Costa County provides a variety of services for consumers over 18 years old. a. Crisis/Transitional/Supervised Residential Care: Short-term, crisis resi- dential treatment for clients who can be managed in an unlocked, therapeutic, group living setting and who need 24-hour supervi- sion and structural treatment for up to 30 days to recover from an acute psychotic epi- sode. This service can be used as a short- Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-187 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 transi- tion ("graduate") from more restrictive levels of residential supervision to less restrictive (i.e., more independent) living arrange- ments, including board and care facilities. b. Outpatient Clinic Treatment and Outreach Services: Provides scheduled outpatient clinic services, including psychiat- ric diagnostic assessment, medication, short-term individual and group therapy, rehabilitation, and collateral support services for seriously and persistently mentally ill (SPMI) clients and their families with acute and/or severe mental disorders. Also includes community outreach services not related to a registered clinic client. c. Case Management Services: Case managers provide screening, assessment, evaluation, advocacy, placement and linkage services in a community support model. Case management is also provided through supportive housing services, as well as the County clinics in West, East and Central County. County clinics include peer providers on case management teams. d. Day Treatment Programs: Organized therapeutic treatment and activity programs (less than 8 hours per day) for adults who are recovering from a psychotic episode and who need training in socialization and independent living skills. e. Mental Health Homeless Outreach/ Advocacy Services: The homeless shelter in Antioch and the three regional drop-in multi-purpose service centers assist 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. f. Vocational Services: The Mental Health Division contracts with the California Department of Rehabilitation under a cooperative agreement with the State Department of Mental Health to provide comprehensive vocational preparation and job placement assistance. Services include job search preparation, job referral, job coaching, benefits management, and employer relations. This is one of the only mental health collaborations providing services to individuals with co-occurring disorders in the state. g. Consumer-Run Community Centers: Centers in Pittsburg, Concord and Richmond provide empowering self-help services based on the Recovery Vision, which is the concept that individuals can recover from severe mental disorders with peer support. The Centers, which are consumer operated, provide one-to-one peer support, social and recreational activities, stress management, money management, and training and education in the Recovery Vision. h. Substance Abuse and Mental Health for CalWORKs (SAMHWORKs): Mental health specialty services provided for CalWORKs participants referred by the Employment and Human Services Department to reduce barriers to employment. It includes outpatient treatment for participants and their immediate family members, as well as aftercare in support of job retention. i. AB109: Under AB109, County Adult Mental Health began receiving referrals from Probation in October 2011. Probationers have five days upon prison release to report to their Probation Officer (PO) to review their probation orders. At their initial meeting, the PO determines whether the individual received “custody” mental health services and/or was released with a 30 day supply of psychotropic medications. POs may then offer the individual a referral to the Mental Health Division to be assessed for their voluntary continuation of medications and need for focused forensic case management services. Health Services Health and Human Services B-188 County of Contra Costa FY 2013-2014 Recommended Budget Adult Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $41,888,645 Financing: 39,135,412 Net County Cost: 2,753,233 Funding Sources: Local 2.8% $1,156,746 Federal 45.7% 19,151,540 State 44.9% 18,827,126 General Fund 6.6% 2,753,233 FTE: 124.3 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. Support Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $8,056,456 Financing: 8,056,456 Net County Cost: 0 Funding Sources: Local 1% $70,000 Federal 9% 730,706 State 90% 7,255,750 FTE: 47.3 4. Local Hospital Inpatient Psychiatric Services Description: Provides acute inpatient psychiatric care at Contra Costa Regional Medical Center, involuntary evaluation and crisis stabilization for seriously and persistently mentally ill clients who may be a danger to themselves or others. Local Hospital Inpatient Psychiatric Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $10,172,281 Financing: 7,412,694 Net County Cost: 2,759,587 Funding Sources: Local 1.6% $158,810 Federal 57.9% 5,887,371 State 13.4% 1,366,513 General Fund 27.1% 2,759,587 FTE: N/A 5. Outpatient Mental Health Crisis Service Description: The outpatient clinic provides crisis intervention and stabilization, psychiatric diagnostic assessment, medication, emergency treatment, screening for hospitalization and intake, disposition planning, and placement/ referral services. Services are provided at the CCRMC Crisis Stabilization Unit. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-189 Outpatient Mental Health Crisis Service Summary Service: Mandatory Level of Service: Mandatory Expenditures: $10,221,225 Financing: 7,400,111 Net County Cost: 2,821,114 Funding Source: Local 10.2% $1,038,394 Federal 26.2% 2,676,197 State 36.1% 3,685,520 General Fund 27.6% 2,821,114 FTE: N/A 6. Medi-Cal Psychiatric Inpatient/Outpatient Specialty Services (Managed Care) Description: Community based acute psychiatric inpatient hospital services and outpatient specialty mental health services are provided for Medi-Cal eligible adults and children. Until December 31, 1994, the State Department of Health Services paid for these inpatient psychiatric services. On January 1, 1995, the funds were transferred to local mental health programs to manage all the psychiatric inpatient needs of Medi-Cal beneficiaries. On April 1, 1998, the responsibility for outpatient specialty services was passed on to local mental health programs to manage those services. Medi-Cal Managed Care Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $5,800,420 Financing: 5,800,420 Net County Cost: 0 Funding Sources: Federal 31.1% $1,806,145 State 68.9% 3,994,275 FTE: 6.0 7. Mental Health Services Act/ 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”. A comprehensive plan has been approved by the Board of Supervisors and was submitted to the State Department of Mental Health on December 22, 2005. Each year an annual update is approved which includes program refinements, program changes when indicated, and the development of new programs identified by our local stakeholder process. In FY 2013- 2014, we anticipate several new stakeholder supported programs will be implemented to include: • An Early Intervention in Psychosis Program to serve 12 to 25 year olds who have developed psychosis or are prodromal to the development of the disease. This program will be based on the evidence based PIER Program. • A follow-up phone call program and drop-in groups for those at risk of suicide. This effort has been the result of Suicide Prevention Committee work to examine data in the system on those who have the highest risk of suicide. This pilot is modeled after the successful suicide prevention program implemented by the Henry Ford Health System. Health Services Health and Human Services B-190 County of Contra Costa FY 2013-2014 Recommended Budget Innovation Projects: Two programs aimed to provide mental health, as well as vocational and supportive services to sexually exploited youth. • An integration project between Public Health, Mental Health, and the Women, Infants and Children Program (WIC) to provide identification and treatment for women with perinatal depression at the WIC site. • Peer Provider Wellness Coaches to work with clients on taking an active role promoting wellness and recovery by teaching self-management skills. The projected $29,888,041 state allocation for FY 2013-2014 is anticipated to include an increase to the current allocation and will be expended as follows: Program Type $ in Millions Community Support System 20.4 Prevention and Early Intervention 7.0 Work Force Education & Training 0.5 Capital Facilities 0.6 Innovation 1.3 Total MHSA Allocation $ 29.8 Mental Health Services Act Service: Mandatory Level of Service: Discretionary Expenditures: $29,888,041 Financing: 29,888,041 Net County Cost: 0 Funding Sources: Local 100% $29,888,041 (Transfers from the MHSA Fund) FTE: 131.4 Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-191 Behavioral Health – Alcohol and Other Drugs General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 2,760,447 3,331,147 4,386,155 4,386,155 0 Services and Supplies 10,725,391 10,746,592 11,013,043 11,013,043 0 Other Charges 8,191 25,798 25,798 25,798 0 Expenditure Transfers (848,653) (382,477) 26,739 26,739 0 TOTAL EXPENDITURES 12,645,376 13,721,060 15,451,735 15,451,735 0 REVENUE Other Local Revenue 3,495,707 770,802 5,464,662 5,464,662 0 Federal Assistance 1,672,964 3,641,908 2,374,153 2,374,153 0 State Assistance 7,120,082 8,729,475 7,334,790 7,334,790 0 GROSS REVENUE 12,288,753 13,142,185 15,173,605 15,173,605 0 NET COUNTY COST (NCC) 356,623 578,875 278,130 278,130 0 Allocated Positions (FTE) 25 30 39 39 0 FINANCIAL INDICATORS Salaries as % of Total Exp 20% 24% 28% 28% % Change in Total Exp 9% 13% 0% % Change in Total Rev 7% 15% 0% % Change in NCC 62% (52%) 0% COMPENSATION INFORMATION Permanent Salaries 1,395,583 1,718,176 2,388,612 2,388,612 0 Temporary Salaries 88,043 106,140 31,308 31,308 0 Permanent Overtime 15,032 1,860 23,820 23,820 0 Deferred Comp 2,210 2,040 3,840 3,840 0 Comp & SDI Recoveries (1,180) 0 0 0 0 FICA/Medicare 112,249 131,370 187,240 187,240 0 Ret Exp-Pre 97 Retirees 6,455 6,120 6,120 6,120 0 Retirement Expense 495,569 599,913 871,065 871,065 0 Employee Group Insurance 212,388 323,017 417,037 417,037 0 Retiree Health Insurance 289,861 288,996 288,996 288,996 0 OPEB Pre-Pay 102,277 102,277 102,277 102,277 0 Unemployment Insurance 5,392 6,589 9,301 9,301 0 Workers Comp Insurance 36,568 44,649 56,539 56,539 0 Health Services Health and Human Services B-192 County of Contra Costa FY 2013-2014 Recommended Budget Description: To reduce the incidence and prevalence of alcohol and drug abuse through prevention, intervention and treatment/recovery services. Workload Indicator: The recommended FY 2013-2014 budget is based on an average caseload of 4,422 clients. Impact: The recommended budget maintains the current level of services. 1. Prevention Services Description: Prevention programs provide alcohol and other drugs education, drug free activities, community-based initiatives, problem identification and referrals for youth and adults. Prevention Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,451,181 Financing: 1,451,181 Net County Cost: 0 Funding Sources: State 100% $1,451,181 FTE: 4.0 2. Non-Residential Program Description: Outpatient substance abuse recovery services for adults, youth/adolescents and family members who have alcohol and other drug problems, and persons at risk or addicted to alcohol and other drugs. Services include individual, family and group counseling, educational and recovery support groups. Non-Residential Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $692,298 Financing: 647,070 Net County Cost: 45,228 Funding Sources: Local 5.0% $34,426 State 88.5% 612,644 General Fund 6.5% 45,228 FTE: 0 3. Residential Services Program Description: Recovery services for men, women with their children, and detoxification for adults. Services include individual, group, family counseling and 12-step support services. Treatment is designed to promote recovery, healthy relationships and positive participation in society. Residential Services Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,564,966 Financing: 3,332,064 Net County Cost: 232,902 Funding Sources: Local 62.7% $2,233,260 State 30.8% 1,098,804 General Fund 6.5% 232,902 FTE: 17.0 Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-193 4. Narcotic Treatment Program Description: Outpatient methadone maintenance provided under a contract for opiate dependent adults, especially those persons at risk of HIV infection through I.V. drug use. Also includes services for pregnant addicts and persons suffering with co-occurring disorders. Narcotic Treatment Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $4,148,306 Financing: 4,148,306 Net County Cost: 0 Funding Sources: Federal 42.8% $1,774,153 State 57.2% 2,374,153 FTE: N/A 5. Special Programs Description: The department administers several time-limited federal and state special initiatives and demonstration projects including Perinatal Substance Abuse Treatment, First 5 (Prop 10), Bay Area Services Network (BASN) Project, and Comprehensive Drug Court Implementation (CDCI). Special Programs Summary Service: Discretionary Level of Service: Discretionary Expenditures: $4,824,182 Financing: 4,824,182 Net County Cost: 0 Funding Sources: Local 64.8% $3,125,913 State 35.2% 1,698,251 FTE: 2.0 6. Support Services and Countywide Prevention Description: Provides management of all substance abuse services, funds and programs, including contracted services. Oversees countywide service delivery system, including budgeting, program planning and evaluation, contract development and processing, and other services. This category also includes the provision of countywide prevention services, special projects and grant management. Support Services Service: Discretionary Level of Service: Discretionary Expenditures: $371,045 Financing: 371,045 Net County Cost: 0 Funding Sources: Local 19.1% $71,045 State 80.9% 300,000 FTE: 16.0 Health Services Health and Human Services B-194 County of Contra Costa FY 2013-2014 Recommended Budget 7. Substance Abuse and Mental Health (SAMHWORKs) Program Description: Provides assessment, referrals and treatment for CalWORKs clients referred through the County Employment and Human Services Department. Services include outpatient and residential substance abuse treatment, childcare specialists, parenting classes and domestic violence counseling for individuals and groups. The goal of all treatment is to reduce barriers to employment. Services are developed jointly with Employment and Human Services through a Memorandum of Understanding. SAMWORKs Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $399,757 Financing: 399,757 Net County Cost: 0 Funding Sources: State 100% $399,757 FTE: N/A Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-195 Behavioral Health – Homeless Programs General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 466,242 643,883 710,680 710,680 0 Services and Supplies 5,814,310 5,577,930 5,360,487 5,360,487 0 Other Charges 109 0 0 0 0 Expenditure Transfers (2,064,042) (2,162,012) (2,545,617) (2,545,617) 0 TOTAL EXPENDITURES 4,216,620 4,059,801 3,525,550 3,525,550 0 REVENUE Other Local Revenue 494,671 563,489 162,811 162,811 0 Federal Assistance 2,283,134 2,500,600 1,814,861 1,814,861 0 State Assistance 358,017 239,394 150,000 150,000 0 GROSS REVENUE 3,135,822 3,303,483 2,127,672 2,127,672 0 NET COUNTY COST (NCC) 1,080,798 756,318 1,397,878 1,397,878 0 Allocated Positions (FTE) 5 6 6 6 0 FINANCIAL INDICATORS Salaries as % of Total Exp 7% 10% 12% 12% % Change in Total Exp (4%) (13%) 0% % Change in Total Rev 5% (36%) 0% % Change in NCC (-30%) 85% 0% COMPENSATION INFORMATION Permanent Salaries 267,046 372,456 405,984 405,984 0 Temporary Salaries 13,764 6,133 6,133 6,133 0 Permanent Overtime 432 0 0 0 0 Deferred Comp 1,020 4,620 4,620 4,620 0 FICA/Medicare 20,816 28,500 31,056 31,056 0 Ret Exp-Pre 97 Retirees 1,225 1,651 1,651 1,651 0 Retirement Expense 88,361 130,428 152,762 152,762 0 Employee Group Insurance 55,872 79,710 87,726 87,726 0 Retiree Health Insurance 6,463 6,424 6,463 6,463 0 OPEB Pre-Pay 3,365 3,365 3,365 3,365 0 Unemployment Insurance 1,016 1,404 1,536 1,536 0 Workers Comp Insurance 6,862 9,192 9,384 9,384 0 Health Services Health and Human Services B-196 County of Contra Costa FY 2013-2014 Recommended Budget Description: The Homeless Program has created an integrated system of care that includes information and referral, multi-service centers that provide case management and support services, outreach to encampments, coordination of a system for SSI eligibility determination, emergency shelter, transitional housing, and permanent supportive housing for adults, youth, and families. While the County program does not assume funding and management for all aspects of the continuum, it is the primary provider of emergency shelter for single adults, the only shelter and transitional housing for transition-age youth, it administers the Shelter Plus Care Program, and provides guidance and staff to the Contra Costa Inter- jurisdictional Council on Homelessness (CCICH). Workload Indicator: The requested FY 2013- 2014 budget is based on the provision of 85,045 annual shelter bed-days. Impact: The recommended budget maintains the current level of services. 1. Administration Description: Administration includes staffing, occupancy costs, costs incurred for CCICH, and costs associated with grant writing and con- sultation. Administration Summary Service: Discretionary Level of Service: Discretionary Expenditures: $526,638 Financing: 162,000 Net County Cost: 364,638 Funding Sources: State 28.5% $150,000 Local 2.3% 12,000 General Fund 69.2% 364,638 FTE: 3.5 2. Outreach and Engagement Services Description: These services are aimed at identifying homeless individuals, youth and families in need of services, and assisting them in accessing the services necessary to end their homelessness. Outreach and engagement services include an interim housing intake line, outreach teams, and multi-service centers. a. Adult Interim Housing Intake Line is a toll-free number (800-799-6599) for any homeless single adult to access a bed within our adult shelter system. b. Homeless Outreach Project to Encampments (HOPE) is an integrated community-based access and services program that targets men, women and children living within homeless encampments. In collaboration with Anka Behavioral Health, multi-disciplinary teams provide mental health assessments, interventions, medication management, immediate access to shelters, transportation, linkages to health care services, AOD detox and treatment services, housing services, and basic needs such as food and clothing. c. Family Employment Resource Services Together (FERST) Multi-Service Centers provides comprehensive support services, including case management, basic needs assistance, and outpatient drug abuse treatment at Anka Behavioral Health Services multi-service centers located in West, Central, and East County, serving over 900 adults and children each year. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-197 Outreach and Engagement Summary Service: Discretionary Level of Service: Discretionary Expenditures: $283,096 Financing: 283,096 Net County Cost: 0 Funding Sources: Federal 100% $283,096 FTE: 0 3. Interim/Transitional Housing and Support Services Description: Interim/Transitional Housing and Support Services offers short-term shelter and support services including referral and preparation for permanent housing and/or mental health and AOD detox and treatment services that allow for stabilization. a. Adult Interim Housing Program has 24-hour shelter facilities in Richmond and Concord that focus on housing search assistance with case management and other wrap around services including meals, laundry facilities, mail, and telephone services. The program has the combined capacity to serve 175 men and women, including specialized services for veterans. b. Supportive Services for Veteran Families is a support service program that provides outreach, housing search assistance and case management services to homeless veterans residing in the Richmond and Concord interim housing facilities, and/or accessing services at the multi-service centers. c. Philip Dorn Respite Center is a 24-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. d. Sober Living Transitional Housing is a 13-bed transitional living program for homeless men in recovery from addiction to substances. The goal of this program is to provide housing for up to two years, goal- oriented counseling, and relapse prevention services to homeless individuals recently graduated from residential and/or outpatient drug treatment. Interim Housing and Support Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,092,689 Financing: 335,765 Net County Cost: 756,924 Funding Sources: Federal 30.7% $335,765 General Fund 69.3% 756,924 FTE: 1.0 4. Supportive Housing Programs Description: The Supportive Housing Program provides a variety of permanent housing options for homeless adults, families, and transition age youth with disabilities. All housing options come with supportive services aimed at assisting the resident in maintaining their housing. a. Shelter Plus Care (S+C) provides housing subsidies, through the Housing Authority of Contra Costa County, to homeless persons with disabilities and links them to support services. This program has the capacity to serve over 300 households. Health Services Health and Human Services B-198 County of Contra Costa FY 2013-2014 Recommended Budget b. Project Coming Home (PCH) – Addressing Addictions to Alcohol (AAA) is a partnership with Anka Behavioral Health, Inc. that expands upon PCH to provide permanent housing and supportive services to chronically homeless individuals who have a long-term addiction to alcohol. c. Contra Costa Rapid Re-housing Program is a federally funded initiative (HUD) to quickly re-house families who are recently homeless. In partnership with SHELTER, Inc., the project will provide temporary (12-15 month) rental assistance, housing placement services and transitional case management and support services to help families achieve self-sufficiency and housing stability. Each year, 12 family households will be served in the program. Supportive Housing Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $735,670 Financing: 735,670 Net County Cost: 0 Funding Sources: Local 8.7% $64,073 Federal 91.3% 671,597 FTE: 0 5. Contra Costa Youth Continuum of Services (CCYCS) for Runaway and Homeless Youth Description: Contra Costa’s Youth Continuum of Services provides outreach, shelter, transitional, and permanent housing and services to youth ages 14-24. a. Homeless Youth – Health, Outreach and Peer Education (HY-HOPE) is a health, outreach and peer education program whose goals are to reduce harm done to youth while they are on the streets, build trusting relationships, provide healthier alternatives to being on the streets, and assist youth in making positive choices in their lives. Youth living on the streets and/or in any CCYCS program receive critical information and referrals to services, crisis intervention, life skills education and counseling. Additionally, health care is provided through an on-site adolescent health clinic sponsored by Health Care for the Homeless. b. Calli House is an 18-bed emergency shelter and service program located in Richmond that serves youth ages 14-21. Youth-specific case management, vocational and educational services, health care, and substance abuse support services are provided at the center during the day. c. Appian House - Transitional Housing for Youth provides longer-term housing and services for 18-21 year old homeless and/or emancipating foster care youth. This program provides transition-age youth with the support, guidance, and skill development over an 18 to 21-month period that will lead youth to viable employment and permanent housing options. d. Bissell Cottages provides longer-term housing and services for 18-24 year old homeless and/or emancipating foster care youth who have mental health disabilities. This program provides transition-age youth with the support, guidance, and skill development over a two-year period that will support youth in their wellness and recovery and lead them to permanent housing. e. Permanent Connections provides subsidized permanent housing linked to services for homeless youth with chronic mental illness, HIV/AIDS, or developmental or physical disabilities. Youth over the age of 18 receive “wrap- around” support services that assist them to not only maintain, but also thrive, in their housing. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-199 Contra Costa Youth Continuum of Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $740,188 Financing: 524,403 Net County Cost: 215,785 Funding Sources: Federal 70.8% $524,403 General Fund 29.2% 215,785 FTE: 1.0 6. Homeless Management Information System Description: The Homeless Management Information System (HMIS) is a federally required, shared homeless service and housing database system administered by the County Homeless Program, in coordination with the Contra Costa Inter-jurisdictional Council on Homelessness, and utilized by community- based homeless service providers. HMIS enables homeless service providers to collect and share uniform client information. Additionally, HMIS provides the ability for regional data sharing through our participation in the Bay Area Counties Homeless Information Collaborative’s (BACHIC’s) Regional Homeless Information Network Opportunities (RHINO) data warehouse. Homeless Management Information System Service: Discretionary Level of Service: Discretionary Expenditures: $147,269 Financing: 86,738 Net County Cost: 60,531 Funding Sources: Local 58.9% $86,738 General Fund 41.1% 60,531 FTE: 0 Health Services Health and Human Services B-200 County of Contra Costa FY 2013-2014 Recommended Budget Public Health General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 31,649,980 33,357,808 34,326,555 34,326,555 0 Services and Supplies 10,169,530 11,294,710 11,125,166 11,125,166 0 Other Charges 37 0 500 500 0 Fixed Assets 97,297 111,331 110,000 110,000 0 Expenditure Transfers (3,833,792) (3,670,919) (3,068,714) (3,068,714) 0 TOTAL EXPENDITURES 38,083,052 41,092,930 42,493,507 42,493,507 0 REVENUE Other Local Revenue 6,603,403 6,765,756 6,024,818 6,024,818 0 Federal Assistance 10,154,365 10,070,726 10,290,256 10,290,256 0 State Assistance 9,812,142 11,397,725 11,831,360 11,831,360 0 GROSS REVENUE 26,569,909 28,234,207 28,146,434 28,146,434 0 NET COUNTY COST (NCC) 11,513,142 12,858,723 14,347,073 14,347,073 0 Allocated Positions (FTE) 289 283 274 274 0 FINANCIAL INDICATORS Salaries as % of Total Exp 76% 75% 75% 75% % Change in Total Exp 8% 3% 0% % Change in Total Rev 6% 0% 0% % Change in NCC 12% 12% 0% COMPENSATION INFORMATION Permanent Salaries 16,867,781 17,367,328 17,337,096 17,337,096 0 Temporary Salaries 1,569,889 1,513,255 1,600,000 1,600,000 0 Permanent Overtime 34,291 34,524 62,230 62,230 0 Deferred Comp 53,986 55,243 65,186 65,186 0 Hrly Physician Salaries 0 0 2,000 2,000 0 Perm Physicians Salaries 285,462 282,912 305,472 305,472 0 Perm Phys Addnl Duty Pay 4,284 8,724 6,792 6,792 0 Comp & SDI Recoveries (30,971) (60,000) (60,000) (60,000) 0 FICA/Medicare 1,379,661 1,458,311 1,468,242 1,468,242 0 Ret Exp-Pre 97 Retirees 87,060 87,502 87,634 87,634 0 Retirement Expense 5,947,101 6,302,990 6,925,308 6,925,308 0 Employee Group Insurance 2,810,376 3,647,740 3,819,263 3,819,263 0 Retiree Health Insurance 1,485,128 1,479,672 1,555,500 1,555,500 0 OPEB Pre-Pay 630,565 630,564 630,564 630,564 0 Unemployment Insurance 67,554 73,213 73,557 73,557 0 Workers Comp Insurance 457,811 475,830 447,711 447,711 0 Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-201 Description: To promote, improve and protect the health of the residents of Contra Costa County with special attention to those who are most vulnerable to health problems and their consequences. Workload Indicator: The FY 2013-2014 Recommended Budget is based on: medical case management for 3,500 children with physically disabling conditions and physical and occupational therapy to 860 children; reducing the high rate of illegal tobacco sales to minors; 27,300 clinic visits; pregnancy prevention education to 8,300 teenagers; over 18,573 public health nursing visits to newborn babies and mothers; outreach and education to 13,400 residents and 600 community groups and businesses; 167,000 meals served or delivered to seniors; 11,375 child and adult immunizations and 3,300 flu vaccines to the community; 9,000 oral health assessments; 2,500 sealant x-rays and 900 sealants and fluoride varnish applications for children; 20,000 food vouchers monthly to low-income women and children; management and control of 60 active cases of tuberculosis in the community and 40 contacts in the community; 1,555 reports of communicable disease received and investigated; 550 contacts, case management and home visiting for over 850 high-risk pregnant women and babies; support services for 650 low-income HIV positive individuals; and 22,000 women and children seen per month by the Women Infant and Children Program. Impact: The recommended budget maintains the current level of services. 1. Public Health Administration and Financial Management Description: Public Health Administration in- cludes the Director, Administrator, and support staff. Specific functions are divided into budg- eting, billing, accounting, purchasing, and contract management. a. Developmental Disabilities Council Description: The Developmental Disabilities Council of Contra Costa County is the official planning, coordinating and advisory body to the Contra Costa County Board of Supervisors for individuals with developmental disabilities and their families. The 21 member Council works to develop and improve needed community services, while providing information about resources and taking a leadership role in planning, training and advocacy. In addition, the Council has been very active in responding to the increasing prevalence of autism and the importance of early detection/intervention and developing strategies to increase access to health care for individuals with development disabilities. There are over 500 individuals, agencies, and organizations that make up the organizational membership of the Council that represents the population of over 5,000 disabled individuals and their families from economic, ethnic, cultural and linguistic backgrounds in Contra Costa County. The Council has served the citizens of the County for 40+ years and is staffed part-time. b. Vital Registrations Description: The Office of the Local Registrar (OLR) of Vital Registrations is a state-mandated function of local health departments. The office is responsible for certifying and registering ap- proximately 11,434 births, 7,330 deaths and 38 fetal deaths occurring in the County annually; issuing 8,370 permits for the disposition of human remains; and providing 54,821 certified copies of birth and death certificates annually. The OLR 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 is provided to department biostatisticians for epidemiological research, which is used by various County and community agencies for service planning. In addition, the office is responsible for the registration of confidential morbidity reports and assisting with Declaration of Paternity forms (63 in 2011). Health Services Health and Human Services B-202 County of Contra Costa FY 2013-2014 Recommended Budget c. Epidemiology, Planning and Evaluation Description: Provides health assessment and evaluation support to Public Health, the Contra Costa Health Plan, the Office of the Director, and others. It 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; works with managers to collect and analyze information for their use in the development of federal, state, and foundation grant applications, program plans and required evaluations; and responds to hundreds of requests each year for health information about the County. In addition to this unit, Epidemiology, Surveillance and Health Data staff monitor communicable disease incidence, prevalence, and trends in Contra Costa; provides active HIV and AIDS surveillance to assure accurate and timely reporting of HIV and AIDS; and coordinates information with four local laboratories including Kaiser Regional Laboratory and private laboratories. Health data for communicable diseases is analyzed every year and reports are distributed to medical providers and others. Reports are also prepared upon request for medical providers, grant writers, the press and the general public. The unit has GIS mapping capabilities and provides mapping for data/surveillance needs. Additionally, the unit provides confidential and voluntary partner notification and referral services and special cases investigation for HIV positive persons on request. d. Promotoras and Health Conductors Description: In calendar year 2012, the Promotora and African American Health Conductor Programs provided 878 unduplicated Latino and African American West, East and Central County residents with: health benefit enrollment, assistance with making medical and mental health appointments, health navigation and linkage to community resources. Additionally the Promotoras and Health Conductors assisted 318 unduplicated patients in pedi-obesity, diabetes or prenatal patient group visits at the West County, Pittsburg, Martinez and Brentwood Health Centers. Community nutrition classes via a partnership with Public Health Community Wellness and Prevention were provided to 120 East and Central County residents in various community schools and First Five Centers. In July 2011, through a grant from the San Francisco Foundation, a West County Health Reentry Program was started and an African American Health Conductor was identified, trained and placed at the Richmond Health Center (now called the West County Health Center). In 2012 thanks to this initial grant, 60 reentry men were assisted with: health benefit enrollment, accessing medical services, patient navigation and connection to a medical home. Additionally more than 76 medical staff at the Health Center were provided with cultural competence education on the formerly incarcerated. In July 2012 the Promotoras and Health Conductors partnered with Public Health Prenatal Care Guidance program to provide 1,769 community contacts with presumptive eligibility awareness. The Promotoras and Health Conductors also provide cultural competency expertise in Health Service Staff to assure that patient group visit curriculums and processes are culturally appropriate. In 2012 they assisted with the development of a six-session Spanish language diabetes curriculum, which has been piloted at the Pittsburg Health Center and the development of a 14-session African American centered prenatal group called Golden Start which is now being piloted at the Pittsburg Health Center. e. Violence Prevention Re-entry Efforts Program Description: In 2012, staff worked with CCHS divisions to continue 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 CBO initiatives to make Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-203 CCHS resources and expertise available to support these community-led efforts. Public Health Administration and Financial Management Service: Discretionary Level of Service: Discretionary Expenditures: $5,156,431 Financing: 2,161,599 Net County Cost: 2,994,832 Funding Sources: State 33% $1,720,871 Local 9% 440,728 General Fund 58% 2,994,832 FTE: 26 2. Senior Nutrition Program Description: The Senior Nutrition Program pro- vides hot, nutritious daily meals to the elderly, which is the fastest growing segment of the population in the County. Meals are provided in both the congregate (Senior Center) and home delivery (Meals on Wheels) models utilizing over 800 volunteers each month to deliver services. The program currently serves approximately 163,700 meals in a congregate setting and 376,200 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. Program participant contributions and private sector fund- raising also provide significant funding sources. In addition to elderly participants, approximately 2,350 meals are delivered to homebound AIDS/HIV clients annually through separate funding. The program also supplies 8,000 meals annually for one adult day care provider. Senior Nutrition Program Service: Discretionary Level of Service: Discretionary Expenditures: $1,390,788 Financing: 1,294,999 Net County Cost: 95,789 Funding Sources: Local 93% 1,294,999 General Fund 7% $95,789 FTE: 3 3. Communicable Disease Prevention and Control/Health Emergency Response Unit Description: These programs work to prevent and control the spread of communicable diseases through health education, epidemiological surveillance and investigation, case management and laboratory testing. These programs also respond to media inquiries around communicable disease issues. Isolation 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, child care 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. Health Emergency Response Unit develops plans and procedures to respond to the health impacts of naturally occurring Health Services Health and Human Services B-204 County of Contra Costa FY 2013-2014 Recommended Budget 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 is 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. b. Sexually Transmitted Disease (STD) Program works to reduce STDs by identifying new cases of sexually transmitted diseases and their sexual contacts and ensuring appropriate treatment of reported cases. In addition to supporting weekly STD clinic operations, staff in this program provide health education and risk reduction services as well as STD testing services in various venues throughout the county. Provisional data through the third quarter of CY 2012 shows nearly 3,000 cases of chlamydia and 906 cases of gonorrhea were reported among Contra Costa residents. 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 follows people with syphilis and provides prevention education on 32 other STDs. Through the third quarter of 2012 follow-up was provided to 58 cases of primary, secondary and early latent syphilis. The STD Program emphasizes prevention education in clinics, community based agencies, and in a variety of youth venues. The program provides three STD clinics that offer rapid HIV testing and has expanded STD testing and prevention services to youth in various Alcohol and Other Drug Services Programs. c. AIDS Program reduces the transmission of HIV and improves health outcomes for HIV positive individuals in Contra Costa through the provision of individual and community education and prevention services, home and clinic-based case management, clinic navigation services, mobile HIV testing services, clinic quality assurance activities and agency capacity building. HIV rapid test services support healthier behaviors by encouraging people of all ages and orientations to know their HIV status. Confidential and quick HIV and hepatitis C testing in non-traditional sites such as soup kitchens, shelters, substance abuse agencies and parks reach about 2,000 people per year who are not routinely seen in traditional medical venues. Partner services are available to assist with anonymous notification of partners and encourage follow up testing and linkage to care and treatment. In CY 2012, services for people with HIV, provided directly or via subcontracted providers, reached 832 low-income HIV- positive individuals, providing nurse and community-based case management services, clinical social work services, oral health care, benefits counseling, clinical outreach, medication access and education, AIDS Drug Assistance Program enrollment, food and transportation assistance, substance abuse and mental health support, home care services, housing assistance and other emergency assistance. These services allow people to remain in their homes longer, reducing emergency medical care, decreasing hospitalization, reducing cost, and improving health status. The clinical quality management program monitors approximately 200 individuals at risk for poor health outcomes and provides support to the clinicians and patients through case conferencing and outreach support services. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-205 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. Capacity building activities expand community ability and competency to serve people with HIV or at risk for HIV. Recent community and provider trainings include: “Training Operations to Promote Safety Around Field Encounters,” “Building a Foundation for HIV/AIDS Work,” “Cultural Competence in Engaging and Retaining African American and Latino MSM’s in Care,” and “Partner Counseling and Referral Services.” A clinic provider symposium provided HIV clinicians with tools for STD diagnosis and care as well as for enhanced partner services referrals. Collaboratives with the Homeless System of Care, CCRMC’s Emergency Department, STD, AODS, and Public Health Clinic services have strengthened all Health Department Programs serving similar populations. d. 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. In 2012 and subsequent years, all students entering 7th grade will be required to have had a Tdap. Education and training for parents, providers and the community about new vaccines and the importance of immunizations is ongoing. Staff also encourages providers to participate in the California Immunization Registry (CAIR), a community-wide database of immunization records, and provides training and technical support to users of the registry. This program also conducts disease investigation into the occurrence of vaccine-preventable diseases (VPD), conducts the perinatal hepatitis B program to prevent the development of chronic hepatitis B in infants, and reviews immunization records of refugees seeking adjustment of status for U.S. permanent residence. In 2012, 9,813 immunizations were given at Public Health clinics, including 1,239 flu vaccines. e. Tuberculosis (TB) Control Program provides Public Health Nurse (PHN) case management for people with active tuberculosis, their contacts, and others with TB infection but at high risk for progression to TB disease. In 2012, Contra Costa had 56 TB cases reported. The PHNs do home visiting to monitor the health status of the patient and to assure proper and complete compliance with the medical regimen. Multiple drug-resistant TB requires daily PHN visits for administration of intramuscular or intravenous medications. Disease Investigators work in concert with the PHN to assure compliance and deliver the TB medication to the patient on a daily or twice weekly basis. In addition, contacts of an active case are interviewed, examined and placed on preventive therapy as necessary. Contra Costa continues to have TB cases, which necessitates careful monitoring and response to reported cases and prevention of further disease through contact investigation and treatment. Tuberculosis patients frequently have chronic conditions such as diabetes, HIV, kidney failure on dialysis, or organ transplantation which complicates tuberculosis care. f. LEAP (Limited English Access Program) serves people coming into the County from other countries who are refugees, immigrants and asylees. Many of these persons do not speak English and need assistance with establishing and obtaining their health care. Three Refugee Health Program staff members are specifically trained to provide assistance to all refugees and asylees obtaining the required health care screening and follow up care at our hospital and health centers. The program works closely with Jewish Family and Children Services, International Rescue Committee and Catholic Charities in coordinating health, housing and social services for newly arriving residents. There are 70 to 80 refugees who settle in Contra Costa each year and approximately three times that many immigrants and asylees. Health Services Health and Human Services B-206 County of Contra Costa FY 2013-2014 Recommended Budget g. Health Care Interpreter Network (HCIN) provides language assistance throughout Health Services for patients who are not proficient in English or who are deaf or hearing impaired. This service incorporates network partners from throughout the state to ensure that meaningful communication between the patient and health care provider is available at all times. Our 14 qualified medical interpreters provide interpretation through telephone or video systems into the provider examination room or wherever patients access our health system. In addition, this program is now a part of a nationwide network, sharing our interpreters and utilizing language skills we might need from other partner systems. h. Public Health Laboratory provides testing in the areas of bacteriology, parasitology, mycobacteriology, mycology, immunology and virology throughout the hospital, clinics and public health to support the health care system. Microbiological examinations of food and water are also provided in support of Environmental Health Programs and Communicable Disease. 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 salmonella testing, tuberculosis, botulism testing and others and is heavily involved in communicable disease outbreaks including the Norovirus. The lab takes part in the State’s Respiratory Lab Network, and partners with the state’s CEIP program for surveillance of influenza virus by testing samples from clinics and hospitals in Contra Costa County. The Public Health Lab is one of the eleven national labs participating in the Foodnet Retailed Meats study. i. Linguistic Access Program includes the Limited English Access Program (LEAP) and the Health Care Interpreter Network (HCIN). It also includes the translation of all written documents for Contra Costa Health Services. This language service is mandated by both state and federal law. The program currently has 14 qualified medical interpreters who speak 13 different languages and assist with interpretation for CCRMC and all Health Centers as well as for the CCHP network providers and the Health Care Interpreter Network. Communicable Disease Control Summary Service: Mandatory/Discretionary Level of Service: Discretionary Expenditures: $12,454,231 Financing: 8,320,120 Net County Cost: 4,134,111 Funding Sources: Local 26% $3,269,232 Federal 18% 2,287,410 State 22% 2,763,478 General Fund 33% 4,134,111 FTE: 63 4. Family, Maternal & Child Health Programs (FMCH) Description: The Family, Maternal & Child Health 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; the provision of training and technical assistance to individuals, health care providers, and community groups regarding maternal and child health data, practice and policy issues; interfacing with other counties, local and national MCH programs, and policy makers; and data collection and analysis. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-207 The following programs are part of the extensive network of safety-net services offered by the FMCH programs. a. Black Infant Health Program (BIH) aims to improve African American infant and maternal health and decreasing 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, and social service case management to link clients with needed community and health-related services. BIH recognizes that women’s health and health related behaviors are shaped by medical and non-medical factors. The goal of the program is to address social determinants of health by providing services and information in a culturally relevant manner that respects clients’ beliefs and cultural values while promoting overall health and wellness. Services are provided in West Contra Costa County. b. Children’s Oral Health Program provides an array of oral health services including assessments, oral health education, fluoride varnish and dental sealants to over 12,000 children (ages 3-19 years) each year throughout Contra Costa County. The services of the Children’s Oral Health Program reach underserved and uninsured children and their parents, and provides necessary oral health screenings, assessments, and referrals. Program staff provides preventive oral health services to at-risk youth at Juvenile Detention, Orin Allen Detention Facility and Cali House. The program aims to educate pregnant and parenting women on oral health by collaborating with perinatal providers and WIC. The program links 1,900 uninsured and under-insured children throughout the County through Ronald McDonald Mobile Care. c. Comprehensive Perinatal Services Program (CPSP) recruits and approves medical providers to participate in this prenatal care services program. CPSP performs quality assurance reviews, offers technical assistance, and provides education to providers to assist them in providing quality prenatal care services to low income, at-risk pregnant women in the County. CPSP works closely with the managed care plans to assure a consistent standard of care among services delivered to low-income women. d. Fetal Infant Mortality Review (FIMR) Program is an interdisciplinary case review process focusing on implementing system- wide interventions to decrease the incidence of fetal and infant mortality. FIMR provides bereavement support and inter-conception care services to women and families, including linkages to other social and health services. e. Lift Every Voice (LEV) provides outreach and case management services to incarcerated pregnant women and teens prior to release from the County detention facility and juvenile hall to assure that newborns have a safe environment in which to live after delivery and are not placed in foster care. At the time of their release, LEV assists women with accessing Medi-Cal insurance, prenatal care and case management services, and links women with community resources and other home visiting programs for ongoing support. LEV is a unique public health approach to reaching hard-to-reach populations requiring a complex array of services and strategies to ensure that they are successful parents and make healthy and positive choices. f. Nurse-Family Partnership (NFP) Program is an evidence-based home visiting program in which ongoing services are provided by a team of Public Health Nurses to low-income first time mothers during pregnancy through two years post- partum. Contra Costa is one of 17 counties receiving federal funding from the Maternal, Infant, and Early Childhood Home Visiting (MIECHV) and is part of the California Home Visiting Program. The NFP Program has several goals, including achieving better pregnancy outcomes, improve the child’s health and development and help the families become economically self-sufficient by working with parents to develop a vision Health Services Health and Human Services B-208 County of Contra Costa FY 2013-2014 Recommended Budget for their future, plan subsequent pregnancies, continue their education and find work. Federal funding is expected through June 2014. g. Prenatal Care Guidance Program (PCG) provides intensive home-based education and support services to over 375 Medi-Cal eligible women throughout Contra Costa County each year to promote early entry into prenatal care, ensure healthy birth outcomes, reduce infant mortality and morbidity, and ensure babies receive wellness care. Community Health Worker Specialists provide case management for clients at risk for depression, substance use, domestic violence and child abuse, and make appropriate and essential interventions and referrals. h. Sudden Infant Death Syndrome (SIDS) Program is a 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. Family, Maternal & Child Health Summary Service: Mandatory/Discretionary Level of Service: Discretionary Expenditures: $5,775,898 Financing: 2,655,494 Net County Cost: 3,120,404 Funding Sources: Federal 36% $2,093,664 State 10% 561,830 General Fund 54% 3,120,404 FTE: 27 5. Public Health Clinic Services (PHCS) Description: Provides staffing, administration and management for all clinical services provided under the Public Health Division. These clinics include Women’s Health Clinics, Pediatric Clinics, Immunizations Clinics, Sexually Transmitted Diseases Clinics, Employee Occupational Health Program, and School-Based Clinics. Additionally, Health Care for the Homeless provides mobile clinics at 14 sites where homeless people congregate, and a Respite Clinic. A number of these clinic services are jointly operated with the Ambulatory Care Division. Services provided by these programs include: • Women’s Health clinics – 9,568 appointments available/year • Pediatrics clinics – 9,660 appointments available/year • Immunizations and TB clinics – 17,480 appointments available/year • School-Based clinics – 9,000 appointments available/year (includes 1,000 for new clinics) • Employee Occupational Health Program – 4,140 appointments available/year • Sexually Transmitted Diseases Clinics – 1,800 appointments available/year • Health Care for the Homeless/Respite Clinic - Over 14,000 visits annually (includes Respite clinic visits) • Total clinic visits 65,648 This section also provides staffing and man- agement for the Public Health Nursing (PHN) field services, and the Teen Pregnancy Prevention Initiative. PHNs provide nursing, health education, and support services through home visiting to new moms and babies, children with health issues and their families to promote health, prevent disease, disability, and premature death. Caseload is over 18,000 families annually. The Teen Pregnancy Prevention Initiative (Replication of Evidence-Based Programs) will provide two evidence-based teen pregnancy prevention programs in 12 middle, junior high and high schools in the cities of San Pablo, Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-209 Richmond and Pittsburg. The school sites for this initiative are Richmond, Kennedy, Pinole Valley, DeAnza, Riverside Continuation and Pittsburg High Schools; Rancho Medanos and Hillview Junior High School; and DeJean, Crespi, Helms and Pinole Middle Schools. The programs to be replicated for this project are “Draw the Line/Respect the Line” for students ages 11-14 at six middle/junior high schools, and “Reducing the Risk” for students ages 14-15 in six high schools, totaling approximately 8,300 participants. The overall program goal is to reduce the birth rate among youth 15-19 years old in Pittsburg, Riverside, Richmond, Kennedy, Pinole Valley and DeAnza High Schools by September 2015. 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. Public Health Clinic Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $10,371,716 Financing: 7,894,239 Net County Cost: 2,477,477 Funding Sources: Local 6% $586,802 Federal 10% 999,117 State 61% 6,308,320 General Fund 24% 2,477,477 FTE: 97 6. The Community Wellness and Prevention Program (CW&PP) Description: The primary goals of CW&PP are to examine the root causes of poor health, to support factors that promote community health, and to reduce risk factors that contribute to the leading causes of death and disability. CW&PP works in partnership with diverse communities and uses a spectrum of strategies to accomplish its goals. Programs focus on prevention of chronic disease and injuries − the two leading causes of death and disability in the United States. Sixty-two percent of CW&PP’s $2 million budget comes from grants from outside sources. a. Tobacco Prevention Program (TPP) works on issues of youth access to tobacco, reducing tobacco influences in the community, and reducing exposure to secondhand smoke. TPP has worked with Contra Costa cities to adopt and implement tobacco prevention policies to change community norms that facilitate behavior change and reduce tobacco use and exposure to tobacco influences. This work has led to reducing the illegal sales rate of tobacco products to youth from 37% to 8% in the unincorporated area of the County, adoption of laws that protect residents from secondhand smoke exposure in both outside areas and inside multi-unit housing, and a decrease in the smoking rate by 31% since 1990. Tobacco use and secondhand smoke exposure are casually linked to numerous cancers, heart disease and respiratory illnesses, and is a major contributor to health disparities. The TPP works with community partners to reduce the health disparities through tobacco prevention policy adoption and implementation. Medical expenses related to smoking in Contra Costa County are estimated at $228 million annually. b. Built Environment (BE) Program addresses the impact of physical environment on health. The program staffs the interdepartmental Planning Integration Team for Community Health (PITCH) that Health Services Health and Human Services B-210 County of Contra Costa FY 2013-2014 Recommended Budget includes representatives from Public Works, Department of Conservation and Development and Health Services to report to the Board of Supervisors about land use and transportation projects and policies to create healthier communities. The BE Program also partners with city staff and communities to advocate for healthy community designs for the Concord Naval Weapons Reuse and the Health Element of Richmond’s General and North Richmond’s Specific Plans. In East County, the BE Program works with the community to identify and address environmental concerns, working with high school students to identify and create a campaign to address any environmental justice issues. The program is also exploring the impact of climate change on health. Studies indicate that 1) access to well-planned streets, paths and other safe recreation space leads to increased physical activity; 2) communities that lack investment in biking and walking may be contributing to higher traffic fatalities; 3) states with the lowest level of walking and bicycling on average have the highest rate of obesity, diabetes and high blood pressure; and 4) proximity to fresh produce leads to higher level of fruit and vegetable consumption. c. Nutrition & Physical Activity Promotion Program (NuPACT) partners with federal, state and community agencies to provide nutrition and physical activity education and healthy, low-cost food demonstrations through child care centers, community events, and farm stand/farmers markets to over 7,000 adults and children every year. In addition, the program trains teachers to increase their students’ knowledge of and familiarity with California grown fruits and vegetables. The program collaborates with community partners to identify and increase the number of outlets for healthy food and physical activity in low- income communities by increasing healthy foods at small stores, cleaning up parks, distributing locally grown produce and other activities. The program works on local, statewide and organizational food and nutrition policies, including a 100% healthy vending policy for Health Services. The program chairs and staffs the Families Coalition for Activity and Nutrition, provides leadership to the Healthy and Active Before 5 Initiative, which focuses on obesity prevention for children age 0 – 5, and serves on the Leadership Council of the Bay Area Nutrition and Physical Activity Coalition. The Nutrition Program is also a key partner in the Kaiser-funded HEAL Project in West and Central County. d. The Nutrition, Exercise and Wellness (NEW) Kids Program is a comprehensive lifestyle program to prevent and treat childhood obesity, thus reducing risk for developing Type 2 diabetes, asthma, orthopedic problems, cardiovascular disease, behavioral problems and depression. NEW Kids serves high-risk families in East and Central County through intervention services of education and skill-building for overweight children and their families, and prevention strategies, which include school-based and community activities to provide families with an environment where they can eat healthy foods and engage in daily physical activity. NEW Kids has been effective in reducing children’s BMI, and participants report sustained behavior change through diet and exercise. NEW Kids served approximately 800 children and family members since the program’s inception in 1996. e. Lead Poisoning Prevention Program (LPPP) provides a countywide, compre- hensive program of prevention, screening, and clinical services for children and their families. Through extensive outreach, education and training, LPPP decreases lead exposure of children, which causes cognitive and behavioral impairment. As a result of ongoing, aggressive intervention, the blood lead levels in children throughout the County are dropping. LPPP serves about 150 children each year with elevated blood lead levels by educating their caretakers/parents about removing sources of lead, providing nurse case management, culturally and linguistically appropriate referrals, and linking them to specialized clinical services that decrease the life-long impact of lead on the child. Conservative estimates of the social and economic benefits of lead hazard control Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-211 indicate that every dollar invested in lead hazard control results in a return of $17-$221 (Environmental Health Perspectives, July 2009). New studies indicate lower crime rates in areas with decreasing lead hazards. The LPPP also contacts adults with occupational lead exposure and provides them with education about exposure source, workplace precautions, and information on protective measures for them and their family. The primary sources of lead include older housing found in many parts of the County and contaminated household items. The current direction is the development of a Healthy Homes Program addressing housing- related causes of asthma, injury, safety and lead poisoning. f. 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 building environmental policies and best practices to create communities that are safer for walking and bicycling. Educational activities include: traffic safety presentations to over 350 youth and bicycle helmets to over 250 low-income children annually; and safe cycling demonstrations at community events. IPPP is currently implementing a Safe Routes to School program in collaboration with school districts and the Public Works Department in communities throughout Contra Costa County. g. Women, Infants, and Children (WIC) Special Supplemental Food Program is a federal nutrition program that provides specific nutrition education and nutrition assessment services, checks and coupons for nutritious food, community referrals, and health monitoring to over 22,000 low income, pregnant, breastfeeding and postpartum clients and their infants and children under 5 years of age on a monthly basis. WIC also provides individual counseling and classes on preparing healthy meals and basic nutrition information. One key purpose of WIC is to prevent poor birth outcomes, including low birth weight births and infant mortality, and improve the nutrition and health status of participants. Community Wellness & Prevention Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $7,234,443 Financing: 5,819,983 Net County Cost: 1,414,460 Funding Sources: Local 6% $433,057 Federal 68% 4,910,065 State 7% 476,861 General Fund 20% 1,414,460 FTE: 58 7. Fixed Assets Description: To provide for acquisition of capital equipment and for needed capital improvement projects. Fixed Assets Summary Service: Discretionary Level of Service: Discretionary Expenditures: $110,000 Financing: 0 Net County Cost: 110,000 Funding Sources: General Fund 100% $110,000 FTE: N/A Health Services Health and Human Services B-212 County of Contra Costa FY 2013-2014 Recommended Budget Environmental Health General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 13,953,597 14,657,238 15,440,772 15,440,772 0 Services and Supplies 2,453,611 4,072,060 3,506,916 3,506,916 0 Other Charges 5 0 0 0 0 Fixed Assets 0 44,068 44,068 44,068 0 Expenditure Transfers (26,877) 121,971 130,938 130,938 0 TOTAL EXPENDITURES 16,380,336 18,895,337 19,122,694 19,122,694 0 REVENUE Other Local Revenue 16,725,376 17,949,211 18,847,028 18,847,028 0 State Assistance 343,142 400,000 400,000 400,000 0 GROSS REVENUE 17,068,518 18,349,211 19,247,028 19,247,028 0 NET COUNTY COST (NCC) (688,182) 546,126 (124,334) (124,334) 0 Allocated Positions (FTE) 92 92 95 95 0 FINANCIAL INDICATORS Salaries as % of Total Exp 85% 78% 81% 81% % Change in Total Exp 15% 1% 0% % Change in Total Rev 8% 5% 0% % Change in NCC (179%) (123%) 0% COMPENSATION INFORMATION Permanent Salaries 7,917,176 8,019,033 8,424,188 8,424,188 0 Temporary Salaries 78,626 163,200 163,200 163,200 0 Permanent Overtime 310,774 370,653 370,653 370,653 0 Deferred Comp 11,332 11,786 11,786 11,786 0 Comp & SDI Recoveries (35,229) (15,428) (15,428) (15,428) 0 FICA/Medicare 454,405 509,752 560,953 560,953 0 Ret Exp-Pre 97 Retirees 46,212 47,317 47,317 47,317 0 Retirement Expense 3,481,315 3,793,002 4,085,731 4,085,731 0 Employee Group Insurance 1,033,075 1,098,607 1,086,720 1,086,720 0 Retiree Health Insurance 323,263 315,324 364,356 364,356 0 OPEB Pre-Pay 100,235 100,235 100,235 100,235 0 Unemployment Insurance 29,732 32,501 34,130 34,130 0 Workers Comp Insurance 202,680 211,256 206,931 206,931 0 Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-213 Description: Includes programs to minimize or eliminate disease transmission, to preserve the environmental quality of Contra Costa County, to preserve the health and safety of Contra Costa County, and the cleanup of toxic waste spills and identification of the responsible parties. Workload Indicators: The recommended FY 2013-2014 budget is based on a monthly average of 266 hazardous material inspections and 3,064 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 characteriza- tion of unknown substances and for risk as- sessment and oversight of hazardous mate- rials spills and releases, mitigating releases and spills, and disposing of small quantities of hazardous wastes. b. Hazardous Waste Generator Program: Provides enforcement, education and consultation to over 1,688 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 AB 2185 Program: Performs review and dissemination of hazardous materials management plans and hazardous materials inventories from approximately 2,287 businesses, and inspection of businesses to ensure compliance with hazardous materials management plans and state and federal laws and regulations. The hazardous materials business plan information is made available to all of the fire departments and districts in Contra Costa County via the County’s GIS maps. d. Underground Tanks Program: Performs inspection and permitting of approximately 1,114 underground tanks at 396 tank facilities in Contra Costa County to protect soil and groundwater from contamination by hazardous materials. e. Above Ground Storage Tanks Program: Ensures that facilities that have above-ground storage of petroleum products follow their Spill Prevention Containment and Countermeasures Plan by inspecting approximately 313 facilities that have this storage. f. Accidental Release Prevention (ARP): Implements the California Accidental Release Prevention Program and the County’s Industrial Safety Ordinance that requires regulated facilities to develop and implement a prevention program and requires that businesses 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 approximately 390 businesses that have good compliance and environmental practices by designating the business as a Green Business. Hazardous Materials Program Summary Service: Mandatory Level of Service: Mandatory Expenditures: $8,622,830 Financing: 8,684,997 Net County Cost: (62,167) Funding Sources: Local Fees 100% $8,684,997 FTE: 35 Health Services Health and Human Services B-214 County of Contra Costa FY 2013-2014 Recommended Budget 2. Environmental Health Description: a. Retail Food Programs: Performs permitting and inspection of retail food facilities including: restaurants, bars, retail food markets, mobile food preparation vehicles and temporary food facilities; inspection of institutional and school food service facilities; registers and permits cottage food businesses; and conducts investigations of food-borne illness outbreaks. b. Recreational Health Programs: Performs permitting and inspection of public pools, spas and recreational beaches; permitting and inspecting of organized camps; conducts investigations of waterborne disease outbreaks. c. Plan Check Program: Reviews, and based on meeting local, state, and federal requirements, approves plans for retail food, public pools and spa facilities. d. Solid Waste Program: Performs permitting and inspection of landfills and transfer stations; inspections of closed or abandoned landfills; notification review and inspection of non-traditional 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 sewage collection and treatment systems; permitting and inspection of water wells, soil borings and monitoring wells; and evaluation of properties for compliance with environmental health criteria. Performs permitting and inspection of small water systems. g. Body Art Program: Performs registration of body artists, including plan check and inspection of tattoo, body piercing and other body art establishments. Environmental Health Summary Service: Mandatory Level of Service: Mandatory Expenditures: $10,455,796 Financing: 10,517,963 Net County Cost: (62,167) Funding Sources: Federal 3.8% $400,000 Local Fees 96.2% 10,117,963 FTE: 60 3. Fixed Assets Description: To provide for acquisition of capital equipment and for needed capital improvement projects. Fixed Assets Summary Service: Discretionary Level of Service: Discretionary Expenditures: $44,068 Financing: 44,068 Net County Cost: 0 Funding Sources: Local Fees 100% $44,068 FTE: N/A Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-215 Detention Facility Programs General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 11,621,065 12,736,157 13,642,152 13,642,152 0 Services and Supplies 9,127,086 9,265,169 9,844,310 9,844,310 0 Other Charges 193 0 0 0 0 Fixed Assets 44,808 0 0 0 0 Expenditure Transfers (1,754,720) (1,762,103) (1,846,155) (1,846,155) 0 TOTAL EXPENDITURES 19,038,432 20,239,223 21,640,307 21,640,307 0 REVENUE Other Local Revenue 3,944 236 236 236 0 State Assistance 72,450 81,492 62,300 62,300 0 GROSS REVENUE 76,394 81,728 62,536 62,536 0 NET COUNTY COST (NCC) 18,962,038 20,157,495 21,577,771 21,577,771 0 Allocated Positions (FTE) 79 82 82 82 0 FINANCIAL INDICATORS Salaries as % of Total Exp 56% 58% 58% 58% % Change in Total Exp 6% 7% 0% % Change in Total Rev 7% (23%) 0% % Change in NCC 6% 7% 0% COMPENSATION INFORMATION Permanent Salaries 6,288,799 7,157,061 7,346,606 7,346,606 0 Temporary Salaries 677,762 143,241 169,718 169,718 0 Permanent Overtime 212,837 253,051 486,324 486,324 0 Deferred Comp 7,624 7,560 5,760 5,760 0 Hrly Physician Salaries 0 0 0 0 0 Perm Physicians Salaries 307,241 305,964 285,240 285,240 0 Perm Phys Addnl Duty Pay 1,202 0 2,400 2,400 0 Comp & SDI Recoveries (9,844) (26,007) (26,007) (26,007) 0 FICA/Medicare 533,230 601,817 663,782 663,782 0 Ret Exp-Pre 97 Retirees 31,911 32,268 33,300 33,300 0 Retirement Expense 2,243,746 2,684,626 2,939,403 2,939,403 0 Employee Group Insurance 933,385 1,166,511 1,310,965 1,310,965 0 Retiree Health Insurance 148,086 151,872 147,252 147,252 0 OPEB Pre-Pay 34,880 34,880 34,880 34,880 0 Unemployment Insurance 27,128 29,799 34,235 34,235 0 Workers Comp Insurance 183,079 193,514 208,294 208,294 0 Health Services Health and Human Services B-216 County of Contra Costa FY 2013-2014 Recommended Budget Description: To provide medical and mental health services to inmates of the county adult and juvenile detention facilities. Workload Indicators: The recommended FY 2013-2014 budget is based on an average detention facilities census of 1,607 inmates. Baseline Budget: To maintain the existing level of services in FY 2013-2014, the Baseline Budget requires an increase of $1,269,371 above the FY 2012-2013 funding level. Impact: The recommended budget maintains the current level of services. 1. Detention Facility Mental Health Services Description: Provides assistance to the Sheriff's Department in the identification and management of the mentally ill in the county's main detention facility. Services include medication management, behavior management, crisis counseling, and brief therapy for the more severely disordered inmates. Program staff are available to Sheriff's staff for consultation and training. Detention Facility Mental Health Services Summary Service: Mandatory Level of Service: Discretionary Expenditure: $1,858,400 Financing: 62,300 Net County Cost: 1,796,100 Funding Sources: State 3% 62,300 General Fund 97% 1,796,100 FTE: 13.8 2. Detention Facility Medical Services Description: Provides all primary care medical services for inmates in the county's detention facilities, including diagnostic testing, treatment, nursing care, 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. Detention Facility Medical Services Summary Service: Mandatory Level of Service: Discretionary Expenditure: $19,781,907 Financing: 236 Net County Cost: 19,781,671 Funding Sources: Local 0% $236 General Fund 100% 19,781,671 FTE: 56.3 3. Juvenile Hall Medical Services Description: Provides primary care medical services to inmates at the Juvenile Hall, including diagnostic testing, treatment, nursing care and physician care. Juvenile Hall Medical Services Summary Service: Mandatory Level of Service: Discretionary Expenditure: $0 Expenditure Transfers: $1,357,679 Net County Cost: 0 Funding Sources: Expenditure Transfer 100% $1,357,679 (Probation) FTE: 11.5 Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-217 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 Expenditure: $0 Expenditure Transfers: 488,476 Net County Cost: 0 Funding Sources: Expenditure Transfer 100% $488,476 (Probation) FTE: 0 Health Services Health and Human Services B-218 County of Contra Costa FY 2013-2014 Recommended Budget Conservatorship/Guardianship General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 2,200,793 2,408,229 2,467,412 2,467,412 0 Services and Supplies 621,028 765,264 716,278 716,278 0 Expenditure Transfers 8,229 12,278 13,450 13,450 0 TOTAL EXPENDITURES 2,830,050 3,185,771 3,197,140 3,197,140 0 REVENUE Other Local Revenue 106,203 92,814 92,814 92,814 0 State Assistance 313,917 344,227 344,227 344,227 0 GROSS REVENUE 420,120 437,041 437,041 437,041 0 NET COUNTY COST (NCC) 2,409,930 2,748,730 2,760,099 2,760,099 0 Allocated Positions (FTE) 18 19 21 21 0 FINANCIAL INDICATORS Salaries as % of Total Exp 78% 76% 78% 78% % Change in Total Exp 13% 0% 0% % Change in Total Rev 4% 0% 0% % Change in NCC 14% 0% 0% COMPENSATION INFORMATION Permanent Salaries 1,124,459 1,254,321 1,286,289 1,286,289 0 Temporary Salaries 137,718 120,396 120,396 120,396 0 Permanent Overtime 21,268 8,700 8,700 8,700 0 Deferred Comp 2,040 3,060 3,060 3,060 0 Comp & SDI Recoveries (367) (6,140) (6,140) (6,140) 0 FICA/Medicare 95,589 106,065 98,405 98,405 0 Ret Exp-Pre 97 Retirees 5,451 5,964 5,964 5,964 0 Retirement Expense 394,053 442,626 493,344 493,344 0 Employee Group Insurance 201,900 249,546 240,902 240,902 0 Retiree Health Insurance 125,277 126,288 126,288 126,288 0 OPEB Pre-Pay 57,472 57,472 57,472 57,472 0 Unemployment Insurance 4,619 5,269 4,890 4,890 0 Workers Comp Insurance 31,316 34,662 27,842 27,842 0 Description: This program has responsibility for managing the financial affairs and daily support coordination of clients who are mentally ill, frail elderly or otherwise deemed to be incapable of caring for themselves in these areas. The Public Conservator is mandated by state law and the Public Guardian is responsible to the Board of Supervisors in the performance of these duties. Additionally, the program collects court-ordered Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-219 Conservatorship related fees on behalf of other county departments. Workload Indicators: The recommended FY 2013-2014 budget is based on an average caseload of 830 clients per month. Impact: The recommended budget maintains the current level of services. Conservatorship/Guardianship Summary Service: Mandatory Level of Service: Mandatory Expenditures: $3,197,140 Financing: 437,041 Net County Cost: 2,760,099 Funding Sources: Local 2.9% $92,814 State 10.8% 344,227 General Fund 86.3% 2,760,099 FTE: 21.0 Health Services Health and Human Services B-220 County of Contra Costa FY 2013-2014 Recommended Budget California Children's Services General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 6,724,920 7,044,729 7,611,587 7,611,587 0 Services and Supplies 1,705,641 2,020,783 1,411,773 1,411,773 0 TOTAL EXPENDITURES 8,430,561 9,065,512 9,023,360 9,023,360 0 REVENUE Other Local Revenue 476,955 454,390 453,700 453,700 0 State Assistance 5,553,212 5,675,559 6,022,049 6,022,049 0 GROSS REVENUE 6,030,167 6,129,949 6,475,749 6,475,749 0 NET COUNTY COST (NCC) 2,400,394 2,935,563 2,547,611 2,547,611 0 Allocated Positions (FTE) 54 52 56 56 0 FINANCIAL INDICATORS Salaries as % of Total Exp 80% 78% 84% 84% % Change in Total Exp 8% 0% 0% % Change in Total Rev 2% 6% 0% % Change in NCC 22% (13%) 0% COMPENSATION INFORMATION Permanent Salaries 3,760,557 3,891,491 4,133,167 4,133,167 0 Temporary Salaries 90,053 91,913 93,087 93,087 0 Permanent Overtime 1,292 2,501 4,077 4,077 0 Deferred Comp 7,315 4,860 13,080 13,080 0 Perm Physicians Salaries 126,215 126,094 129,096 129,096 0 Comp & SDI Recoveries (13,761) (25,025) (12,519) (12,519) 0 FICA/Medicare 287,647 303,739 317,985 317,985 0 Ret Exp-Pre 97 Retirees 18,320 18,369 18,387 18,387 0 Retirement Expense 1,325,245 1,436,358 1,660,268 1,660,268 0 Employee Group Insurance 623,335 688,461 747,608 747,608 0 Retiree Health Insurance 264,487 268,584 268,584 268,584 0 OPEB Pre-Pay 122,880 122,880 122,880 122,880 0 Unemployment Insurance 14,252 15,275 16,387 16,387 0 Workers Comp Insurance 97,085 99,229 99,500 99,500 0 Description: This program provides for the habilitation or rehabilitation of children with specific handicapping conditions in need of specialist care, whose families are unable, wholly or partially, to pay for the required care. The program currently serves 3,700 qualified children with handicapping conditions. Approximately 74% of these children are covered by the Medi-Cal program and 9% by the Healthy Families program. Case management Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-221 services are provided by the CCS staff. These case management functions help ensure that appropriate medical care and equipment are provided to the clients. Children with neuromuscular handicaps are assigned to clinic teams in one of the Medical Therapy Units (MTU). These teams consist of physicians and physical and occupational therapists. Workload Indicators: The recommended budget for FY 2013-2014 is based on a monthly average of 3,700 active cases, 805 of which are in the MTU, and 140 new applicants. Impact: The recommended budget maintains the current level of services. CCS Program Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $9,023,360 Financing: 6,475,749 Net County Cost: 2,547,611 Funding Sources: Local 5% $453,700 State 67% 6,022,049 General Fund 28% 2,547,611 FTE: 56 Health Services Health and Human Services B-222 County of Contra Costa FY 2013-2014 Recommended Budget Emergency Medical Services Emergency Medical Services Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 2,269,208 2,468,503 2,143,328 2,143,328 0 TOTAL EXPENDITURES 2,269,208 2,468,503 2,143,328 2,143,328 0 REVENUE Other Local Revenue 2,369,115 2,283,713 2,143,328 2,143,328 0 GROSS REVENUE 2,369,115 2,283,713 2,143,328 2,143,328 0 NET FUND COST (NFC) (99,906) 184,790 0 0 0 FINANCIAL INDICATORS % Change in Total Exp 9% -13% 0% % Change in Total Rev (4%) (6%) 0% % Change in NFC (285%0 (100%) 0% Description: The 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: $205,169 Financing: 205,169 Net Fund Cost: 0 Funding Sources: Court Fines 100% $205,169 Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-223 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: $313,956 Financing: 313,956 Net Fund Cost: 0 Funding Sources: Court Fines 100% $313,956 3. Physicians Description: Payments to physicians for emergency services to indigents. Physicians Summary Service: Discretionary Level of Service: Mandatory Expenditures: $1,071,146 Financing: 1,071,146 Net Fund Cost: 0 Funding Sources: Court Fines 100% $1,071,146 4. Hospitals Description: Payments to hospitals for emergency room care provided to indigents. Hospitals Service: Discretionary Level of Service: Mandatory Expenditures: $461,699 Financing: 461,699 Net Fund Cost: 0 Funding Sources: Court Fines 100% $461,699 5. Pediatric Trauma Centers (Richie’s Fund) Description: Reimbursement to physicians and hospitals for uncompensated services provided at pediatric trauma centers. Pediatric Trauma Centers Service: Discretionary Level of Service: Mandatory Expenditures: $91,358 Financing: 91,358 Net Fund Cost: 0 Funding Sources: Court Fines 100% $91,358 Health Services Health and Human Services B-224 County of Contra Costa FY 2013-2014 Recommended Budget Ambulance Service Area (Administered by CCHS; contained in Special District Budget) Service Area EM-1 (Zones A and B) 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 640,181 1,014,719 962,960 962,960 0 Services and Supplies 1,523,703 6,377,593 2,709,891 2,709,891 0 Other Charges 2,286,204 2,573,849 2,577,400 2,577,400 0 Fixed Assets 10,000 200,000 200,000 0 Expenditure Transfers 169,909 85,000 385,000 385,000 0 TOTAL EXPENDITURES 4,619,997 10,061,161 6,835,251 6,835,251 0 REVENUE Other Local Revenue 4,698,107 13,294,720 6,835,251 6,835,251 0 GROSS REVENUE 4,698,107 13,294,720 6,835,251 6,835,251 0 NET FUND COST (NFC) (78,110) (3,233,559) 0 0 0 Allocated Positions (FTE) 5 5 7 7 0 FINANCIAL INDICATORS Salaries as % of Total Exp 14% 10% 15% 15% % Change in Total Exp 118% (32%) 0% % Change in Total Rev 183% (49%) 0% % Change in NFC 4040% (100%) 0% COMPENSATION INFORMATION Permanent Salaries 404,515 575,000 615,660 615,660 0 Temporary Salaries (11,447) 86,000 0 0 0 Deferred Comp 5,215 7,000 7,300 7,300 0 FICA/Medicare 29,674 40,000 45,000 45,000 0 Ret Exp-Pre 97 Retirees 1,818 2,392 2,500 2,500 0 Retirement Expense 134,339 200,000 180,000 180,000 0 Employee Group Insurance 65,172 90,000 95,000 95,000 0 Unemployment Insurance 1,369 2,000 2,500 2,500 0 Workers Comp Insurance 9,527 12,327 15,000 15,000 0 Description: Reduces deaths and complications resulting from medical emergencies in Contra Costa County by making and continuing improvements in the Emergency Medical Services (EMS) System. Includes support for expanded first responder and paramedic service; EMS communications; Public Access Defibrillation; specified positions in the Health Services EMS Division to support EMS System coordination, provides comprehensive quality improvement and pre- hospital program coordination, training, and medical oversight; Hazardous Materials Program charges; and administrative and levy Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-225 collection costs. Funded by Measure H parcel levies collected with property taxes. Impact: The recommended budget maintains the current level of services. 1. Zone A Description: Includes support for expanded first responder service; EMS communications; Public Access Defibrillation; specified positions in the Health Services EMS Division to provide program coordination, training, and medical oversight; STEMI, Stroke, EMS for Children, 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: $631,991 Financing: 631,991 Net Fund Cost: 0 Funding Sources: Measure H 100% $631,991 FTE: 0 2. Zone B Description: Includes support for expanded first responder and paramedic services; EMS communications; Public Access Defibrillation; specified positions in the Health Services EMS Division to provide program coordination, training, and medical oversight; STEMI, Stroke EMS for Children and Trauma Programs, Hazardous Materials Program charges; and administrative and levy collection costs. Funded by Measure H parcel levies collected with the property taxes. The geographic area encompasses all the remaining incorporated and unincorporated territory of the County not included in Zone A. Zone B Summary Service: Discretionary Level of Service: Mandatory Expenditures: $6,203,260 Financing: 6,203,260 Net Fund Cost: 0 Funding Sources: Measure H 100% $6,203,260 FTE: 7.0 Health Services Health and Human Services B-226 County of Contra Costa FY 2013-2014 Recommended Budget Substance Abuse and Crime Prevention Act of 2000 (Proposition 36) Proposition 36 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Other Charges 15,786 15,786 0 0 0 TOTAL EXPENDITURES 15,786 15,786 0 0 0 REVENUE State Assistance 0 15,786 0 0 0 GROSS REVENUE 0 15,786 0 0 0 NET FUND COST (NFC) 15,786 0 0 0 0 FINANCIAL INDICATORS % Change in Total Exp 0% -100% 0% % Change in Total Rev 0% -100% 0% % Change in NFC (100%) 0% 0% Description: State funding for this program was discontinued in FY 2009-10. The amounts shown in the table above for 2012-13 represent fund balance for the Superior Court which will most likely be totally expended before the end of the current fiscal year, in which case the fund will be exhausted and no further expenses will be incurred. The Substance Abuse and Crime Prevention Act of 2000 (SACPA) required each county to designate a lead agency to administer SACPA locally and to receive and disburse funds. The Alcohol and Other Drugs Division of the Health Services Department was designated as the lead agency in Contra Costa County. Under SACPA, most non-violent adult offenders who used or possessed illegal drugs received drug treatment in the community rather than incarceration. The Probation Department and the Superior Court were also involved in providing services to the SACPA-eligible population. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-227 CAO RECOMMENDATION Baseline Budget: The 2013-14 Baseline Budget for all programs and funding sources in the Health Services Department totals $1.068 billion and would require $95.9 million from the General Fund. This would be an $11.4 million increase over the FY 2012-13 Budget. Recommended Budget: The FY 2013-14 Recommended Budget funds expenditures at $11.4 million below the baseline level. The County General Fund contribution to the Department has been reduced by $11.4 million from the Baseline funding request and $2.5 million below the prior year. The Department is anticipating offsetting this reduction in funding through efforts to drive FQHC (Federally Qualified Health Center) revenue in the hospital and clinics, thereby maintaining the current service levels. The FY 2013-14 Recommended Budget for all programs and funding sources in the Health Services Department totals $1.068 billion dollars. Of this amount, $983.5 million, or 92%, is funded from outside revenue. The balance of $84.5 million, or 8%, is funded from County general purpose revenue. The County General Fund provides $26.7 million to the Hospital and Clinics, $3.7 million to the Health Plan, and $54 million to the other programs within the department. This totals $84.5 million in County General Fund support to the Department The Recommended Budget does not include any funding changes that may occur in the State’s FY 2013-14 budget. These changes are unknown at this point. Challenges: The Department continues to face some major challenges. Federal Health Care Reform, the Affordable Care Act, has a number of uncertainties. There are two options for the expansion of Medi-Cal still being considered – statewide or county specific. Although those who are eligible to enroll under the Affordable Care Act will enroll over time, some will remain uninsured because of their lack of awareness of the programs, challenges in the enrollment process, or inability to afford subsidized coverage. Some uninsured will be those who are ineligible for subsidized coverage due to income or immigration status, while others will be eligible for subsidized plans, but still won’t be able to afford the premiums. Some will lack coverage for short time periods due to life transitions. Access to care will continue to be a struggle for many Contra Costa residents The Department continues to prepare for implementation at the local level while monitoring possible changes to key provisions and funding. Performance Measurement Hospital and Ambulatory Care Centers: Goal: Continue to improve performance on all national and state quality and safety measures. Further develop the Safety and Performance Improvement (S&PI) Program to meet and exceed all regulatory and accreditation requirements. Outcome: Performance improvement goals and key milestones were met as a condition of the Delivery System Reform Incentive Payments (DSRIP) plan. In addition, an executive arm of the CCRMC and Health Centers Performance Improvement Committee was created to administer the quality process and insure all improvement work is fully vetted and evaluated. Goal: Redesign Ambulatory Care Services to improve access and timeliness to primary and specialty care. Reorganize health center management and patient care structures to improve accountability, standardization and efficiency. Measure and develop strategy to decrease ambulatory care sensitive conditions. Outcome: Initiated the Patient Centered Health Home Model that provides medical care in Health Services Health and Human Services B-228 County of Contra Costa FY 2013-2014 Recommended Budget teams centered around patient needs. PCHH is testing and evaluating methods of improving access to care including telephone consultations with MDs, protocol driven care, and group appointments. Goal: Increase access to Ambulatory Care Services by developing Patient Centered Medical Home teams. Teams will expand access to primary care through appropriate provider panel review, expand access to behavioral health assessment, and address health care needs through the most appropriate path. Outcome: Initiated integrated behavioral health care in two clinic sites with plans to expand to two more. Hired LVN Panel Coordinators to assess the health needs of patients and insure timely access to care. Goal: Implement the EPIC electronic medical record information system across the hospital and health centers. Outcome: EPIC (ccLink) was implemented on July 1, 2012 throughout the hospital, health, centers and detention health systems. Goal: Meet California Federal Medicaid requirements for delivery system reform to improve the health of the population, improve patient experience and satisfaction, and reduce per capita costs. Outcome: The majority of DSRIP milestones were met. Only one milestone was delayed -- the expansion of the Concord Health Center due to building limitations. That milestone is expected to be met in 2013. Goal: Continue to redesign major service lines through application of lean health care management principles and rapid improvement events. Outcome: Monthly Rapid Improvement events were held throughout the hospital and health centers -- except during the months of ccLink "go live" when all resources were directed toward EHR implementation. Contra Costa Health Plan: Goal: Expand opportunities for increasing savings under the Pharmacy 340B Program with the Pharmacy Benefit Manager (PBM). Outcome: CCHP has saved approximately $1,400,000 from the 340B program in the first 6 months of Fiscal Year 2012. The savings are recognized as the difference between what the drug would have cost on contract rates verses the cost of the drug through 340B pricing. Goal: Decrease escalating costs of expensive specialty drugs for chronically ill patients through contracting with a Specialty Drug Company as a subcontractor to the PBM. Outcome: CCHP successfully negotiated a contract for some specialty drugs with Well Partner, a 340B Mail Order Specialty Pharmacy. Goal: Complete the application process and mock audit for NCQA accreditation during 2012- 2013 fiscal year. Receiving this accreditation is essential to qualify as a Health Plan with one year history of NCQA to participate in the California Exchange Market beginning in January 2014 under Health Reform. Outcome: CCHP conducted a pre NCQA readiness audit in the 4th quarter of 2012. The final NCQA audit will take place in December 2013. Goal: Expand the pilot between the Advice Nurses and the Advice Provider Telephone Clinic to 5 days per week. Calls are currently triaged from Appointments to Advice Nurses for patients needing appointments within 48 hours. Those patients still needing physician care will be called by the daily designated Ambulatory Care physician within 2 hours. Physician care will include ordering medications, X-Rays, and labs, and meeting the needs for same day appointments or approving urgent visits. Evaluation of access will occur throughout the expansion process. Outcome: Currently the TCC system has been expanded to 6 days per week. Approximately 75% if the callers who talk with the provider do not need an appointment. This program also has a 95% satisfaction rate. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-229 Goal: Implement the Care Transition Intervention Program. Under this program, a CCHP nurse conducts a home visit within 48 hours of discharge to assess the appropriateness of the patient’s home situation. The nurse will arrange follow up care with the PCP, and coach the patient/family over a 4-6 week period to assist the patient in meeting care needs to prevent unnecessary hospital readmissions or avoidable ER visits. This model will be evaluated and benchmarked with the John Muir Care Transition Intervention Program with CCHP patients discharged from John Muir. Outcome: The Care transition program began January 28, 2013. Goal: Increase Flu Vaccine compliance with increased member education and Flu Vaccine letters. Outcome: Flu Vaccine letters were sent to all members reminding them of the preventive nature of the flu vaccine. CCHP contracted with both Walgreens and Rite Aids pharmacies to provide flu shots to our members over age 10 from November 2012 through March 2013. Goal: Increase member understanding of appropriate care options through both the CCHP website and CCHP member and provider materials by urging members to contact Advice Nurse services prior to seeking ER care. Outcome: Each new publication produced in CCHP includes appropriate information about the Advice Nurse program. Goal: Partner with CCRMC and EPIC to create an EPIC Health Plan System which integrates clinical information between CCHP and CCRMC and with the CPN contracted provider network to improve care for members. Outcome: The EPIC system was implemented July 1, 2012, for both CCRMC and CCHP functions. Goal: Implement the new CBAS (former ADHC) benefit through the collaborative contractual relations with community agencies, MSSP and IHSS. Outcome: The CBAS program was successfully implemented in CCHP and the program now has 99 members enrolled. Goal: Initiate a Community Coordinating Council with EHSD and community agencies such as skilled nursing facilities, Board & Care, Meals-on-Wheels, CBAS and Aging Services to provide the IHSS and long term care benefits that the Governor intends to mandate into managed care for both SPDs and dually eligible patients covered under both Medicare and Medi- Cal beginning in 2013. Outcome: Executive staff at CCHP are meeting regularly with EHSD and IHSS to better define the scope of the grant which is in the beginning stages. Mental Health: Goal: Use of Decision Support Tools. Training staff at county-owned and operated clinics on use of the decision support tools CALOCUS/LOCUS. These measures will be used as part of the authorization process and to examine clinical outcomes. These measures are built into the authorization process and all county clinical staff complete the measures at intake and for reauthorization. Outcome: All staff at county-owned and operated clinics is now using the LOCUS and CALOCUS measures as part of the initial authorization and re-authorization review process. The measures are decision support tools that can be used to guide level of care decisions. With over a year’s worth of data collected, baselines are now being developed as well as some analyses on fit between level of care and intensity of services and CA/LOCUS scores. Contract agencies have been trained on using the measures and are beginning to use them as part of initial and re-authorization process. Goal: Coordination of Care. Revise the intake and assessment process for clients in the Children’s system of care, placing a focus on coordinated care for clients at the appropriate level. The goal is to reduce redundancy of services and improve efficiencies in allocation of Health Services Health and Human Services B-230 County of Contra Costa FY 2013-2014 Recommended Budget resources through a centralized Utilization Review process. Outcome: This goal has been delayed due to the lengthy process of hiring a clinical assessment team. County is currently hiring for these positions and identifying existing resources that can be utilized for this function. A new utilization review team has been established to focus on the quality and coordination of care of consumers with a focus on high utilization clients. Charts from all providers are gathered as part of the review process, in addition to CALOCUS or LOCUS scores. The review team has developed a protocol for reviewing clients on several factors that would indicate redundant services, lack of coordination of care, an excessive level of services given the level of acuity based on CALOCUS or LOCUS scores and chart review, and progress toward treatment goals. Recommendations from the review are presented to clinic managers. Goal: Improving Access to Outpatient Services. Rapid Access project for improving access to outpatient services for Psychiatric Emergency Services (PES) and Inpatient clients. This is to facilitate transition from the hospital and PES to step down to outpatient services. Many clients do not currently transition from the hospital setting to outpatient services even though services are needed as part of the recovery process. The Rapid Access process is directed at reducing time between the two settings and facilitating the transfer. Outcome: The Rapid Access project has been in a testing period to assess whether the intended goal of transitioning clients from PES and Inpatient services to outpatient services has been facilitated by the addition of the Rapid Access team in the West County Adult clinic. Two time slots were carved out each day for this transition; however, this process resulted in inefficiencies at the clinic since it required staff to block off portions of their day for these time slots. There is agreement on having programmatic changes to facilitate the transition of these clients, but through some other means that more efficiently uses staff resources. One programmatic change might be to conduct a pilot study in the Central County Adult clinic where more CSW’s are available for transportation and peer support. Goal: Improving Psychiatric Wait Times. Improving wait time for psychiatrists, utilizing Network and PCP MD resources. Clients frequently have a long wait time for the first psychiatric appointment. Shorter wait times are associated with a lower no show rate and improved client outcomes. More internal psychiatric resources are needed as well as improved coordination with other psychiatric resources, such as those on the Network and Ambulatory Care. Outcome: Additional psychiatric staff has been added during the year, which has drastically reduced psychiatric wait times, especially in regions where the problems were most acute. As of September 2012, there were 27.5 FTE psychiatrists working in the County’s mental health clinics. In addition, there have been more psychiatric resources added to the Network and more referrals to Ambulatory Care for clients who can be appropriately served by these providers. Goal: System of Care Access. Consolidate access to the system of care for both children and adults using the Access Line. Examine the feasibility of consolidating access to services with the Alcohol and Other Drug Services and the Homeless programs. Outcome: The Access Line is now the centralized access point for both adults and children. This additional work load has placed a heavy burden on the Care Management Unit where the Access Line is located, and additional staff is needed. Currently, there are not enough staff to handle the volume of calls on a daily basis. Consolidating access with the AOD and Homeless programs has been a common theme during the integration process meetings; however, to date access to the three service areas remains separate. Goal: Improving Transportation Support for Clients. Recovery is dependent on having reliable transportation to and from mental health services, primary health services, and pharmacy services. It is also critical for basic needs such Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-231 as shopping and banking. The goal is to improve efficiencies of existing resources, including use of county vehicles, expanding availability of bus passes, and developing on- site training by Community Support Workers for clients to begin using public transportation. The feasibility of a van shuttle system is also being explored. Outcome: The Contra Costa Mental Health Plan (CCMHP) formed the Transportation Committee in the fall of 2011. The Committee’s purpose was first to examine the transportation needs of consumers receiving services from CCMPH and then to determine whether existing resources and resource allocations met those needs. After a systematic review of policies, analysis of existing resources, and identification of potential gaps in transportation services, the Committee made a series of recommendations to senior management. Based upon its findings, the Transportation Committee made the following recommendations to Behavioral Health executive staff: 1) Revise the current Transportation Policy, creating clear and consistent guidelines for distributing transportation vouchers to consumers. 2) Pilot the use of a shuttle to provide transportation to primary care appointments as well as community-based support services (either by utilizing county resources or through contracted services). 3) Create cadre of trained peer workers to assist clients in learning how to take public transportation, how to manage harassment, apply for discount passes, and learn other skills necessary to successfully use public transportation. 4) Implement transportation 101 hotline for consumers. 5) Educate transportation agencies and schools about how mental health consumers are affected/treated on public transportation. 6) Determine if common meeting locations are accessible by public transportation, and promote the use of those locations which are more accessible. 7) Place public transportation information in each of the county clinics. 8) Educate community-based organizations about the need to advocate for route coverage on weekends for areas with little or no coverage. 9) Promote bicycle use among interested clients. The Transportation Committee created action items for each of these recommendations and, if resources are available and upon approval, assigned parties will begin implementation of prioritized activities in 2013. The project has been approved through the stakeholder process as part of the MHSA annual plan. Goal: Coverage for Non-insured Clients. With the availability of the Low Income Health Program, many services for non-insured clients can now be reimbursed. Financial counselors will continue to help clients through the application process for this coverage. Outcome: The Mental Health Financial Counselors continue to assist clients through the application process for enrollment into the Low Income Health Program. Staff is exploring the possibility of expanding the service areas that would be covered by LHIP beyond county- owned and operated clinics. Goal: Training. Develop an enhanced training program through Essential Learning as well as expanded frequency of Law and Ethics, cultural competency training, and more evidence-based program training. Outcome: The in-person Law and Ethics training is now available twice per year. Attendance is high at both trainings (101 attendees in March 2012; 178 attendees in November 2012). Cultural competency training has been expanded as well as more evidence- based training. In 2012, CCMH offered 31 cultural competency trainings, including Intergenerational Legacies: burden or Strengths, Best Practices in Working with Sexual Minority Health Services Health and Human Services B-232 County of Contra Costa FY 2013-2014 Recommended Budget Youth and Cultural Diversity Training. The online training vendor, Essential Learning, has increased the number of courses available to Behavioral Health staff. Alcohol and Drug staff as well as Homeless Program staff now have access to Essential Learning. Goal: Evidence-based programs. Increase implementation of evidence-based programs, including Perinatal Depression treatment project with Public Health and Women, Infant and Child (WIC), wraparound programs for children, use of Dialectical Behavioral Therapy and Cognitive Behavioral Therapy, and Trauma-Based Recovery Therapy Group Project. Outcome: There has been a considerable effort put forth toward the implementation and expansion of evidence based programs, including expansion of the Triple P program, Wraparound programs, the IMPACT model, and Depression-focused and Trauma-focused CBT programs. In addition, the county has implemented the Trauma Recovery Group (TRG), a promising practice for PTSD. Goal: Information System. Determine the feasibility of using the EPIC information system in Behavioral Health to improve operational efficiencies and consolidate electronic records with Primary Health for improved coordination of care. Outcome: An analysis of the feasibility of using the EPIC system for Behavioral Health was conducted and it was determined that it would not be feasible, primarily because of Short-Doyle Medi-Cal billing rules and the reporting requirements of both Mental Health (e.g., CSI) and Alcohol and Drug Services (e.g., ASI). There are also shortcomings in terms of the clinical documentation requirements and the relationship between clinical documentation and claims. A decision was made to pursue a behavioral health vendor and develop interfaces between the two systems on critical clinical information. Goal: Computer Literacy. Train staff on computer literacy in preparation for the implementation of an Electronic Medical Record (EMR) system. Many staff lack basic computer skills necessary for EMR, so ensure a training program is in place to address this need. Outcome: There has been a variety of computer literacy training opportunities for staff, including online training, classroom trainings, and one on one training. Six basic computer literacy classes were offered to staff each 2 hours in length and hosted in the training room in the Behavioral Health Administrative building. The course offered basic training on Microsoft Word 2010, saving, editing and storing electronic progress notes, and assessing Essential Learning for additional online computer literacy courses. At the end of each course, staff was given the option of signing up for one-on-one consultations at their individual work stations to discuss specific computer literacy needs. The County also purchased a keyboarding course and made it available to staff through the Essential Learning online library of courses. In 2013, CCMHP will continue to provide computer literacy training opportunities either through Contra Costa Adult School classes and/or host additional internal trainings (or refresher courses to previous staff attendees of computer literacy trainings). The County provided computer literacy training to 44 staff. Trainings were very well received by staff and those who were surveyed gave the instructor and the content high markings. In 2013, the objective will once again be to train approximately 10 percent of staff on basic computer literacy concepts. Approximately 15 staff received one-on-one consultations at their individuals work stations. In 2013, CCMPH’s objective will once again be to provide 10 one-on-one consultations to staff who are need of support around basic computer literacy. Electronic progress note templates for clinical documentation are being considered for mandatory use by all staff. The plan is also to pilot Dragon Dictation software with 6 selected mental health staff (one per site) at each of the County clinics. Goal: Behavioral Health Transition Age Project. Continue the planning process for the Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-233 Oak Grove project for Behavioral Health, a coordinated project with Mental Health, Alcohol and Other Drug Services, and the Homeless Programs. Outcome: The Oak Grove project (First Hope) which provides community education to assessment, including facilities improvement and hiring of staff, was completed in 2012. The last quarter of 2012 was geared toward staff training and outreach. Over 20+ outreach presentations explaining prodromal symptoms, the rationale for early intervention and the evidence which supports the efficacy of this treatment model and the referral process have been made. More than 400 hundred people have participated in these presentations, which included outreach to Mental Health, Probation, Public Health, NAMI, the ACCESS Unit, our MHSA stakeholder group and schools and education administrators. Materials have been developed in both English and Spanish and include the development of a website. Clinical services began in 2013. Supervision on assessment training, outreach and clinical treatment are provided by the PIER Institute of Portland, Maine, the developers of this evidence based practice. A database has been developed to track the elements required for certification by the PIER Institute. Telephone screenings and in-person assessments are currently underway. Within 2 weeks of opening the doors of the program 4 youth and their families were assessed and accepted for treatment. Goal: Contract Monitoring. Improve the contract monitoring process with an increased emphasis on performance-based contracting with measurable goals. With the consolidation of Mental Health, Alcohol and Other Drug Services, and the Homeless Program, existing contracts with overlapping programs will be reviewed to determine if consolidation is feasible. Outcome: An analysis of potential overlapping contracts was conducted and it was determined that relatively few could potentially be consolidated due to varying funding streams, different eligibility requirements, and other details implicit in the contract that made blending impossible. A small amount of additional FTE has been added to enhance contract monitoring, but more are needed given the volume of contracting agencies that are used in the system of care. Public Health: Goal: Implement the Federally-funded Nurse- Family Partnership program for 100 families, which provides home visits, one-on-one with a trained public health nurse. The program will be open to low income pregnant women, starting at or before their 28th week of pregnancy, and visits continue throughout the pregnancy and the first two years of the child’s life. Outcome: • Met program requirements and were certified as a Nurse-Family Partnership Program. • Hired and trained all on evidence model and other critical program elements. • Educated internal and external partners on NFP and integrated NFP as part of the Perinatal System of Care. • Established electronic data collection within health services and with the California Home Visiting Program. • Established a referral system and successful trajectory to meet enrollment requirement. Goal: Educate the community and develop policies to address the epidemic of childhood obesity and the role of sugar sweetened beverages. Outcome: • In our nutrition program, we anticipate touching at least 2,000 low-income residents with the “Rethink Your Drink” education campaign in 2012-2013. The campaign urges youth and families to make healthy drink choices by choosing water and other healthy drinks instead of sugar-sweetened drinks like soda, sports drinks and energy drinks. The campaign also works to educate the public on the considerable amount of added sugar and calories in sugary drinks and the link between sugary drinks and the rising rates of obesity in children. The program also trained approximately 75 residents to become trainers using the Rethink Your Drink campaign materials. Health Services Health and Human Services B-234 County of Contra Costa FY 2013-2014 Recommended Budget • At the request of City Council members in the cities of Richmond and San Pablo, the Public Health Division wrote reports and made presentations at City Council meetings on the Health Impacts of Sugar Sweetened Beverage Consumption on the residents of Richmond and San Pablo. Goal: Enhance evaluation of PH and CCHS clinical programs. Outcome: • Developed new framework and tools for evaluation of programs. • Piloted new tools with four public health programs. • Expanded evaluation services of EPE unit outside of Public Health. Alcohol and Other Drugs (AOD): Goal: Communicate the Behavioral Health change process to service providers and clients/consumers. Outcome: One proposed option for such community engagement has been a System of Care Design Forum, designed as a collaborative, community-based approach to integration, in which the input of County staff and contractors, service providers, programs and agencies, advisory commissions and boards, community-based organizations and advocacy groups, consumers, families and partnering agencies is actively encouraged and incorporated into the overall planning process. The Forum is a formalized process to gather input system-wide, while acknowledging the integration efforts already underway. Goal: Communicate information about available services and how to access those services. Outcome: County managers and staff have initiated conversations to identify the service components of an integrated system and identify practices, modalities, and approaches, based on lifecycle population: Children, Transitional Age Youth (TAY), Adults, and Older Adults. The four Services & Programs Integration Design (SPID) teams, one for each lifecycle population, have met six times in the past year; participating in the following work: • Identifying the different client trajectories under the historic Behavioral Health Services programs through case studies and a program mapping process tool. • Discussed how an integrated system of care model “looks” and developed schematics for how clients should be able to navigate programs and services. • Developed five primary service components for integration: o Outreach, Engagement, Assessment & Triage o Prevention & Early Intervention o Treatment o Housing & Supports o Wellness, Resiliency & Recovery • Met with Program Managers and Line Staff as the first steps of participation in a “feedback loop” to conduct work and dialog with all system stakeholders. Goal: Recommend tools and outcome measures relevant to the effectiveness of service, movement toward recovery, and satisfaction with services. Outcome: The Division has adopted the Comprehensive Integrated System of Care (CCISC) process introduced by our consultants, Minkoff & Cline, which is a vision-driven system “transformation” process for redesigning behavioral health and other related service delivery systems to be organized at every level (policy, program, procedure, and practice) within whatever resources are available to be more about the needs of individuals and families needing services. The CCISC model is designed for implementation within the context of current service resources, however scarce, and emphasizes strategies to improve services to people and families with co-occurring conditions within the context of each funding stream, program contract, or service code, rather than requiring blending or braiding of funding Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-235 streams, or duplication of services. It provides a template for planning how to obtain and use additional resources should they become available, but does not require additional resources, other than resources for planning technical assistance and training. The CCISC model is recognized as a best practice for systems implementation for treatment of people and families with co- occurring conditions. An important aspect of CCISC implementation is the incorporation of evidence-based and clinical-consensus-based best practices for the treatment of all types of people and families with co-occurring conditions within the services system. Goal: Recommend a process for approaching treatment in an integrated system. Outcome: The integrated system of treatment under construction is designed to provide a combination of alcohol and other drugs/addictions and mental health services. These may include services provided in a psychosocial format. Services shall be provided of individuals with needs in one or both areas or for persons with identified co-occurring disorders. Goal: Identify ways to develop the behavioral health human resource capacity to meet the needs of an integrated behavioral health system. Outcome: Training of the workforce alone, we discovered, cannot create system change. We believe we can sustain workforce development efforts by creating partnerships and changing contract language. These efforts, paired with ongoing training, supervision, mentoring, coaching, consultation, and integration of the skills learned into job expectations, have supported provider organizations in the delivery of integrated treatment to individuals with co- occurring disorders. Goal: Suggest ways in which providers, County policy makers and other stakeholders can work together to integrate services. Outcome: During the past year the Behavioral Health leadership team has formed and worked in partnership with the Steering Committee and other stakeholders to develop a plan for proceeding with service and program integration design across the county, insuring that the voice of frontline staff delivering service in both County and CBO settings is well represented. Goal: Recommend financing of an integrated behavioral health system. Outcome: Substance abuse and mental health treatment systems face challenges in obtaining funding that supports integrated treatment for co-occurring disorders. Committed leadership, joint planning and the willingness to find creative solutions are key. A consistent barrier in financing integrated services is that organizations think of funding in a siloed way. Siloed funding can cause programs to spend significant time in administrative tasks needed to secure funds for client’s treatment through multiple streams. Difficult financial times necessitate creative thinking and often stretch resources to the maximum. Determining exactly what is possible with the funding that is received from all systems is a necessary first step. Partnering and collaboration are keys to making available funds go further. This is particularly true in our conversion to integrated care where shared resources improve consumer outcomes while enhancing the bottom line of all partners. Hazardous Material Program: Goal: California Accidental Release Prevention Program: Complete 16 California Accidental Release Prevention Program audits, which represents approximately one third of the total facilities covered by this program. Outcome: Completed 19 California Accidental Release Prevention Program audits, which represents one fourth of the total facilities covered by this program. Goal: Industrial Safety Ordinance: Public meetings will be held for the General Chemical Bay Point and Tesoro Golden Eagle Refinery preliminary audit findings. Outcome: The General Chemical Bay Point preliminary audit findings were presented at the Bay Point MAC on October 2, 2012 and the Tesoro Golden Eagle preliminary audit findings Health Services Health and Human Services B-236 County of Contra Costa FY 2013-2014 Recommended Budget were presented during the Concord Emergency Preparedness Fair on September 6, 2012. Goal: Unannounced Inspections: Perform twelve unannounced inspections during fiscal year 2012-2013. Outcome: Performed nine unannounced inspections during fiscal year 2012-2013. Goal: Hazardous Materials Business Plan Pro- gram: Complete approximately one-half of all of the facility inspections that are subject to the program, or approximately 1,144 facility inspections. The goal is to be up to date on all inspections of Hazardous Materials Businesses. Outcome: Completed 1,338 facility inspections that are subject to the program. Goal: Hazardous Waste Generator Program: Complete one-half of all of the facility inspections that are subject to the program, or approximately 844 facility inspections. The goal is that all facilities that generate hazardous materials will be inspected within two years. Outcome: Completed 820 facility inspections that are subject to the program. Goal: Underground Storage Tank Program: Complete an inspection of all underground storage tank facilities in fiscal year 2012-2013. 396 facilities are subject to the underground storage tank regulations. Outcome: Completed inspections of all 396 facilities subject to the underground storage tank regulations in fiscal year 2012-2013. Goal: Aboveground Petroleum Storage Act Program: Inspect approximately one-third of the facilities that are covered by this program, or 105. Outcome: Completed 140 inspections of Aboveground Petroleum Storage Act facilities in fiscal year 2012-2013. 286 facilities are subject to the Aboveground Petroleum Storage Act regulations. Goal: Incident Response Program: Respond to all incidents within one hour and ensure that all incidents are mitigated safely and effectively without injuries. Outcome: Responded to all incidents within one hour. All incidents were mitigated safely and effectively without injuries. Environmental Health: Goal: Land Use Program. Protect the waterways and groundwater of the county while incorporating new technology and new state requirements. Revise with public input, the on- site wastewater treatment system (OWTS) ordinance and regulations, adopt new well regulations, develop and make available well destruction guidelines, provide dewatering guidelines, and develop and make available pump test guidelines. Outcome: Ordinance has been drafted, reviewed by our regulating oversight agency, and submitted to county counsel for review. Regulations are in rough draft form. Goal: Land Use Program. Rollout the alternative on-site wastewater system permit process that meets current, local ordinance and anticipated state regulations. Permit a minimum of 100 alternative water systems, and develop a process to address owners of alternative on-site wastewater systems who are not responding to the requirements for permitting and inspection. Outcome: In first year of implementation, 30 owners of alternative treatment systems submitted the required documentation. As the second year permitting year began in March 2013, permits were issued to all alternative treatment systems known to exist, and inspections of each of these systems were planned by the end of June 2013. Goal: Food Program. Improve food facility safety information availability to the public. Incorporate Federal Food Program Standardization, inspect all food facilities twice per year using a risk-based inspection form and process, post all food facilities with a placard that reflects a risk-based inspection score and make available a Smartphone/Iphone app that makes food facility inspection information more accessible. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-237 Outcome: Two inspectors were field certified to Federal standards, and those in turn standardized 5 other inspectors. A new official inspection form was created, field-tested, and implemented by January 2, 2013. Field testing of laptops/tablets in the field occurred during February to April. An app for Android and Iphone was developed by the department’s Information Services staff. The app was released for public use in March. Created a program to implement new state law allowing small scale production of food in private homes (cottage food law). Registered 5 businesses and permitted 5 others. Goal: Food Program. Increase the compliance with the farm stand ordinance in order to increase the number of permitted farm stands from the current four. Outcome: Provided outreach to farm associations in the county about the farm stand ordinance. Three farm stands were permitted by EH for the permit year that ended in February 2013. Goal: Division-wide. Improve EH enforcement outcomes and promote EH services via an effective and comprehensive outreach effort. Carry out all annual activities as defined in the EH Outreach Plan, carry out all one-time activities as defined in the calendar year outreach plan, review content on website annually to ensure the most up to date material and valid links are available, and identify and develop outreach material for those programs and activities which are in void of them. Outcome: Many outreach activities as defined in the outreach plan were complete, including: • director presented at a meeting of county city managers; • held an open house for the county’s chambers of commerce; • created a new, user friendly brochure about the division, which was reproduced and has been distributed at more than 20 events, and posted on the website; • several program-specific brochures/booklets (Medical Waste, Enclosed Mobile Food Facilities, Temp Food Events, and Unenclosed Food Facilities) were created, produced for distribution to our clients in our lobby and at several other county locations such as the Board of Supervisor’s district offices, and on the website; • participated in several health fairs, chamber of commerce events, student fairs; • provided food safety training at the adult schools in Richmond, Concord, Martinez and Pittsburgh; • conducted a large outreach effort as we rolled out the new enforcement program of body art, per state law that became effective July 1, 2012 by reaching out to all business departments to make them aware of the new law, direct mailing to all the known body art establishments, and creating a website specific for this new program; and • spearheaded a county-wide hand washing campaign which coincided with International Handwashing Week which included a board resolution and a podcast about the importance of hand washing for food handlers. Goal: Solid Waste. Reduce garbage dumping by working with other agencies to expand the use of surveillance cameras in high impacted areas and adopting and implementing an illegal hauler ordinance. Outcome: Ongoing activities in north Richmond occurred as staff are in charge of the positioning of cameras in that area. Asked for and received a grant from the county’s Fish and Wildlife committee to purchase a camera to set-up at various locations near streams and creeks around the county that are being stressed by illegal dumping. Goal: Recreational Health. Increase health and safety for users of pools, including spray grounds and water features. Retrain staff about new building standards for pool construction in Title 24 that become effective August 1, 2012, provide training opportunities for contractors and other stakeholders, and apply new building standards to all new and relevant remodel construction of pools. Health Services Health and Human Services B-238 County of Contra Costa FY 2013-2014 Recommended Budget Outcome: Staff were trained in summer 2012 about the new aspects of Title 24. In spring 2013, during annual pool operator inspections, new aspects of the law were incorporated into the curriculum. Pool plan check guidance and associated forms were updated to reflect the new law. Goal: Body Art. Increase safety for customers of tattoo and body artists. Commence permitting as required by state law on July 1, 2012 of all tattoo and body artists, inspect fixed facilities at a minimum twice a year, establish a process to inspect mobile tattoo and body artists at least twice a year, and establish and implement a process to inspect temporary events with tattoo and body artists. Outcome: Created the body art program within EH to implement the state law. Permitted and inspected 30 body art facilities; and registered 71 body artists ensuring that they had the correct requirements under state law to practice. Goal: Administration. Increase efficiency of office processes. Continue process of scanning historic documents to move from paper to paperless, upgrade business specific environmental health software that is currently several versions old, move from paper inspection and desktop to tablet based field operations, incorporate web-based payment for services, conduct efficiency studies of work practices especially related to customer service and EH interface with finance group, and create and pass a fee structure that is aligned with EH services. Outcome: Finished scanning and inputting into OnBase all closed files except for those in Land Use, Solid Waste (50% scanned), and Plan Check. Completed input of active waste tire facilities and 50% through active Solid Waste and Pools/Spas. Upgraded outdated software system used to track EH activities and finance-associated with those activities. Implemented a related software to be used for field inspections, first using on desktop while we field test various laptops and tablets. In spring, field tested various laptops and tablets. Goal: Emergency Preparedness and Planning. Be prepared to provide excellent EH emergency response, provide two trainings for on-call response, provide two trainings for on-call inspectors, evaluate responsiveness of on-call inspectors, actively participate in county and departmental emergency preparedness teams and training, and actively participate in at least one disaster drill. Outcome: Conducted quarterly drills with EH staff, focusing on practical issues such as the ability to the use the 440 radios, accessing the alternative site where food, water, a generator, and other emergency supplies are kept. Actively participate in the department’s Emergency Management Team quarterly meetings, and the planning group for that team; participated in the Med Health Branch statewide drill in fall 2012, and several Red Cross disaster shelter trainings. Detention Facilities Programs: Goal: Continue Detention Health Services Leadership development in the Executive Lean Training series sponsored by the Hospital and Health Centers CEO. Plan and implement 5s improvement sessions in all adult detention facilities with the goal to improve standardize workflow and workplace efficiency. Outcome: • Detention Health Leadership completed the Executive Lean Training. • Detention Health Staff continue to participate in department wide improvement events (Kaizens and Value Stream Mapping). Goal: Promote, support and sustain Detention Health Services staff safety and employee training development through on-going training programs. Work closely with Risk Management to ensure Detention Health Services has a comprehensive employee and workplace safety program. Outcome: • Detention Health Services Safety Representatives conduct monthly site inspections at all five detention facilities. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-239 • Detention Health Services Safety Coordinators conduct quarterly site visits to all five detention facilities. • Detention Health Services Safety Coordinators attend Risk Management Quarterly Safety Committee Meetings. • Detention Health Services conduct Crisis Prevention Institute (CPI) trainings for Detention Health staff. • Revisions/Updates have been made to the Division Injury and Illness Prevention Plan as well as the New Staff Orientation for all new employees. Goal: “Go Live” with Electronic Medical Record (EPIC) in adult and juvenile detention facilities. Train, educate and support staff during transition from current system to EPIC. Outcome: • Communication guideline algorithm established and presented to Detention Health staff on reporting critical system/patient care issues. • Detention Health Super Users group work closely with ccLink build team to improve ccLink system for Detention Health end users. • Detention Super Users train Detention Health Staff on updates to system. • Weekly updates on ccLink system improvements are communicated to all staff via email. Homeless Programs: The overall goals of the Homeless Program as defined in Contra Costa County’s 10-Year Plan to End Homelessness include: 1. Helping homeless individuals (re-)gain housing as soon as possible. 2. Provide integrated wrap-around service to help persons maintain housing. 3. Outreach to individuals to link them to housing, mental health, and substance abuse treatment and services. 4. Help people access employment that pays a housing wage. 5. Prevent homelessness from occurring in the first place. The following are the specific goals and outcomes for 2012-2013 that work toward meeting the goals identified above. Housing Goal: Add more permanent supportive housing through various resources that provide rental vouchers and other support services. Outcome: 75 additional PSH units were added to the Continuum of Care. Goal: Continue to plan for the development of permanent housing units with supportive services for homeless individuals and families through the homeless conveyance process for the Concord Naval Weapons Station. Outcome: The Legally Binding Agreement between the City of Concord and the Homeless CNWS Collaborative was sent to the Navy and US Dept. of Housing and Urban Development for approval. Currently, the Collaborative is working to finalize the by-laws that will provide structure as to how units will be developed on the base as parcels of land are deeded for the purposes of developing housing units for the homeless. Goal: Begin operations of a 12-bed transitional housing program for homeless men in recovery from addiction to substances. Outcome: The construction of the 12-bed Sober Living Program was completed in October 2012. A Request for Proposal (RFP) was issued out to the community to secure a provider to operate the program. A provider has been selected and the program is anticipated to open April 2013. Health Services Health and Human Services B-240 County of Contra Costa FY 2013-2014 Recommended Budget Services Goal: Continue to increase the number of homeless gaining access to SSI benefits through an evidence-based initiative. Outcome: The Project AACT SSI program continues to grow as the program focuses its efforts on working with the re-entry population. To date, 41 AB109 participants have been referred for SSI screening and application assistance. Goal: Continue to provide case management and housing services to homeless veterans and their families. Outcome: The Homeless program continues to provide services to homeless veterans through the Supportive Services for Veteran Families (SSVF) grant and the Dept. of Veterans Administration per diem program within our adult shelter system of care. YTD: 105 veterans have been served. Goal: Continue to provide a satellite health clinic 20 hours per week on site at the respite care program. Outcome: The satellite health clinic continues to operate 20 hours/week. Outreach/Engagement/Community Awareness Goal: Continue efforts to hold Project Homeless Connect events throughout the year. Outcome: PCH 8 was held June 2012. The next PCH event will be held in September 2013. Goal: Continue to engage in efforts with various Contra Costa jurisdictions to educate persons in encampment areas with high health and safety risks. Outcome: The Homeless Encampment Protocols were revised and distributed to law enforcement, Public Works, County Administrator’s Office, and homeless outreach service teams. Additionally, in collaboration with County Public Works Dept. and UC Berkeley, a research study is underway to examine the impact that the homeless and homeless encampments have on the canals; and to find ways to mitigate the negative effects on the waterways. Findings and recommendations are expected June 2013. Goal: Conduct a countywide point-in-time count of homeless individuals that are both sheltered and unsheltered in our community. Outcome: The homeless point in time (PIT) count was held January 30, 2013. California Children’s Services: Goal: Complete Contra Costa CCS transition protocol for clients between the ages of 16 – 21 years. Outcome: Adult Declaration Forms and CCS- Client transition communication implemented. Goal: Convert open client records from hard copy to electronic. Outcome: Closed and “extra” active hard copy charts scanned and stored, and active chart contents reduced to minimal documents required outside of electronic records systems. Administrative and Program Goals Hospital and Ambulatory Care Centers: 1. Continue to improve performance on all national and state quality and safety measures. Further develop the Safety and Performance Improvement (S&PI) Program to meet and exceed all regulatory and accreditation requirements. 2. Further redesign of Ambulatory Care Services to improve access and timeliness to primary and specialty care. Reorganize health center management and patient care structures to improve accountability, standardization and efficiency. Measure and develop strategy to decrease ambulatory care sensitive conditions. 3. Increase access to Ambulatory Care Services by developing Patient Centered Health Home teams. Teams will expand access to Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-241 primary care through appropriate provider panel review, expand access to behavioral health assessment, and address health care needs through the most appropriate path. 4. Optimize ccLink, the new electronic health record system across the hospital and health centers. 5. Meet California Federal Medicaid requirements for delivery system reform (DSRIP) to improve the health of the population, improve patient experience and satisfaction and reduce per capita costs. Contra Costa Health Plan: 1. Train Regional Medical Center Patient Relations Staff on using ccLink CMR module to track patient grievances which should assist in problem trending. 2. Complete the RFP “California Health Benefit Exchange 2012-2013 Initial QHP Solicitation to Health Issuers” so CCHP can complete in Covered California Exchange in 2014. 3. Advice Nurse Goal: To meet Utilization Review Accreditation Commission abandonment rate of 5% in the Advice Nurse unit by the end of December 2013. Pass 3 years URAC audit for accreditation of AN Unit. 4. Fill all vacant RN positions in the Advice Nurse until including the Supervisory position. This will allow CCHP to continue to expand the new Telephone Triage Consultation (TTC) system that operates within the Advice Nurse Unit to seven days a week and work more closely with the Ambulatory Care Appointment System. The increased calls for TTC will reduce the number of unnecessary Emergency Department (ED) visits and unnecessary clinic visits. The patients will be able to receive refills on needed medications rather than going to the ED for their medication refills. This will make the clinic visits more productive as the TTC is able to order labs, consult with specialty clinic providers to determine if the patient should be referred, and make the specially clinic referral and test results available to the provider during clinic visit. TTC will also increase patient satisfaction by avoiding call backs the following day for an appointment. 5. Care Coordination Goal: Contra Costa Health Plan (CCHP) is launching a new Hospital Transition Coordination Program that will facilitate the transition of CCHP clients admitted to community hospitals back to their assigned Patient Care Provider. The program will consist of a designated phone line at CCHP which will be answered by a specially trained RN. Services will include identifying a member’s assigned PCP and network, and coordinating the transition of discharged patients back into primary care. Additionally, the RN will assist in coordinating specialty appointments, facilitating getting medical records to the appropriate provider to maximize appointment productivity, connecting patients to outside resources and providing linkages to financial counselors for health coverage. This program will not only enhance continuity of care between health systems, but also reduce unnecessary ER visits and hospital readmissions, thereby reducing the financial penalties assessed to CCHP for patients who are readmitted to the hospital in less than 30 days. 6. CCHP will launch a new Disease Management Program to coordinate care and provide services, including self-management support, for members with Pediatric Obesity or Adult Diabetes. We expect this to improve those member’s health and to increase our Healthcare Effectiveness Data and Information Set (HEDIS) diabetes scores. Such a program is also a requirement for National Committee for Quality Assurance Accreditation. 7. CCHP will complete an analysis of all member satisfaction related data and perform a Root Cause Analysis in order to identify opportunities for improvement, and institute actions to improve our members’ satisfaction. 8. NCQA Accreditation preparation will continue and CCHP will apply for NCQA. We will have our on-site audit and expect to be awarded accreditation before the end of the year. Accreditation will allow CCHP to compete in the Covered California ACA Exchange in 2014. Health Services Health and Human Services B-242 County of Contra Costa FY 2013-2014 Recommended Budget 9. CCHP will successfully apply for the Covered California Health Care Reform Insurance Exchange to allow continuity if care for many patients at less than the 200% FPL. This will provide flexibility and coverage for many current patients under Health Care Reform in 2014. Mental Health: 1. Use of Decision Support Tools. Continue implementation of CALOCUS/LOCUS. Develop baseline data on utilization related to level of score and level of service. Continue training with emphasis on validation of data. Develop and pilot model of utilizing data to trigger review of treatment level. 2. Coordination of Care. Develop and implement pilot programs coordinating mental health, AOD, and homeless services, utilizing data and feedback from County staff and community stakeholders. 3. Improving Access to Outpatient Services. Evaluate current efforts to improve access to outpatient services for Psychiatric Emergency Services (PES) and Inpatient clients to facilitate transition from the hospital and PES to step down to outpatient services. Implement changes required to increase access, either through continuing current efforts or piloting new projects. 4. Improving Psychiatric Wait Times. Through increase in psychiatric staff, psychiatric wait times have decreased over the last year. Continue to monitor wait times and develop projects to evaluate if there are ways to more efficiently utilize psychiatric staff to meet community need. 5. System of Care Access. Improve ability of Access Line to meet community need as centralized access point for both children and adults. Examine the feasibility of consolidating access to services with the Alcohol and Other Drug Services and the Homeless programs. 6. Improving Transportation Support for Clients. Recovery is dependent on having reliable transportation to and from mental health services, primary health services, and pharmacy services. It is also critical for basic needs such as shopping and banking. A Transportation Committee developed a wide set of recommendations to support improved transportation options for mental health consumers. Implement, to degree funding is available, the recommendations of the Transportation Committee. 7. Services for New Consumers through Medi-Cal Expansion and Coverage for Non- insured Clients. With implementation of the ACA, there will be a new group of individuals eligible for Medi-Cal. This year, Mental Health will begin serving this new population and will evaluate the size and scope of needed services going forward. 8. Training. Continue to provide training opportunities to Behavioral Health staff, community based organizations, consumers and family members. Training plans for 2013 include a co-occurring training program, Mental Health First Aid, CBT for Depression, Forensics, Motivational Interviewing, Law and Ethics and various culture-specific trainings. 9. Evidence-based programs. Increase fidelity to evidence-based programs through the use of specific staff in each region in County in supporting utilizing a wide variety of evidence- based programs, including Triple P, Wraparound programs, IMPACT, Depression and Trauma focused CBT, and Trauma Recovery Group. 9. Information System. Contract for and implement an Electronic Medical Record (EMR) in Behavioral Health. Public Health: 1. Continue expansion of the School Based Health Center services to school aged children in West County Unified School District to include addition of permanent clinic sites to be constructed at Kennedy High School and DeAnza High School. 2. Add a new mobile medical vehicle that is a collaborative effort between HSD and Roto- Care. Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-243 Alcohol and Other Drugs (AOD): Integrated health care in our county is an approach characterized by a high degree of collaboration and communication among three formerly separate divisions. What makes integrated care unique is the sharing of information among the previously separate divisions related to consumer care and the establishment of a comprehensive treatment plan to address the needs of the consumer. This interdisciplinary team approach includes a diverse group of members (e.g., physicians, mental health workers, alcohol and drug counselors and homeless case workers). Our effort under integrated care is directed toward providing any combination of behavioral health services related to addictions, homelessness, or mental illness, and management of, or coordination with, the health care needs of the person served. A full explanation of the nature and extent of integrated serve delivery responses covering homelessness, drug and alcohol, and mental health services domains has yet to be undertaken. Not surprisingly in light of this, no robust evidence currently exists on the effectiveness of various forms of integrated service delivery in our county centered on the needs of homeless people with mental health conditions or addictions. Goals We continue the goal of finding ways of measuring the extent of integration and assessing its form and structure. 1. Conduct a survey among all Behavioral Health Services and staff in an effort to determine the extent to which our integrated programs and services are meeting the treatment needs of consumers. Determine what is the current level and nature of service and system integration as it relates to the provision of support services to homeless people with poor mental health and problematic substance use. Determine whether system and service integration leads to better access to services on the part of homeless people with poor mental health outcomes and problematic substance use. Does it lead to improved client outcomes over and above what would otherwise occur? Our goal is to answer these questions definitively. 2. Determine the psychiatric, psychological and chemical dependence needs of our homeless consumers using the most objective and clinical measures and evidence-based methodologies and practices. 3. Demonstrate improved access and treatment outcomes for homeless individuals regardless of diagnosis, over previous assessments and measures taken prior to service integration. Substance use and other mental disorders are highly co-morbid. Compared to unilateral approaches, integrated treatments for substance use disorders and severe mental disorders result in superior outcomes for clients. With the specific aim of improving service coordination and treatment outcomes for persons with co- existing mental health and substance use disorders, programmatic goals in the coming year will focus on the following priority areas: • Raise awareness of co-morbidity among clinicians/health workers and promote examples of good practice resources/models. • Provide support to general clinical and counseling staff to improve treatment outcomes for co-morbid clients. • Facilitate resources and information for consumers, and improve data systems and collection methods within the mental health and AOD sectors to manage co-morbidity more effectively. The rationale being that co-morbidity is the norm rather than the exceptions, and is now well recognized. However, explicit attention to issues around housing and homelessness will be addressed with each individual case. Health Services Health and Human Services B-244 County of Contra Costa FY 2013-2014 Recommended Budget Hazardous Materials: 1. California Accidental Release Prevention Program: Complete 13 California Accidental Release Prevention Program audits, which represents approximately one third of the total facilities covered by this program. 2. Industrial Safety Ordinance: Public meetings will be held for the General Chemical Richmond, Phillips 66, Air Products at Shell and Tesoro, and Shell Martinez Refinery’s preliminary audit findings. 3. Unannounced Inspections: Perform nine unannounced inspections during fiscal year 2013-2014. 4. Aboveground Petroleum Storage Act Program: Inspect approximately one third of the facilities that are covered by this program, or 105. 5. Incident Response Program: Respond to all incidents within one hour, and ensure that all incidents are mitigated safely and effectively without injuries. 6. Hazardous Materials Business Plan Program: Complete approximately one-half of all of the facility inspections that are subject to the program, or approximately 1,144 facility inspections. The goal is to be up to date on all inspections of Hazardous Materials Businesses. 7. Hazardous Waste Generator Program: Complete one-half of all of the facility inspections that are subject to the program, or approximately 844 facility inspections. The goal is to ensure that all facilities that generate hazardous materials will have been inspected within the last two years. 8. Underground Storage Tank Program: Complete an inspection of all underground storage tank facilities in fiscal year 2012-2013. Approximately 396 facilities are subject to the underground storage tank regulations. Environmental Health: 1. Protect the waterways and groundwater of the County. Finish drafting new on-site wastewater treatment system (OWTS) ordinance and regulations which incorporate new technology and new state requirements. Conduct public outreach and other steps to have the ordinance and regulations adopted by the Board of Supervisors. Develop and make available well destruction guidelines, provide dewatering guidelines, and develop and make available pump test guidelines. Continue implementing the alternative on-site wastewater system permit process that meets current, local ordinance and anticipated state regulations. Increase the number of participating owners of alternative water systems, and implement a process to address owners of alternative on-site wastewater systems who are not responding to the requirements for permitting and inspection. 2. Ensure that solid waste is properly treated and disposed. Obtain Board of Supervisor approval for the appeal process for a Local Enforcement Agency decision as required by the state regulatory agency. Obtain Board of Supervisor approval for a revised illegal hauler ordinance which is needed to reduce illegal dumping. Implement a permitting program for closed and abandoned landfills, and for facilities operating under Enforcement Notification procedures as defined by the state oversight agency. 3. Improve food safety. Provide consistent and user-friendly information about retail food establishment inspection results. Field standardize all staff so as to incorporate Federal Food Program Standardization, inspect all food facilities one to three times per year based on risk, post all food facilities with a placard that reflects a risk-based inspection score. Work with other local environmental health jurisdictions and other stakeholders to improve the new cottage food program through clean-up legislation, create guidelines and procedures for EH inspectors, and provide additional training for staff who will need to enter private residences for the inspections. 4. Improve EH enforcement outcomes and promote EH services via an effective and Health Services Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-245 comprehensive outreach effort. Carry out all annual activities as defined in the EH Outreach Plan, carry out all one-time activities as defined in the calendar year outreach plan, develop and implement a tracking system of the outreach efforts, review content on website annually to ensure the most up to date material and valid links are available. 5. Increase health and safety for users of pools, including spray grounds and water features. Continue to participate in the process to rewrite Title 22 which focuses on the operation of pools and spas and other water features. If passed within the year, implement the new laws, first by training staff and stakeholders. 6. Increase safety for customers of tattoo and body artists. Commence permitting as required by state law on July 1, 2012 of all tattoo and body artists, inspect fixed facilities at a minimum of twice a year, establish a process to inspect mobile tattoo and body artists at least twice a year, and establish and implement a process to inspect temporary events with tattoo and body artists. 7. Increase efficiency of office processes. Continue process of scanning historic documents to move from paper to paperless, move from paper inspection and desktop to tablet based field operations, incorporate web- based payment for services, conduct efficiency studies of work practices especially related to customer service and EH interface with finance group, and create and pass a fee structure that is reflective of the costs for providing EH services. 8. Be prepared to provide excellent EH emergency response, provide two trainings for on-call response, evaluate responsiveness of on-call inspectors, actively participate in County and departmental emergency preparedness teams and training, and actively participate in at least one disaster drill. Detention Facilities Programs: Goal: Sustain the current fiscal year’s level of service at the budgeted cost. Outcome: Based on current projections, we will be able to sustain our current service level of treating 1,525 inmates in the Martinez and West County Detention facilities at the approved budgetary level. Goal: Implement the EPIC electronic record system to include five detention facilities – Martinez Detention Facility, West County Detention Facility, Marsh Creek Detention Facility, Juvenile Hall and Orin Allen Youth Rehabilitation Facility. Outcome: Epic (ccLink) electronic medical record was implemented on July 1, 2012. Goal: Continued refinement of multi-disciplinary safety training program to address workplace safety and awareness for all detention health staff. This is to include but not limited to: CPI training for all staff, custody sponsored in- service on safety topics inherent to a correctional setting. Outcome: • Developed and implemented Detention Health Safety Program – Safety Coordinator designated, and each of the five detention facilities has site safety representatives. • All Detention Health Staff attended Sheriff’s Office sponsored Facility Safety Training. • Detention Health Services Injury and Illness Prevention Program published. • One staff member certified in CPI training. • Employee Culture of Safety Survey conducted. • CPI training to commence January 11th and monthly classes will be given until all Detention Health staff have been trained. • Disaster Preparation Committee formed. All Detention Health Services staff at Martinez Detention, West County Detention, and Juvenile Hall completed disaster preparedness training. Health Services Health and Human Services B-246 County of Contra Costa FY 2013-2014 Recommended Budget • All Detention Health Services staff has completed Suicide Prevention Training. Homeless Programs: Continue accomplishing the goals defined in Contra Costa County’s 10-Year Plan to End Homelessness. These goals include: 1. Helping homeless individuals (re-) gain housing as soon as possible. 2. Provide integrated wrap-around service to help persons maintain housing. 3. Outreach to individuals to link them to housing, mental health, and substance abuse treatment and services. 4. Help people access employment that pays a housing wage. 5. Prevent homelessness from occurring in the first place. In addition, the Homeless Program aims to successfully integrate housing and services with other programs within the new Behavioral Health Division to provide an even more effective system of care for consumer with complex needs. The following are specific objectives for 2013- 2014 that work toward meeting the goals identified above. Housing 1. Add more permanent supportive housing through various resources that provide rental vouchers and other support services. 2. Continue to plan for the development of permanent housing units with supportive services for homeless individuals and families through the homeless conveyance process for the Concord Naval Weapons Station. 3. Develop a screening tool (vulnerability index) in which to quickly identify homeless individuals with special needs and match them with the most appropriate housing to meet their needs. Services 1. Continue to increase the number of homeless gaining access to SSI benefits through an evidence-based initiative. 2. Continue to provide case management and housing services to homeless veterans and re- entry populations. 3. Increase the availability of case management and other support services to persons residing in Permanent Supportive Housing Rental Assistance Programs. Outreach/Engagement/Community Awareness 1. Continue efforts to hold Project Homeless Connect events throughout the year. 2. Establish community-wide performance measure for homeless services within the continuum of care. 3. Conduct a countywide point-in-time count of homeless individuals that are residing in shelters and other temporary, transitional housing situations, living on the streets and in homeless encampments in our community. California Children’s Services 1. Enhance transition protocol including referrals to CARE Parent Network for information on employment, education and skill building. 2. Complete scanning of 2012 closed charts, train all staff in accessing scanned records, implement CCS best practices in electronic charting, and case status tracking tools. 3. Nurse staff retention: implement nurse liaisons to hospitals with CCS NICU centers to facilitate referral and authorization process. 4. CCS Nurses and Medical Consultant will be used to recruit additional CCS paneled providers. Veteran’s Services Nathan Johnson, Director Health and Human Services County of Contra Costa FY 2013-2014 Recommended Budget B-247 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 602,869 634,969 724,701 724,701 0 Services and Supplies 78,656 77,009 133,402 133,402 0 Expenditure Transfers 1,097 0 0 0 0 TOTAL EXPENDITURES 682,622 711,978 858,103 858,103 0 REVENUE Other Local Revenue 75,000 75,000 75,000 75,000 0 State Assistance 69,696 100,000 100,000 100,000 0 GROSS REVENUE 144,696 175,000 175,000 175,000 0 NET COUNTY COST (NCC) 537,926 536,978 683,103 683,103 0 Allocated Positions (FTE) 6 6 6.5 6.5 0 FINANCIAL INDICATORS Salaries as % of Total Exp 88% 89% 84% 84% % Change in Total Exp 4% 21% 0% % Change in Total Rev 21% 0% 0% % Change in NCC 0% 27% 0% COMPENSATION INFORMATION Permanent Salaries 360,918 371,016 402,546 402,546 0 Temporary Salaries 9,871 0 25,000 25,000 0 Deferred Comp 4,565 5,880 12,300 12,300 0 FICA/Medicare 27,662 28,952 32,690 32,690 0 Ret Exp-Pre 97 Retirees 1,521 2,367 2,367 2,367 0 Retirement Expense 114,115 131,827 154,041 154,041 0 Employee Group Insurance 37,762 48,752 54,051 54,051 0 Retiree Health Insurance 33,716 33,522 29,356 29,356 0 OPEB Pre-Pay 7,718 7,718 7,718 7,718 0 Unemployment Insurance 1,281 1,441 1,533 1,533 0 Workers Comp Insurance 3,740 3,494 3,099 3,099 0 Department Description The Veteran’s Services Department provides assistance to those who served in the Armed Forces of America, their dependents and survivors in obtaining Veteran’s 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. Major Department Responsibilities There are three components to Veteran’s Services. Veteran’s Services Health and Human Services B-248 County of Contra Costa FY 2013-2014 Recommended Budget 1. Program Assistance: Provides 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. Services include comprehensive benefit counseling, claim preparation, case management, initiation and development of appeals and networking with federal, state and local agencies. 2. Welfare Referral: Review of Veteran welfare applicants referred by the Employment and Human Services Department for review of receipt and assistance in applying for Veterans benefits. 3. Medi-Cal Cost Avoidance: Review of Veteran Medi-Cal applicants to determine those who may be eligible for Veteran’s benefits, including health care. Veteran’s Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $858,103 Financing: 175,000 Net County Cost: 683,103 Funding Sources: State 11% $100,000 Misc Current Svc 9% 75,000 General Fund 80% 683,103 FTE: 6.5 CAO’s Recommendation The Department’s baseline budget fully funds on-going services for FY 2013-14. Total expenditures have increased by $146,125 from the current year largely due to the allocation of Building Life Cycle costs and increases in permanent salary retirement costs. Performance Measurements 1. During FY 2011-2012, the Veterans Service Department processed $4,741,974 in retroactive and lump sum monetary benefits for Veterans. This is comparable to the previous fiscal year. College Fee Waivers represented $1,753,054 in additional benefits to Veteran’s dependents. 2. During FY 2011-2012, we processed new recurrent monthly benefits of $367,354, which is lower than previous years; however, we anticipate a steady increase FY 2012-2013. The reduction is due to the Department of Veterans Affairs rendering partial decisions, increased VA backlog and an internal system conversion. 3. Staff conducted 5,873 interviews, 37 field interviews, and answered 13,228 phone inquiries during FY 2011-2012. 4. Veteran’s Services received a perfect score from the California Department of Veterans Affairs audit thereby preserving subvention funding. Administrative and Program Goals Increase delivery of our service to an increasing number of Veterans and an increasing level of difficulty regarding physical and mental disabilities, including: 1. Implementing a strategic plan involving establishment of outreach stations, an outreach coordinator and a program for female Veterans. 2. Focusing on the aging Veteran population which deals with profound geriatric issues such as dementia, Alzheimer's, post-stroke recovery, need for skilled nursing and long term care etc. 3. Preparing for the casualties from the wars in Afghanistan, Iraq and troops returning home have presented new cases of Veterans with multiple amputations, brain trauma injuries, Post Traumatic Stress Disorder (PTSD) and other physical wounds and injuries. 4. Assisting on-going clients (Veterans of past wars and eras) have recurring needs to update disability evaluations, the filing of new disability and death claims based upon presumptive disabilities and service related deaths respectively. Functional Group Summary Law & Justice County of Contra Costa FY 2013-2014 Recommended Budget B-249 Table Description This table presents information in aggregate format summarizing General Fund expenditures, revenues, and net County costs for the Law & Justice Functional Group. Included is data for the following departments: Animal Services, Conflict Defense, District Attorney, Justice Systems Development/ Planning, Probation, Public Defender, Sheriff-Coroner, and Superior Court Related Functions. General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 254,061,586 269,798,687 289,610,625 288,108,151 (1,502,474) Services and Supplies 42,483,905 43,822,172 44,002,262 44,002,262 0 Other Charges 23,874,582 22,099,323 23,501,543 23,501,543 0 Fixed Assets 1,874,657 7,704,957 6,906,749 6,906,749 0 Expenditure Transfers 2,075,154 (2,490,063) (2,366,291) (2,366,291) 0 TOTAL EXPENDITURES 324,369,885 340,935,076 361,654,888 360,152,414 (1,502,474) REVENUE Other Local Revenue 91,440,324 92,981,589 100,414,218 103,076,669 2,662,451 Federal Assistance 9,524,946 5,239,328 10,152,398 10,152,398 0 State Assistance 82,498,237 93,148,232 91,308,915 91,308,915 0 GROSS REVENUE 183,463,507 191,369,149 201,875,531 204,537,982 2,662,451 NET COUNTY COST (NCC) 140,906,377 149,565,927 159,779,357 155,614,432 (4,164,925) Allocated Positions (FTE) 1,566 1,669 1,712 1,714 2 FINANCIAL INDICATORS Salaries as % of Total Exp 79% 79% 80% 79% % Change in Total Exp 5% 6% 0% % Change in Total Rev 4% 5% 1% % Change in NCC 6% 7% -3% COMPENSATION INFORMATION Permanent Salaries 121,777,411 125,458,283 132,719,092 132,019,880 (699,212) Temporary Salaries 6,464,404 4,409,902 4,583,259 4,494,674 (88,585) Permanent Overtime 11,920,299 10,345,421 11,409,365 11,449,365 40,000 Deferred Comp 196,829 544,860 537,186 541,618 4,432 Comp & SDI Recoveries (504,468) (524,648) (516,648) (516,648) 0 FICA/Medicare 5,022,283 4,919,442 5,269,761 5,264,848 (4,913) Ret Exp-Pre 97 Retirees 909,401 1,039,464 1,047,165 1,047,165 0 Retirement Expense 67,430,498 80,051,768 89,431,870 88,811,800 (620,070) Excess Retirement 519 0 0 0 0 Employee Group Insurance 18,080,285 21,273,793 22,016,407 21,907,494 (108,913) Retiree Health Insurance 12,137,227 12,625,551 13,206,377 13,206,377 0 OPEB Pre-Pay 4,932,658 4,932,656 4,932,656 4,932,656 0 Unemployment Insurance 502,069 514,610 762,507 760,083 (2,424) Workers Comp Insurance 4,500,261 4,207,585 4,211,628 4,188,839 (22,789) Labor Received/Provided 691,908 0 0 0 0 A e Functional Group Summary Law & Justice B-250 County of Contra Costa FY 2013-2014 Recommended Budget FY 2013-14 Recommended General Fund Expenditures Animal Services Glenn E. Howell Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-251 General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 7,217,156 8,010,222 8,178,545 8,178,545 0 Services and Supplies 2,481,254 2,122,415 2,178,988 2,178,988 0 Other Charges 9,612 0 0 0 0 Fixed Assets 25,255 8,000 8,000 8,000 0 Expenditure Transfers 396,088 361,067 372,666 372,666 0 TOTAL EXPENDITURES 10,129,366 10,501,704 10,738,199 10,738,199 0 REVENUE Other Local Revenue 6,937,491 7,301,704 7,336,761 7,521,383 184,622 GROSS REVENUE 6,937,491 7,301,704 7,336,761 7,521,383 184,622 NET COUNTY COST (NCC) 3,191,875 3,200,000 3,401,438 3,216,816 (184,622) Allocated Positions (FTE) 76 78 78 78 0 FINANCIAL INDICATORS Salaries as % of Total Exp 74% 79% 79% 79% % Change in Total Exp 4% 2% 0% % Change in Total Rev 5% 0% 3% % Change in NCC 0% 6% (5%) COMPENSATION INFORMATION Permanent Salaries 3,647,589 4,139,747 4,166,062 4,166,062 0 Temporary Salaries 495,028 265,953 265,953 265,953 0 Permanent Overtime 69,451 93,425 93,425 93,425 0 Deferred Comp 5,110 29,280 33,900 33,900 0 Comp & SDI Recoveries (41,980) (4,648) (4,648) (4,648) 0 FICA/Medicare 306,212 317,373 319,572 319,572 0 Ret Exp-Pre 97 Retirees 16,968 17,733 17,733 17,733 0 Retirement Expense 1,251,130 1,464,702 1,626,495 1,626,495 0 Employee Group Insurance 667,996 871,737 848,892 848,892 0 Retiree Health Insurance 385,666 380,055 393,823 393,823 0 OPEB Pre-Pay 203,727 203,727 203,727 203,727 0 Unemployment Insurance 15,078 15,896 15,963 15,963 0 Workers Comp Insurance 195,181 215,242 197,648 197,648 0 Animal Services Law and Justice B-252 County of Contra Costa FY 2013-2014 Recommended Budget Department Description The preceding table presents information in aggregate format summarizing expenditures, revenues, and net County costs for three General Fund budget units administered by the Animal Services Department. Included are data for the following cost centers: 3335 – Animal Licensing 3340 – Animal Services Centers 3345 – Spay/Neuter Clinic The cost center for Animal Services Centers has been further functionally divided into Animal Care and Housing and Field Enforcement in the narrative below. Baseline Budget: The Animal Services department anticipates a 2.2% increase in personnel expenses and a 2.7% increase in services and supplies to maintain the current level of service. Impact: To meet the General Fund target for FY 2013-14, the Department will increase its effort to licenses more dogs in the County. The Department will implement a variety of computerized strategies to increase animal licensing, including: automated rabies certification data, automated mailing to new dog owners, online purchasing of animal license, and mobile credit card machine for field purchase of animal license. The Department anticipates an additional $184,622 in licensing revenue in FY 2013-14. Major Department Responsibilities The Animal Services Department is responsible for protecting the citizens of the County from animal-related diseases, and preventing cruelty, abuse and neglect of animals by enforcing all State and County animal laws; and through education encouraging responsible pet ownership and humane treatment of animals. The Department enforces State law and County ordinances related to rabies and licensing requirements to ensure all dogs are licensed in the county. Through outreach with the community and coordination with adoption partners, the Department strives to increase the adoption of shelter animals. Department responsibilities are accomplished through operation of a state-of-the-art animal shelter, a Countywide animal licensing program which includes new on-line access to license pets, round-the-clock officer patrols, and a modern, low-cost spay and neuter clinic open to the public. Animal Licensing Description: Maintains a licensing program for dogs throughout the county to assist in identification of lost animals and control of rabies, and to partially offset the cost of operating animal control and spay/neuter services. The State Health and Safety Code requires the licensing of dogs in rabies endemic areas. The State Agriculture Code also requires dog licensing. The Department uses a computerized system to identify owners who have vaccinated their dogs against rabies but who have not obtained a license. Recently the department added an on-line licensing system that allows owners to license their pets from home. Animal Licensing Summary Service: Mandatory Level of Service: Discretionary Expenditures: $243,981 Financing: 1,066,031 Net County Cost: (822,050) Funding Sources: License Sales 100% $1,066,031 General Fund 0% (822,050) FTE: 1 Animal Services Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-253 Animal Care and Housing Description: Provides humane care and veterinary treatment to animals at the Martinez and Pinole Centers that are being held pending location of owners or other disposition. a. Operate and maintain a shelter management system; b. Quarantine biting animals as a part of the rabies control program; c. Conduct low-cost rabies vaccination clinics; d. Operate volunteer lost and found and adoption program. More than 220 volunteers provided over 21,596 hours assisting with the lost and found program, animal socializing, mobile adoption and community events and fostering; e. Humanely euthanize sick, old, and unwanted animals by injection; and euthanize aggressive animals to protect the public. f. Operate a humane education program. This program provides information to over 200,000 school children, library programs, Girl Scout troops, non-profit groups, faith based groups, and a variety of corporate business groups. The humane education program also provides a wide array of education programs and community events to inform the public about Pet Emergency Preparedness. Animal Care and Housing Summary Service: Mandatory Level of Service: Mandatory Expenditures: $5,959,687 Financing: 3,369,656 Net County Cost: 2,590,031 Funding Sources: City Contract 42.7% $2,543,922 Humane Services 6.0% 357,811 License Sales 7.5% 449,548 Animal Sales 0.3% 18,375 General Fund 43.5% 2,590,031 FTE: 45 Field Enforcement Description: Enforces state laws and County ordinances in the unincorporated area and the cities that have agreements with the County: a. Animal bite investigation - Biting incidents are investigated by Animal Services Officers. b. Leash law enforcement –The Agriculture Code and County Animal Control Ordinance require that dogs be kept on a leash when not on the property of their owner. Owners in violation may be cited and/or have their animal impounded. c. Animal cruelty investigation – Cruelty to animals is a violation of the State Penal Code. Reports of cruelty are investigated by Animal Services Officers. Officers testify in court if the investigation substantiates the allegation and criminal charges are brought. d. Dangerous animal investigation – Biting incidents and citizen complaints of aggressive dogs are investigated by Animal Services Officers. Owners charged with possession of a dangerous animal are allowed to challenge this assertion at a public hearing conducted by a Hearing Officer. e. Dead animal pick-up – Dead animals pose a health risk – the department receives requests to pick-up dead animals and Animal Services Officers perform this function as a part of their regular duties. f. Police search warrant assistance – Drug dealers often protect their property with aggressive and potentially dangerous dogs. The Department assists various police agencies by subduing these animals when a warrant is served. g. Citizen requests for service – Animals create many problems for citizens living in urban and suburban environments. Calls include animal rescue, loose exotic animals (large snakes, alligators, lizards, etc.), wild animal complaints, loose livestock, etc. Animal Services Law and Justice B-254 County of Contra Costa FY 2013-2014 Recommended Budget Field Enforcement Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,973,124 Financing: 2,246,438 Net County Cost: 1,726,686 Funding Sources: City Contract 42.7% $1,695,948 Humane Services 6.0% 238,541 License Sales 7.5% 299,699 Animal Sales 0.3% 12,250 General Fund 43.5% 1,726,686 FTE: 30 Spay/Neuter Clinic Description: Provides low cost pet spay/neuter services to the public. This program has, in part, been responsible for the decrease in the number of dogs and cats euthanized by the County from over 45,000 in 1971 to 2,155 in 2012. Spay/Neuter Clinic Summary Service: Discretionary Level of Service: Discretionary Expenditures: $561,407 Financing: 839,258 Net County Cost: (277,851) Funding Sources: Spay Fees 48.3% $ 405,154 Humane Services 28.1% 235,702 Animal Licenses 23.6% 198,402 General Fund (277,851) FTE: 2 CAO’s Recommendation FY 2013-14 Baseline Budget expenditures increased slightly in comparison to the FY 2012- 13 Budget, primarily through increases in salaries, benefits and operating expenses. Revenues resulting from increased animal license collection are projected to be sufficient to accommodate these increases. The FY 2013- 14 Recommended Budget for Animal Services is balanced while maintaining current service levels. Performance Measurement Goal: Increase animal adoptions by increasing the use of modern technology to better showcase animals on our website and on Facebook pages; create video presentations to improve the visibility of the animals and our adoption programs; and increase the number and locations of mobile adoption events. Measurement: The Department increased its use of modern technology to better showcase adoptable animals through the following efforts: volunteers filmed more than 200 adoption videos that were posted on YouTube and the Department’s Facebook page; and special events were advertised on the Department website and Facebook page resulting in calls from out of state on shelter animals up for adoption. The Department increased monthly mobile adoptions from 11 to 15 and added a new Sunday mobile adoption event that is held every Sunday in front of the Martinez shelter. Goal: Enhance the Department’s education program by implementing a series of dog obedience and training programs for the public, and expanding behaviorial information on the Department’s website. Measurement: The Department has made available to the public a series of low cost dog obedience classes. The series consists of five one hour classes that are held on Saturdays. The Department’s website contains Information about the classes, the cost, and how to register. Animal Services Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-255 Goal: Continue to develop partnerships with a number of animal welfare organizations and the private sector both in and out of the County to address the growing overpopulation of abandoned and homeless cats. Measurement: The Department continued to develop partnerships with a number of animal welfare organizations through the following efforts: five Spay and Neuter Impact Project (SNIP) clinics were held at the Department’s Martinez shelter; developed working relationships with nine cat rescue groups; alloted daily surgery slots at our spay and neuter clinic for feral cats from four rescue groups; hosted a workshop on cat trap and release at the Martinez shelter; coordinated off site placement of available cats at three pet stores in the County (Pet Food Express, Petsmart, and Rodies); and partnered with Contra Costa Humane Society to house our older cats in their “Kitty Corner.” Goal: Continue to improve efficiency by installing laptops with wireless units in all field vehicles to improve efficiency and productivity when funding permits. Measurement: The Department upgraded its air link EVDO wireless system in all field vehicles to Verizon 4G LTE air cards and AreoHive BR100 Routers. This system provides the Department with high speed wireless communications back to the Department’s primary kennel intake application; increases cell coverage area resulting in less loss of signal, improved “up time” and more productive units; and increased application updates and system uploads to the laptops in the field vehicles. ƒ Goal: Develop an animal husbandry curriculum that will raise the professionalism and expand the knowledge base of staff while addressing the complexities of animal care in shelters; with the expanded goal of being accepted at the university level for college credit. ƒ Goal: Increase our licensing compliance rate by enhancing our marketing and education efforts. ƒ Goal: Implement new Field Officer protocols to respond to the changing demands being set by the industry. Animal Services Law and Justice B-256 County of Contra Costa FY 2013-2014 Recommended Budget Conflict Defense Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-257 Conflict Defense General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 3,175,380 3,825,670 4,750,000 4,750,000 0 TOTAL EXPENDITURES 3,175,380 3,825,670 4,750,000 4,750,000 0 REVENUE GROSS REVENUE 0 0 0 0 0 NET COUNTY COST (NCC) 3,175,380 3,825,670 4,750,000 4,750,000 0 FINANCIAL INDICATORS % Change in Total Exp 20% 24% 0% % Change in NCC 20% 24% 0% Conflict Defense 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: $4,750,000 Financing: 0 Net County Cost: 4,750,000 Funding Sources: General Fund 100% $4,750,000 CAO’s Recommendation The County currently and has for many years contracted with the Contra Costa County Bar Association to provide conflict legal defense services through private attorneys. Costs had been trending upward due to an increase in the number of homicide and capital cases referred to the Bar, many of which involve multiple defendants requiring separate legal representation. In 2010, the County negotiated a new contract with the Bar that incorporated improved cost controls and presumptive maximum fees, which have helped to reduce overall program costs. The Recommended Budget provides for the continuation of services with the Bar under current contract terms. Due to a continued rise in caseloads referred by the Public Defender throughout fiscal years 2011-12 and 2012-13, the Recommended Budget includes an increase in appropriations estimated to be required to reach a final disposition for the bulk of those cases. The level of service for this program is mandated pursuant to constitutional requirements. Should the recommended 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 Conflict Defense Law and Justice B-258 County of Contra Costa FY 2013-2014 Recommended Budget County reserve. District Attorney Mark Peterson, District Attorney Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-259 Summary District Attorney Budgets General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 25,774,399 28,848,104 30,718,849 30,899,998 181,149 Services and Supplies 3,186,735 2,629,146 2,875,783 2,875,783 0 Other Charges 92,303 33,400 133,400 133,400 0 Fixed Assets 60,217 0 0 0 0 Expenditure Transfers (809,814) (825,501) (854,059) (854,059) 0 TOTAL EXPENDITURES 28,303,840 30,685,149 32,873,973 33,055,122 181,149 REVENUE Other Local Revenue 1,914,561 2,812,900 3,435,035 4,135,035 700,000 Federal Assistance 390,895 168,800 140,803 140,803 0 State Assistance 13,299,443 13,762,922 14,808,529 14,808,529 0 GROSS REVENUE 15,604,898 16,744,622 18,384,367 19,084,367 700,000 NET COUNTY COST (NCC) 12,698,942 13,940,527 14,489,606 13,970,755 (518,851) Allocated Positions (FTE) 155 168 177 177 0 FINANCIAL INDICATORS Salaries as % of Total Exp 89% 92% 91% 91% % Change in Total Exp 8% 7% 1% % Change in Total Rev 7% 10% 4% % Change in NCC 10% 4% (4%) COMPENSATION INFORMATION Permanent Salaries 14,334,736 16,530,111 17,217,076 17,317,684 100,608 Temporary Salaries 1,580,442 405,334 408,405 408,405 0 Permanent Overtime 52,754 45,000 45,000 45,000 0 Deferred Comp 63,025 127,740 118,446 121,489 3,043 Comp & SDI Recoveries (15,171) 0 0 0 0 FICA/Medicare 964,305 1,013,248 1,070,756 1,079,485 8,729 Ret Exp-Pre 97 Retirees 72,818 80,165 80,165 80,165 0 Retirement Expense 5,325,210 6,580,115 7,586,045 7,629,284 43,239 Employee Group Insurance 1,665,940 2,257,224 2,140,190 2,161,556 21,366 Retiree Health Insurance 993,047 1,015,996 1,070,511 1,070,511 0 OPEB Pre-Pay 391,276 391,276 391,276 391,276 0 Unemployment Insurance 56,848 63,480 65,544 66,007 463 Workers Comp Insurance 289,168 338,415 525,435 529,136 3,701 District Attorney Law and Justice B-260 County of Contra Costa FY 2013-2014 Recommended Budget Office Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for three budget units administered by the District Attorney. Included are data for the following budget units: 0242 – District Attorney 0245 – Public Assistance Fraud 0364 – Public Administrator 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 2013-2014 Recommended Budget B-261 District Attorney Budget General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 25,148,088 27,970,650 30,027,662 30,208,811 181,149 Services and Supplies 3,096,527 2,614,665 2,860,941 2,860,941 0 Other Charges 92,303 33,400 133,400 133,400 0 Fixed Assets 60,217 0 0 0 0 Expenditure Transfers (403,814) (419,501) (448,059) (448,059) 0 TOTAL EXPENDITURES 27,993,321 30,199,214 32,573,944 32,755,093 181,149 REVENUE Other Local Revenue 1,746,472 2,612,900 3,235,035 3,935,035 700,000 Federal Assistance 390,895 168,800 140,803 140,803 0 State Assistance 13,299,443 13,762,922 14,808,529 14,808,529 0 GROSS REVENUE 15,436,810 16,544,622 18,184,367 18,884,367 700,000 NET COUNTY COST (NCC) 12,556,511 13,654,592 14,389,577 13,870,726 (518,851) Allocated Positions (FTE) 149 164 173 173 0 FINANCIAL INDICATORS Salaries as % of Total Exp 89% 91% 91% 91% % Change in Total Exp 8% 8% 1% % Change in Total Rev 7% 10% 4% % Change in NCC 9% 5% (4%) COMPENSATION INFORMATION Permanent Salaries 14,059,832 16,036,875 16,874,614 16,975,222 100,608 Temporary Salaries 1,503,869 401,724 401,724 401,724 0 Permanent Overtime 52,754 45,000 45,000 45,000 0 Deferred Comp 61,087 120,600 114,906 117,949 3,043 Comp & SDI Recoveries (15,171) 0 0 0 0 FICA/Medicare 937,932 987,990 1,047,261 1,055,990 8,729 Ret Exp-Pre 97 Retirees 71,429 76,958 76,958 76,958 0 Retirement Expense 5,225,384 6,443,091 7,450,931 7,494,170 43,239 Employee Group Insurance 1,625,066 2,159,991 2,076,977 2,098,343 21,366 Retiree Health Insurance 925,652 946,545 998,205 998,205 0 OPEB Pre-Pay 361,873 361,873 361,873 361,873 0 Unemployment Insurance 55,575 61,596 64,242 64,705 463 Workers Comp Insurance 282,806 328,407 514,971 518,672 3,701 District Attorney Law and Justice B-262 County of Contra Costa FY 2013-2014 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. 2. Special Prosecution Description: Addresses specific areas of criminal activity. Many of these units are funded by 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 totally fictitious auto insurance claims in the county. b. 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. c. High Tech Crimes – Prosecutes computer- based crimes such as computer hacking, counterfeit rings, Internet scams, identity theft, and other crimes where there is a need for high technology expertise. 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. Family Violence Assault – Prosecutes all felony sexual assaults by adults, against adults and minors. f. Vertical Prosecution Units – In 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: Major Narcotics Vendor, Elder Abuse, Child Abuse, Statutory Rape, and Career Criminal prosecution. g. 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. District Attorney Summary Service: Mandatory Level of Service: Discretionary Expenditures: $32,755,093 Financing: 18,884,367 Net County Cost: 13,870,726 Funding Sources: Sales Tax 36.7% 12,030,618 Intergov Rev 11.9% 3,883,065 Misc State Aid 8.1% 2,656,421 State Aid Realignmt 0.4% 121,490 Fed Aid Crime Ctrl 0.4% 140,803 Miscellaneous Rev 0.2% 52,000 General Fund 42.3% 13,870,726 FTE: 173 District Attorney Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-263 Public Assistance Fraud Budget General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 347,180 596,388 402,349 402,349 0 Services and Supplies 71,215 5,135 3,651 3,651 0 Expenditure Transfers (406,000) (406,000) (406,000) (406,000) 0 TOTAL EXPENDITURES 12,395 195,523 0 0 0 REVENUE GROSS REVENUE 0000 0 NET COUNTY COST (NCC) 12,395 195,523 0 0 0 Allocated Positions (FTE) 4222 0 FINANCIAL INDICATORS Salaries as % of Total Exp 83% 99% 99% 99% % Change in Total Exp 1477% (100%) 0% % Change in NCC 1477% (100%) 0% COMPENSATION INFORMATION Permanent Salaries 120,751 342,636 189,738 189,738 0 Temporary Salaries 76,573 0 3,071 3,071 0 Deferred Comp 918 6,120 2,520 2,520 0 FICA/Medicare 15,028 13,738 11,819 11,819 0 Ret Exp-Pre 97 Retirees 676 2,560 2,560 2,560 0 Retirement Expense 45,669 79,700 74,154 74,154 0 Employee Group Insurance 10,604 67,353 33,225 33,225 0 Retiree Health Insurance 55,362 58,712 61,427 61,427 0 OPEB Pre-Pay 17,313 17,313 17,313 17,313 0 Unemployment Insurance 715 1,308 726 726 0 Workers Comp Insurance 3,572 6,948 5,796 5,796 0 District Attorney Law and Justice B-264 County of Contra Costa FY 2013-2014 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: $406,000 Financing: 406,000 Net County Cost: 0 Funding Sources: Transfers 100% $406,000 FTE: 2 District Attorney Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-265 Public Administrator Budget General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 279,131 281,066 288,838 288,838 0 Services and Supplies 18,994 9,346 11,191 11,191 0 TOTAL EXPENDITURES 298,125 290,412 300,029 300,029 0 REVENUE Other Local Revenue 168,089 200,000 200,000 200,000 0 GROSS REVENUE 168,089 200,000 200,000 200,000 0 NET COUNTY COST (NCC) 130,036 90,412 100,029 100,029 0 Allocated Positions (FTE) 2222 0 FINANCIAL INDICATORS Salaries as % of Total Exp 94% 97% 96% 96% % Change in Total Exp (3%) 3% 0% % Change in Total Rev 19% 0% 0% % Change in NCC (30%) 11% 0% COMPENSATION INFORMATION Permanent Salaries 154,153 150,600 152,724 152,724 0 Temporary Salaries 0 3,610 3,610 3,610 0 Deferred Comp 1,020 1,020 1,020 1,020 0 FICA/Medicare 11,345 11,520 11,676 11,676 0 Ret Exp-Pre 97 Retirees 713 647 647 647 0 Retirement Expense 54,158 57,324 60,960 60,960 0 Employee Group Insurance 30,270 29,880 29,988 29,988 0 Retiree Health Insurance 12,033 10,739 10,879 10,879 0 OPEB Pre-Pay 12,090 12,090 12,090 12,090 0 Unemployment Insurance 558 576 576 576 0 Workers Comp Insurance 2,790 3,060 4,668 4,668 0 District Attorney Law and Justice B-266 County of Contra Costa FY 2013-2014 Recommended Budget Public Administrator Description: Investigates and may administer the estates of persons who are residents of Contra Costa County at the time of death and have no will or appropriate person willing or able to administrator their estate. Public Administrator Summary Service: Mandatory Level of Service: Discretionary Expenditures: $300,029 Financing: 200,000 Net County Cost: 100,029 Funding Sources: Estate Fees 66.7% $200,000 General Fund 33.3% 100,029 FTE: 2 Miscellaneous Programs (Non-General Fund) 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: $696,895 Financing: 1,000,000 Net Fund Cost: (303,105) Funding Sources: Fines/Forfeitures 100% $1,000,000 Narcotics Forfeiture Description: State law requires that the District Attorney Office’s portion of distributed forfeited narcotics assets be used for enhancement of prosecution. Narcotics Forfeiture Summary Service: Discretionary Level of Service: Discretionary Expenditures: $187,700 Financing: 187,700 Net Fund Cost: 0 Funding Sources: Seizures 100% $187,700 FTE: 1 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: $ 375,444 Financing: 156,500 Net Fund Cost: 218,944 Funding Sources: General Fines 41.7% $ 156,500 Fund Balance 58.3% 218,944 District Attorney Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-267 DA Federal Forfeiture – Dept of Justice Description: Federal law requires that the District Attorney Office’s portion of distributed forfeited narcotics assets be used for enhancement of prosecution. Federal Forfeiture-Dept of Justice Summary Service: Discretionary Level of Service: Discretionary Expenditures: $ 16,225 Financing: 50,000 Net Fund Cost: (33,775) Funding Sources: General Fines 100.0% $ 50,000 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: $662,805 Financing: 662,805 Net Fund Cost: 0 Funding Sources: Recording Fees 100.0% $662,805 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: $310,573 Financing: 220,515 Net Fund Cost: 90,058 Funding Sources: Public Safety Realign 100.0% $220,515 Fund Balance 90,058 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). Public Safety Realignment Local Revenue Fund (AB 109) District Attorney Summary Service: Mandatory Level of Service: Mandatory Expenditures: $121,451 Financing: 121,451 Net Fund Cost: 0 Funding Sources: Public Safety Realign 100.0% $121,451 District Attorney Law and Justice B-268 County of Contra Costa FY 2013-2014 Recommended Budget CAO Recommendation The 2013-14 Baseline Budget increases expenditure appropriations by $2.19 million, or 7.1% and estimated revenue by $1.64 million, or 9.8%, resulting in an increase to net County cost of $549,079. The Recommended Budget increases net County cost by $30,228, which funds a portion of the Baseline Budget associated with building lifecycle costs. The remainder of the difference is achieved through the following, which balances the departmental budget: 1. Increased Revenue – $700,000 Expand prosecution and management of AB109 cases; Ensure compliance with Marsy’s Law as it relates to the realigned AB109 population. 2. Personnel Adjustments – ($181,149) Salaries and benefits are increased to provide additional expenditure appropriations and flexibility in the District Attorney’s Office for implementation of various programming. The District Attorney’s office continues to work aggressively on new crime prevention initiatives in addition to managing responsibilities associated with AB109. The County Administrator’s Office acknowledges this continued effort and believes that the Recommended Budget reflects a balance between funding new initiatives and preserving mandated, mainline prosecution responsibilities within the District Attorney’s Office. 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 his Office using appropriations allocated by the Board of Supervisors. District Attorney Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-269 Performance Measurement The Contra Costa County District Attorney’s Office reviews every police report it receives from more than 25 law enforcement agencies, and files and prosecutes to conclusion thousands of criminal cases every year. In 2012, the office prosecuted over 3,600 felony cases and over 7,200 misdemeanor cases. It conducted 98 felony trials and 184 misdemeanor trials. The District Attorney’s Office is also called upon to investigate and prosecute public corruption. Despite acute budget issues, the District Attorney reports that his office has continued to maintain an overall felony conviction rate of 91%, the highest in the Bay Area. Administrative and Program Goals 1. Crime Prevention Programs: The District Attorney's Office continues to implement new crime prevention initiatives. (A) Richmond Cease Fire The District Attorney’s Office continues to be involved with the anti-gang initiative known as “Ceasefire” in the City of Richmond. The program attempts to stem gang violence at its source, before it erupts into shootings and the taking of innocent lives. Studies have shown Ceasefire to drop the homicide rate a minimum of 20%. Sustaining the Ceasefire program has required the allocation of two additional deputy district attorneys to prosecute Ceasefire Initiative violators. In prioritizing this program, the District Attorney hopes to achieve positive results in terms of reducing the number of crime victims and related County medical costs. The City of Richmond has seen the number of homicides drop from 47 in 2009 to 18 in calendar year 2012. (B) Anti-Truancy Initiative The District Attorney's Office continues to implement its anti-truancy crime prevention initiative Addressing this County’s truancy crisis will help to prevent crime. The County already pays a huge price for dropouts. Dropouts are 3.5 times more likely to be arrested, more than 8 times more likely to be in jail, and they comprise more than 50% of our state prison inmates. It’s been projected that a 10% increase in graduation rates in Contra Costa County would reduce murder and assault rates by about 20%. 2. Administrative Goals (A) Case Management System The District Attorney is continuing efforts towards design and implementation of a new case management information system. CAO Law & Justice System staff have worked with the District Attorney’s Office to update business system requirements, and developed a request for proposals for a replacement system. Two companies recently responded to the RFP and their proposals are currently being evaluated. Until a new case management system is implemented, the office continues to rely upon the County’s mainframe system, which is becoming obsolete and difficult to maintain. (B) Filing/Storage Systems The District Attorney will evaluate current filing systems in an effort to identify ways to update and streamline processes, and to purge obsolete files to reduce file storage costs. The District Attorney will investigate the possibility of electronic storage of closed files. (C) Staffing The District Attorney will continue efforts to maintain minimum staffing levels necessary to prosecute the full spectrum of criminal offenses. District Attorney Law and Justice B-270 County of Contra Costa FY 2013-2014 Recommended Budget Realignment (AB 109) The additional responsibilities which the District Attorney’s Office will be expected to handle as a result of passage of AB 109 are considerable. The Board recently approved funding for the Arraignment Court Early Representation (ACER) program, as part of realignment. However, additional funding for the District Attorney’s office of approximately $700,000 was not approved for fiscal year 2012-2013. It is hoped that in the Realignment budget for fiscal year 2013-2014, the CCP and the Board of Supervisors will approve the expenditure of $700,000 from Realignment funds for the District Attorney’s Office. If that does not occur, the District Attorney’s Office will need an additional $700,000 from the General Fund to meet its Realignment responsibilities. FY 2013-14 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 1 Mainline Prosecution Increase AB109 Public Safety Realignment Revenue 0.0 $ (700,000) Expand prosecution and management of AB109 cases. Ensure compliance with Marsy’s Law as it relates to the realigned AB109 population 2 1 Mainline Prosecution Increase expenditure appropriations for Mainline Prosecution 0.0 $ 181,149 Ensure expanded flexibility in hiring attorney staff for mainline prosecution Total 0.0 $ (518,851) Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-271 Summary Law and Justice Budgets General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 262,859 267,885 403,104 403,104 0 Services and Supplies 974,536 4,270,715 2,132,124 2,132,124 0 Other Charges 575,366 577,000 577,000 577,000 0 Expenditure Transfers (51,143) (33,775) (144,640) (144,640) 0 TOTAL EXPENDITURES 1,761,619 5,081,825 2,967,588 2,967,588 0 REVENUE Other Local Revenue 195,198 161,965 161,965 161,965 0 State Assistance 708,158 850,000 905,623 905,623 0 GROSS REVENUE 903,356 1,011,965 1,067,588 1,067,588 0 NET COUNTY COST (NCC) 858,263 4,069,860 1,900,000 1,900,000 0 Allocated Positions (FTE) 2233 0 FINANCIAL INDICATORS Salaries as % of Total Exp 15% 5% 13% 13% % Change in Total Exp 188% (42%) 0% % Change in Total Rev 12% 5% 0% % Change in NCC 374% (53%) 0% COMPENSATION INFORMATION Permanent Salaries 143,683 144,436 224,318 224,318 0 Deferred Comp 2,820 2,820 4,620 4,620 0 FICA/Medicare 10,672 11,050 17,172 17,172 0 Ret Exp-Pre 97 Retirees 660 973 973 973 0 Retirement Expense 47,244 51,236 86,046 86,046 0 Employee Group Insurance 27,805 27,569 40,561 40,561 0 Retiree Health Insurance 21,183 21,105 20,009 20,009 0 OPEB Pre-Pay 7,275 7,275 7,275 7,275 0 Unemployment Insurance 526 555 854 854 0 Workers Comp Insurance 991 866 1,276 1,276 0 Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for two budget units administered by the County Administrator’s Office: 0235 – Law and Justice System Development 0265 – Vehicle Theft Justice Systems Development/Planning Law and Justice B-272 County of Contra Costa FY 2013-2014 Recommended Budget Major Department Responsibilities The mission of Justice System Programs is to provide administration and coordination of data systems that affect and support the entire County justice system. Besides Law & Justice Systems Development, the County Administrator’s Office oversees the 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 2013-2014 Recommended Budget B-273 Law & Justice Systems Development General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 262,859 267,885 403,104 403,104 0 Services and Supplies 246,402 2,870,715 1,226,501 1,226,501 0 Other Charges 575,366 577,000 577,000 577,000 0 Expenditure Transfers (51,143) (33,775) (144,640) (144,640) 0 TOTAL EXPENDITURES 1,033,484 3,681,825 2,061,965 2,061,965 0 REVENUE Other Local Revenue 195,198 161,965 161,965 161,965 0 GROSS REVENUE 195,198 161,965 161,965 161,965 0 NET COUNTY COST (NCC) 838,286 3,519,860 1,900,000 1,900,000 0 Allocated Positions (FTE) 2233 0 FINANCIAL INDICATORS Salaries as % of Total Exp 24% 7% 18% 18% % Change in Total Exp 256% (44%) 0% % Change in Total Rev (17%) 0% 0% % Change in NCC 320% (46%) 0% COMPENSATION INFORMATION Permanent Salaries 143,683 144,436 224,318 224,318 0 Deferred Comp 2,820 2,820 4,620 4,620 0 FICA/Medicare 10,672 11,050 17,172 17,172 0 Ret Exp-Pre 97 Retirees 660 973 973 973 0 Retirement Expense 47,244 51,236 86,046 86,046 0 Employee Group Insurance 27,805 27,569 40,561 40,561 0 Retiree Health Insurance 21,183 21,105 20,009 20,009 0 OPEB Pre-Pay 7,275 7,275 7,275 7,275 0 Unemployment Insurance 526 555 854 854 0 Workers Comp Insurance 991 866 1,276 1,276 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. Justice Systems Development/Planning Law and Justice B-274 County of Contra Costa FY 2013-2014 Recommended Budget Law & Justice Systems Development Summary Service: Discretionary Level of Service: Discretionary Expenditures: $ 2,061,965 Financing: 161,965 Net County Cost: 1,900,000 Funding Sources: Fees from Participants 7.2% 147,975 Miscellaneous Rev 0.7% 13,990 General Fund 92.1% 1,900,000 FTE: 3 Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-275 Vehicle Theft Program General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 727,640 1,400,000 905,623 905,623 0 TOTAL EXPENDITURES 727,640 1,400,000 905,623 905,623 0 REVENUE State Assistance 708,158 850,000 905,623 905,623 0 GROSS REVENUE 708,158 850,000 905,623 905,623 0 NET COUNTY COST (NCC) 19,481 550,000 0 0 0 FINANCIAL INDICATORS % Change in Total Exp 92% (35%) 0% % Change in Total Rev 20% 7% 0% % Change in NCC 2723% (100%) 0% Description: Special budget unit created pursuant to California Vehicle Code section 9250.14; provides local funding for programs relating to vehicle theft crimes. Vehicle Theft Program Summary Service: Discretionary Level of Service: Mandatory Expenditures: $ 905,623 Financing: 905,623 Net County Cost: 0 Funding Sources: Vehicle License Fees 100% $ 905,623 FTE: 0 Justice Systems Development/Planning Law and Justice B-276 County of Contra Costa FY 2013-2014 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. Automated ID & Warrant Summary Service: Discretionary Level of Service: Mandatory Expenditures: $2,423,194 Financing: 672,481 Net Fund Cost: 1,750,713 Funding Sources: Fines & Forfeits 17.5% $ 425,000 Participant Fees 9.3% 225,000 General Fund Subsidy 0.9% 22,481 Fund Balance 72.3% 1,750,713 2. Courthouse Construction Description: Special fund created for penalty assessments levied on court fines for the purpose of courthouse construction. Courthouse Construction Summary Service: Discretionary Level of Service: Mandatory Expenditures: $2,017,676 Financing: 1,370,500 Net Fund Cost: 647,176 Funding Sources: Penalty Assessments 77.6% $1,063,000 Intergov. Revenue 23.9% 327,500 Use of Money -1.5% (20,000) 3. Criminal Justice Facility Construction Description: Special fund created for penalty assessments levied on court fines for criminal justice facility construction, systems development and operations. Criminal Justice Facility Construction Summary Service: Discretionary Level of Service: Mandatory Expenditures: $ 1,285,000 Financing: 1,285,000 Net Fund Cost: 0 Funding Sources: General Fines 82.7% $ 1,063,000 Parking Fines 17.3% 222,000 4. DNA Identification Fund Description: As provided by Government Code section 76104.6, adds $1 penalty for every ten dollars upon every fine, penalty, or forfeiture imposed and collected by the courts for criminal offenses, including Vehicle Code violations, except parking offenses. These funds are deposited into a separate DNA Identification Fund in the County Treasury. After required transfers to the State, remaining funds may be used to reimburse the Sheriff or other law enforcement agencies to collect DNA specimens, samples, and print impressions. DNA Identification Fund Summary Service: Discretionary Level of Service: Mandatory Expenditures: $270,000 Financing: 270,000 Net Fund Cost: 0 Funding Sources: Penalty Assessments 100% $270,000 Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-277 5. 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: $19,285,330 Financing: 19,285,330 Net Fund Cost: 0 Funding Sources: Public Safety Realign 100% $19,285,330 Fund 115300 6. Supplemental Law Enforcement Services Account (SLESA) - (AB 109) Public Safety Realignment Description: Within the County’s Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State Supplemental Law Enforcement funding for the Sheriff and Contra Costa cities. Supplemental Law Enforcement Services (AB 109) Service: Mandatory Level of Service: Discretionary Expenditures: $6,134,468 Financing: 6,134,468 Net Fund Cost: 0 Funding Sources: Public Safety Realign 100% $6,134,468 Fund 115300 CAO’s Recommendation The Baseline Budget is decreased by $2,114,237 primarily due to the removal of one- time appropriations in the amount of $1.61 million from Law & Justice Systems Development and prior year fund balance in the amount of $494,377 from the Vehicle Theft program. The Baseline Budget funds a new Business Systems Analyst position established in 2012-13 for support of the implementation and administration of AB109 Public Safety Realignment. The Recommended Budget funds the Baseline Budget in its entirety, resulting in a net county cost of $1.9 million. The Recommended Budget continues the General Fund subsidy to the Justice Automated Warrant System (JAWS) in the amount of $22,480. Justice Systems Development/Planning Law and Justice B-278 County of Contra Costa FY 2013-2014 Recommended Budget Performance Measurement Selection and Implementation of new District Attorney and Probation Department Case Management Systems • Discovered and prioritized requirements • Developed and published an RFP (Request For Proposal) soliciting bids • Reviewed RFP bids, interviewed vendor references, and scored vendor submissions • Developed a demonstration script for vendors and held all-day vendor demonstrations (Underway for Probation System only) • 90-day evaluation of vendor systems (underway for DA System only) Maintain and modernize other justice data systems • Warrant System - Implemented a daily active warrant feed to ARIES (Automated Regional Information Exchange System); Defined warrant system enhancements; enhance scars, marks, and tattoo feature. • Disposition Reporting - Analyzed and produced juvenile disposition reports. • Law and Justice Information System (LJIS) Mainframe - Analyzed, researched, and resolved production issues; maintained system tables; defined, designed, and tested system reports for justice partners.   Administrative and Program Goals Implementation of New District Attorney and Probation Department Case Management Systems • Complete vendor-reference interviews (Probation only) • Complete demonstration script and host vendor demonstrations (Probation only) • Complete 90-day evaluation of vendor system (Probation only) • Select vendor (Probation only) • Complete contract negotiations • Start vendor implementation Needs Assessment of Public Defender’s Office Case Management System • Discover and prioritize requirements • Develop and publish an RFP (Request For Proposal) seeking bids. Probation Philip Kader, Chief Probation Officer Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-279 Summary Probation Department Budgets General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 47,110,239 50,900,638 53,043,941 52,402,642 (641,299) Services and Supplies 6,440,038 7,576,072 7,411,676 7,411,676 0 Other Charges 6,016,719 5,684,280 7,044,500 7,044,500 0 Fixed Assets 0 34,400 0 0 0 Expenditure Transfers (1,083,406)(2,068,963) (1,725,875) (1,725,875) 0 TOTAL EXPENDITURES 58,483,589 62,126,427 65,774,242 65,132,943 (641,299) REVENUE Other Local Revenue 11,149,812 7,656,678 10,800,303 11,000,303 200,000 Federal Assistance 5,128,607 903,298 5,988,627 5,988,627 0 State Assistance 8,435,901 18,070,739 11,824,599 11,824,599 0 GROSS REVENUE 24,714,320 26,630,715 28,613,529 28,813,529 200,000 NET COUNTY COST (NCC) 33,769,269 35,495,712 37,160,713 36,319,414 (841,299) Allocated Positions (FTE) 292 325 332 332 0 FINANCIAL INDICATORS Salaries as % of Total Exp 79% 79% 79% 78% % Change in Total Exp 6% 6% (1%) % Change in Total Rev 8% 7% 1% % Change in NCC 5% 5% (2%) COMPENSATION INFORMATION Permanent Salaries 21,754,496 23,220,154 23,164,148 22,852,748 (311,400) Temporary Salaries 1,644,832 1,268,200 1,315,000 1,315,000 0 Permanent Overtime 757,061 732,056 846,000 886,000 40,000 Deferred Comp 34,415 81,900 80,340 82,753 2,413 Comp & SDI Recoveries (156,397) (55,000) (47,000) (47,000) 0 FICA/Medicare 603,745 516,114 525,375 527,001 1,626 Ret Exp-Pre 97 Retirees 180,700 181,896 189,597 189,597 0 Retirement Expense 13,555,310 16,203,401 18,363,641 18,044,620 (319,021) Employee Group Insurance 3,557,225 3,846,945 3,763,423 3,719,120 (44,303) Retiree Health Insurance 2,701,648 2,668,021 2,664,000 2,664,000 0 OPEB Pre-Pay 1,294,036 1,294,036 1,294,036 1,294,036 0 Unemployment Insurance 86,019 87,728 88,239 87,216 (1,023) Workers Comp Insurance 949,851 855,187 797,142 787,551 (9,591) Labor Received/Provided 147,299 0 0 0 0 Probation Law and Justice B-280 County of Contra Costa FY 2013-2014 Recommended Budget Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for three budget units administered by the Probation Department. Included are data for the following budget units. 0308 – Probation Programs 0309 – Probation Facilities 0310 – Care of Court Wards Major Department Responsibilities The mission of the Probation Department is to serve and support our communities, courts and crime victims in collaboration with other justice partners throughout the county. The Department is committed to the preservation of public safety by providing evidence-based prevention, investigation and supervision services, as well as a safe environment for staff and those placed in its custodial care. The Probation Department operates to ensure that convicted offenders are held accountable for offenses by completing their court-ordered sentences. Probation services include counseling, substance abuse treatment, community services, victim restitution, home supervision, intensive supervision, and detention at a County juvenile institution or in a group home placement. The Chief Probation Officer is the Chair of the recently formed Community Corrections Partnership that 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 2013-2014 Recommended Budget B-281 Probation Programs Budget General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 25,110,733 27,983,206 29,626,708 28,985,409 (641,299) Services and Supplies 2,144,234 3,361,610 3,010,723 3,010,723 0 Other Charges 17,197 17,500 17,500 17,500 0 Fixed Assets 0 34,400 0 0 0 Expenditure Transfers (1,152,133)(2,242,132) (1,911,520) (1,911,520) 0 TOTAL EXPENDITURES 26,120,031 29,154,584 30,743,411 30,102,112 (641,299) REVENUE Other Local Revenue 6,301,141 5,419,066 5,945,934 6,145,934 200,000 Federal Assistance 4,241,919 230,398 4,748,627 4,748,627 0 State Assistance 835,001 9,125,068 4,473,264 4,473,264 0 GROSS REVENUE 11,378,060 14,774,532 15,167,825 15,367,825 200,000 NET COUNTY COST (NCC) 14,741,970 14,380,052 15,575,586 14,734,287 (841,299) Allocated Positions (FTE) 144 173 179 179 0 FINANCIAL INDICATORS Salaries as % of Total Exp 92% 89% 91% 91% % Change in Total Exp 12% 5% (2%) % Change in Total Rev 30% 3% 1% % Change in NCC (2%) 8% (5%) COMPENSATION INFORMATION Permanent Salaries 11,433,881 12,516,382 12,743,018 12,431,618 (311,400) Temporary Salaries 41,742 0 0 0 0 Permanent Overtime 34,235 19,256 110,000 150,000 40,000 Deferred Comp 21,886 50,460 55,080 57,493 2,413 Comp & SDI Recoveries (10,592) 0 0 0 0 FICA/Medicare 273,380 296,007 308,095 309,721 1,626 Ret Exp-Pre 97 Retirees 93,227 96,840 101,597 101,597 0 Retirement Expense 6,986,182 8,569,348 9,941,880 9,622,859 (319,021) Employee Group Insurance 1,747,130 1,966,659 1,921,730 1,877,427 (44,303) Retiree Health Insurance 2,701,648 2,668,021 2,664,000 2,664,000 0 OPEB Pre-Pay 1,294,036 1,294,036 1,294,036 1,294,036 0 Unemployment Insurance 41,398 47,117 48,560 47,537 (1,023) Workers Comp Insurance 452,581 459,080 438,712 429,121 (9,591) Labor Received/Provided 0000 0 Probation Law and Justice B-282 County of Contra Costa FY 2013-2014 Recommended Budget 1. Adult Field Services Description: Investigates and supervises criminal offenders referred by the Courts. a. Investigations – Prepares more than 4,000 felony investigative reports annually for the Superior Court. These include pre-plea reports for plea and bail considerations and assessment and recommendation reports for sentencing. FTE: 17 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 c. Active Felony Supervision (SB678) - Supervises a daily average of 1,500 felons convicted of violent crimes, serving to implement and monitor the specific and general conditions of probation, and hold offenders accountable to the court. FTE: 22 d. Public Safety Realignment (AB 109) - The Community Corrections Partnership (chaired by the County Probation Officer) completed the county-wide plan and budget that was subsequently approved by the Board of Supervisors. The elements of the plan include the Post Release Community Supervision clients released from prison to the supervision of the Probation Department, and clients sentenced to local jail commitments after completing a term for violating their parole. FTE: 13 e. Drug Grant (Narcotics Enforcement Team) - Provides intensive monitoring and supervision for drug related offenders. Deputy Probation Officers work closely with Narcotic Enforcement Teams. FTE: 1 f. Vehicle Theft - Cooperative program among the California Highway Patrol and the Sheriff, District Attorney, and Probation departments that enhances the capacity of local police and prosecutors to deter, investigate and prosecute vehicle theft crimes. Provides close supervision to a caseload of auto thieves placed on felony probation. This program is funded by the State via vehicle license fees. FTE: 1 g. Domestic Violence – Provides intensive supervision of high-risk offenders who have been court-ordered to complete a mandated 52-week batterer’s treatment program. Deputies also work with the victims of domestic violence and facilitate the collection of restitution and restraining orders when necessary. FTE: 5 h. DUI Enhanced Supervision Program – Collaboration with the California Office of Traffic Safety that provides for intensified supervision of felony drunk drivers. FTE: 1 j. Banked Caseload – Deputy Probation Officers provide supervision and monitoring of probation violations to a daily average population of approximately 700 felons. FTE: 1 2. Juvenile Field Services Description: Provides juvenile delinquency investigations and reports to the Juvenile Court on approximately 3,000 matters annually. Supervises a daily average of 1,500 juveniles on probation, providing individualized controls, counseling, supervision, placement, and referral services to minors and their parents. Regular Deputy Probation Officer caseloads average approximately 40 juveniles per officer. Services are provided for detained minors and as they prepare to transition back into the community. It also includes clients in the community and in out-of-home residential treatment programs. a. Intake – Conducts initial investigation into alleged offenses, processes petitions (charges) for court consideration and recommends detention or release. FTE: 5 Probation Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-283 b. Investigation – Conducts investigation into offenses and makes dispositional recommendations to the court. The Department performs over 4,300 intake and court investigations annually. FTE: 10 c. Court Probation Officers – Represents Probation in court hearings and provides information on probation cases to the judges to assist in arriving at the appropriate disposition. FTE: 5 d. Supervision – Supervises minors placed on probation or made wards of the Court. The probation officer has the responsibility to protect the community and to help minors and their families to recognize the problems that contributed to the delinquent behavior and to make the necessary adjustments to prevent further delinquency. FTE: 17 e. Placement – Formulates alternative living plans for approximately 150 youth annually, who cannot remain at home or attend local schools because of serious delinquency or behavioral problems. FTE: 7 f. School Probation Officers – Provides case management services for juveniles referred by school districts as well as those on active probation. This program is funded through the Juvenile Justice Crime Prevention Act (JJCPA), and increases the presence of probation officers on school campuses throughout the County. FTE: 11 g. Community Probation – Deputy probation officers join with various police jurisdictions to provide intensive supervision to high-risk youth. Funding is provided by the JJCPA. FTE: 8 h. YOTP/Girls in Motion (GIM) - Out of custody supervision for institution treatment programs. FTE: 5 3. Other Services a. Training – Includes mandated Standards and Training for Corrections (STC) Program and approved training for Probation staff. FTE: 2 b. Field Support Services – Provides clerical support to the Probation Department. FTE: 23 4. Administration Description: Provides fiscal management, central records, automated systems, contract management, employee and facility safety, purchasing and payroll, facility and office management, and resource development services. FTE: 16 5. Probation Collections Unit Description: The Collections Unit was added to the Probation Department in FY2010-11 upon the closure of the County’s Office of Revenue Collections. The unit is responsible for collecting various fees that include, but are not limited to, Juvenile Hall, the Orin Allen Youth Rehabilitation Facility, and the Electronic Monitoring Program. FTE: 5 Probation Programs Summary Service: Mandatory Level of Service: Discretionary Expenditures: $30,102,112 Financing: 15,367,825 Net County Cost: 14,734,287 Funding Sources: State 23.3% $7,025,867 Title IV-E 13.7% 4,125,400 Public Safety Realign 8.6% 2,590,390 Charges for Services 3.3% 1,002,941 Federal 2.1% 623,227 General Fund 49.0% 14,734,287 FTE: 179 Probation Law and Justice B-284 County of Contra Costa FY 2013-2014 Recommended Budget Juvenile Facilities Budget General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 21,999,506 22,917,432 23,417,233 23,417,233 0 Services and Supplies 2,529,959 2,454,512 2,553,983 2,553,983 0 Other Charges 47,120 10,200 10,200 10,200 0 Expenditure Transfers 68,727 173,169 185,645 185,645 0 TOTAL EXPENDITURES 24,645,312 25,555,313 26,167,061 26,167,061 0 REVENUE Other Local Revenue 2,632,900 394,412 2,662,813 2,662,813 0 Federal Assistance (387) 0 0 0 0 State Assistance 7,248,687 8,582,174 6,981,438 6,981,438 0 GROSS REVENUE 9,881,200 8,976,586 9,644,251 9,644,251 0 NET COUNTY COST (NCC) 14,764,112 16,578,727 16,522,810 16,522,810 0 Allocated Positions (FTE) 148 152 153 153 0 FINANCIAL INDICATORS Salaries as % of Total Exp 90% 90% 90% 90% % Change in Total Exp 4% 2% 0% % Change in Total Rev (9%) 7% 0% % Change in NCC 12% 0% 0% COMPENSATION INFORMATION Permanent Salaries 10,320,615 10,703,772 10,421,130 10,421,130 0 Temporary Salaries 1,603,090 1,268,200 1,315,000 1,315,000 0 Permanent Overtime 722,826 712,800 736,000 736,000 0 Deferred Comp 12,529 31,440 25,260 25,260 0 Comp & SDI Recoveries (145,805) (55,000) (47,000) (47,000) 0 FICA/Medicare 330,365 220,107 217,280 217,280 0 Ret Exp-Pre 97 Retirees 87,473 85,056 88,000 88,000 0 Retirement Expense 6,569,128 7,634,053 8,421,761 8,421,761 0 Employee Group Insurance 1,810,094 1,880,286 1,841,693 1,841,693 0 Unemployment Insurance 44,621 40,611 39,679 39,679 0 Workers Comp Insurance 497,271 396,107 358,430 358,430 0 Labor Received/Provided 147,299 0 0 0 0 Probation Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-285 1. Probation Facilities Description: A continuum of court-ordered custodial care and treatment services for juveniles. a. Juvenile Hall – The maximum security facility is designed for the mandated detention of minors before and after court hearings. Approximately 1,600 juveniles are booked annually. FTE: 105.5 b. Orin Allen Youth Rehabilitation Facility (OAYRF) (Byron Boys’ Ranch) – Rehabilitation facility that provides 100 beds for seriously delinquent boys committed by the courts. Approximately 225 juveniles are admitted annually for an average stay of six months. FTE: 41 c. Girls in Motion - 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. FTE: 1 d. Electronic Monitoring – Provides electronic monitoring / GPS support to juvenile probation deputies and intensive supervision to minors released to the community prior to sentencing. FTE: 2 e. 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, appropriate referrals to community-based services and intensive supervision for participants who are out of custody. FTE: 3 Juvenile Facilities Summary Service: Mandatory Level of Service: Mandatory Expenditures: $26,167,061 Financing: 9,644,251 Net County Cost: 16,522,810 Funding Sources: State 36.9% 9,641,451 Charges for Svcs 0.1% 2,800 General Fund 63.0% 16,522,810 FTE: 152.5 Probation Law and Justice B-286 County of Contra Costa FY 2013-2014 Recommended Budget Care of Court Wards Budget General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 1,765,845 1,759,950 1,846,970 1,846,970 0 Other Charges 5,952,402 5,656,580 7,016,800 7,016,800 0 TOTAL EXPENDITURES 7,718,247 7,416,530 8,863,770 8,863,770 0 REVENUE Other Local Revenue 2,215,772 1,843,200 2,191,556 2,191,556 0 Federal Assistance 887,075 672,900 1,240,000 1,240,000 0 State Assistance 352,213 363,497 369,897 369,897 0 GROSS REVENUE 3,455,060 2,879,597 3,801,453 3,801,453 0 NET COUNTY COST (NCC) 4,263,187 4,536,933 5,062,317 5,062,317 0 FINANCIAL INDICATORS % Change in Total Exp (4%) 20% 0% % Change in Total Rev (17%) 32% 0% % Change in NCC 6% 12% 0% Description: Court-ordered custodial care outside of County facilities, and medical care for juvenile residents within County facilities. a. Out-of-Home Placement – Provides federal, State and County funding for the board and care costs of minors placed in private residential care by the Juvenile Court. b. Division of Juvenile Justice (DJJ) Fees – Fees paid to the DJJ (formerly the California Youth Authority) for the incarceration cost of juveniles from this County. c. Medical Services in Juvenile Facilities- Fees paid to the Health Services Department for rendering medical service to the residents of Juvenile Hall and the Orin Allen Youth Rehabilitation Facility. Care of Court Wards Summary Service: Mandatory Level of Service: Mandatory Expenditures: $8,863,770 Financing: 3,801,453 Net County Cost: 5,062,317 Funding Sources: Reimbursements 24.7% $2,191,556 Federal 14.0% 1,240,000 State 4.2% 369,897 General Fund 57.1% 5,062,317 Probation Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-287 Miscellaneous Programs (Non-General Fund) 1. Juvenile Justice Crime Prevention Act (JJCPA) - SLESF – Probation Description: This Special Revenue Fund provides State resources for the Juvenile Justice Crime Prevention Act of 2000 (JJCPA) to support juvenile prevention initiatives. The State funds are used to support 21 FTE 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 activities, Probation personnel provide investigation and supervision services to juvenile offenders and other at-risk youth. SLESF – Probation Summary Service: Discretionary Level of Service: Discretionary (Limited to Juvenile Prevention Services) Expenditures: $2,964,262 Financing: 3,007,511 Net Fund Cost: (43,249) Funding Sources: State 100.0% $3,007,511 2. Probation Ward Welfare Fund Description: Pursuant to Welfare and Institutions Code Section 873, provides for the revenues associated with the detention commissary and 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: $51,000 Financing: 51,000 Net Fund Cost: 0 Funding Sources: Misc Revenue 100.0% $51,000 3. Community Corrections Performance Incentives Fund Description: SB678, 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 probations to State Prison to local CCPIFs. CCPIF revenue is to be used for evidence-based probation supervision activities with the ultimate goal of reducing recidivism among adult probations between the ages of 18 and 25. Community Corrections Performance Incentives Fund (CCPIF) Service: Discretionary Level of Service: Discretionary Expenditures: $3,298,328 Financing: 1,620,397 Net Fund Cost: 1,677,931 Funding Sources: State 49.1% $1,620,397 Fund Balance 50.9% 1,677,931 Probation Law and Justice B-288 County of Contra Costa FY 2013-2014 Recommended Budget CAO Recommendation The 2013-14 Baseline Budget increases expenditure appropriations by $3.65 million, or 5.9% and estimated revenue by $1.98 million, or 7.4%, resulting in an increase to net County cost of $1.67 million. The primary driver of baseline increases to net County cost are salary and benefit expenses; specifically, retirement expenses. The Recommended Budget increases net County cost by $823,702, which funds a significant amount of the baseline increase over fiscal year 2012-13. The remainder of the difference is achieved through the following, which balances the departmental budget: 1. Increase Vacancy Factor – ($641,299) Establish a vacancy factor within the department budget to account for savings associated with positions that are currently or will become vacant during fiscal year 2013-14. 2. Additional Public Safety Realignment revenue - $200,000 Increased funding allocation to the Probation Department for supervision and other activities related to the new population realigned from the State to counties through AB109 Public Safety Realignment. Performance Measurement Complete the selection and implementation of a case management system (CMS) Probation continues to work on design of a CMS system to measure outcomes and improve efficiency. Continue to develop State-recognized evidence-based programming (EBP) in facilities and field probation The Department has continued to keep this Performance Measurement in the forefront of its mission. The Department was awarded a grant to implement and train trainers in the use of Aggression Replacement Treatment and maintained a database to ensure fidelity to the models. The Department has begun training staff in Thinking for a Change (T4C) and is developing a plan for implementation. Implement and train staff in gender- specific programming In 2010, the Department opened the Girls in Motion Program in direct response to a need for girls’ services in the community. The Department has invested in training staff to identify and refer girls who have been commercially exploited. Staff in the unit and aftercare staff have received enhanced training in gender-specific issues. Seek possible funding sources to rehabilitate, at no County cost, two units of Juvenile Hall Units still require rehabilitation and the Department continues to search for sources of possible funding. Improve collaborative efforts among departments to improve service delivery to clients The rapid implementation of AB 109 and creation of the mandatory Community Corrections Partnership defined partnerships and facilitated healthy communication to provide supportive services to adults re-entering the community from prison as well as providing improved services to the probation population now serving time in jail. Improve facilities and develop programming to accommodate possible closure of the State Department of Juvenile Justice Plan for juvenile realignment including custody and rehabilitation of youth up to age 21. Probation Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-289 Administrative and Program Goals • Continue to implement and evaluate all aspects of AB 109 Public Safety Realignment and its impact on the community, as well as integration of services provided to clients. • Complete the implementation of a computerized case management system. • Analyze all programs for enhancement opportunities presented by new technology. • Continue to develop best practices and, as a standardized case management system comes on line, use it to measure and validate programming. FY 2013-14 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 8 Adult Investigations and Supervision Increase Vacancy Factor 0.0 ($641,299) Establish a vacancy factor within the department budget to account for savings associated with positions that are currently or will become vacant during fiscal year 2013-14 2 8 Adult Investigations and Supervision Increase AB109 Public Safety Realignment Revenue 0.0 ($200,000) Increased funding allocation to the Probation Department for supervision and other activities related to the new population realigned from the State to counties through AB109 Public Safety Realignment. Total 0.0 ($841,299) Probation Law and Justice B-290 County of Contra Costa FY 2013-2014 Recommended Budget Public Defender Robin Lipetzky, Public Defender Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-291 Summary Public Defender Budgets General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 14,671,766 15,620,493 16,876,728 16,788,143 (88,585) Services and Supplies 1,991,533 2,111,645 2,029,870 2,029,870 0 Other Charges 26 5,000 5,000 5,000 0 Fixed Assets 0 10,000 0 0 0 Expenditure Transfers (52,882) (55,485) (33,189) (33,189) 0 TOTAL EXPENDITURES 16,610,444 17,691,653 18,878,409 18,789,824 (88,585) REVENUE Other Local Revenue 78,040 255,100 899,451 899,451 0 State Assistance 47,843 44,685 44,685 44,685 0 GROSS REVENUE 125,883 299,785 944,136 944,136 0 NET COUNTY COST (NCC) 16,484,561 17,391,868 17,934,273 17,845,688 (88,585) Allocated Positions (FTE) 76 84 91 91 0 FINANCIAL INDICATORS Salaries as % of Total Exp 88% 88% 89% 89% % Change in Total Exp 7% 7% 0% % Change in Total Rev 138% 215% 0% % Change in NCC 6% 3% 0% COMPENSATION INFORMATION Permanent Salaries 7,989,368 8,757,525 9,320,884 9,320,884 0 Temporary Salaries 1,218,660 1,137,995 1,137,995 1,049,410 (88,585) Permanent Overtime 659000 0 Deferred Comp 29,355 41,220 61,560 61,560 0 FICA/Medicare 626,178 586,278 647,058 647,058 0 Ret Exp-Pre 97 Retirees 39,119 50,225 50,225 50,225 0 Retirement Expense 2,884,329 3,086,320 3,660,059 3,660,059 0 Employee Group Insurance 890,629 967,389 1,000,536 1,000,536 0 Retiree Health Insurance 686,075 686,970 688,321 688,321 0 OPEB Pre-Pay 217,827 217,825 217,825 217,825 0 Unemployment Insurance 33,330 32,745 35,434 35,434 0 Workers Comp Insurance 56,237 56,001 56,831 56,831 0 Public Defender Law and Justice B-292 County of Contra Costa FY 2013-2014 Recommended Budget Department Description 1. Main Office Description: Provides mandated legal representation, advice and investigative services to indigent adults and juveniles charged with criminal offenses. Also provides legal representation and advice to persons who have been committed to state hospitals: pursuant to Penal Code Section 1026 (Not Guilty by Reason of Insanity); as mentally disordered offenders; or as sexually violent predators. The main office also provides legal representation to persons facing contempt charges in civil proceedings and persons the subject of probate guardianships. Finally, the main office assists persons in clearing their records through the filing of expungement motions. The main office operates one branch in Richmond and one branch in Martinez. FTE: 81 2. Alternate Defender Office Description: Provides mandated legal representation, advice and investigative services to indigent adults and juveniles charged with criminal offenses in cases in which the main office has declared a conflict of interest. FTE: 10 Public Defender Summary Service: Mandatory Level of Service: Discretionary Expenditures: $18,789,824 Financing: 944,136 Net County Cost: 17,845,688 Funding Sources: Intergov. Revenue 0.2% $ 44,685 Misc. Revenue 4.8% 899,451 General Fund 95.0% 17,845,688 FTE: 91 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). Public Safety Realignment Local Revenue Fund (AB 109) Public Defender Summary Service: Mandatory Level of Service: Discretionary Expenditures: $121,451 Financing: 121,451 Net County Cost: 0 Funding Sources: Intergov Revenue 100.0% $121,451 CAO’s Recommendation The Public Defender’s baseline budget increases net County cost by $542,405, which is wholly attributable to net increases in salary and benefit costs. The County Administrator is recommending a budget that funds a majority of the increases resulting in a slight reduction of $88,585 in temporary salaries. This reduction will have minimal impact to departmental operations due to the significant augmentation in permanent, full-time staffing throughout fiscal year 2012-13. Increases in staffing have resulted in a cessation of referrals of clients to the Contra Costa County Bar Association for legal services due to reduced attorney caseloads. Public Defender Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-293 Performance Measurement Reduce the Number of Clients Referred out to the Conflicts Panel Due to Insufficient Staffing Levels This goal has been met. With the addition of four attorney positions, the Department has completely eliminated the need to refer cases to the Conflicts Panel due to excessive caseloads. Continue Work with the Community Corrections Partnership to Facilitate a Smooth Transition to Public Safety Realignment The Department has continued to provide leadership in working with the Community Corrections Partnership to facilitate the transition and work through the challenges presented by Public Safety Realignment. Public Safety Realignment brought about major reforms in the sentencing and supervision of low level felony offenders, primarily by shifting responsibility for incarceration and oversight of these offenders to the local level. Contra Costa County continues to be a leader among counties in planning for and adjusting to the changes brought about by realignment. The formation of a Community Advisory Board and the development of an Operations Plan for AB109 funding are innovative approaches to Public Safety Realignment that have been viewed as a model for counties around the state. As a member of the Community Corrections Partnership Executive Committee, the Public Defender will continue to work with the other justice partners to ensure that Contra Costa County continues to achieve the principle goal of realignment: to increase public safety through reducing recidivism. Work with the Courts and the District Attorney to Expand the Early Disposition Program to the Pittsburg Court The Department has succeeded in meeting this goal to the extent possible. The Public Defender was able to secure funding through AB109 funding to launch an innovative program designed to provide representation for in-custody clients at their first appearance in court. This program, termed ACER (Arraignment Court Early Representation), has enabled the Department to hire two high level attorneys and one paralegal to ensure representation for all in- custody felony clients at the first appearance. Eventually, when the District Attorney’s Office is able to staff these courts, the ACER program will be folded in with the Early Disposition calendar such that all felony cases will be assessed for early disposition at the initial appearance. Provide Representation in Misdemeanor Arraignment Courts The Department has succeeded in meeting this goal. Currently all in-custody misdemeanor clients are provided representation at their first appearance in arraignment court. This has been a long-term goal for this Department and meeting this goal is a significant accomplishment. Secure a Case Management System This project is ongoing. Unfortunately, we have not yet secured a case management system. We will continue working toward this goal in the coming year. Administrative and Program Goals Develop a Program using the New Public Defender Social Worker Supervisor Position and Social Work Intern Staff to Support Better Outcomes for Clients With funding from the AB109, the Department was able to hire a Social Worker Supervisor who will start with the Department in March 2013. A major goal for the Department is to develop this new position into an expansive program, using interns, to better serve the reentry needs of both our adult and juvenile clients. In the coming year, we will design a program that will enable us to advocate for appropriate outcomes for our low-level felony clients. The goal with this program will be to help this client population receive services that will enable them to get their lives back on track and keep them out of the criminal justice system. In addition, we hope to utilize social work interns to assess the needs of our juvenile clients who are housed in placement facilities throughout the state. Public Defender Law and Justice B-294 County of Contra Costa FY 2013-2014 Recommended Budget Enhance and Expand our Internal Training Program, to Include Improved Training for the Management Team A Departmental goal for the coming year will be to expand and enhance our in-house training for new attorneys as well as for our management team. Thanks to funding that the Department was awarded for IT projects last year, we have been able to equip our library with a new mounted projector and make other improvements that will greatly enhance our ability to provide in-house training. By the end of the next fiscal year, we expect to have in place a comprehensive, one-week training program for all new misdemeanor and felony attorneys to enhance the level of service we provide to our clients. Secure a Case Management System We will continue to work to secure a case management system for the Department. We hope to have a system in place by the end of FY 2013-2014. Update and Expand the Department Website In the coming year, we will work on updating and modernizing our public website. This will entail expanding the public information section regarding Public Defender services and programs as well as updating attorney profiles. FY 2013-14 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 1 Main Office Temporary Salaries 0.0 ($88,585) Minimal impact due to the restoration of several Deputy Public Defender positions within the department during 2012-13. Total 0.0 ($88,585) Sheriff-Coroner David O. Livingston, Sheriff-Coroner Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-295 Sheriff-Coroner Summary General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 158,441,051 166,151,345 180,352,227 179,398,488 (953,739) Services and Supplies 23,636,537 19,273,386 20,881,388 20,881,388 0 Other Charges 276,540 200,700 280,700 280,700 0 Fixed Assets 1,789,185 7,652,557 6,898,749 6,898,749 0 Expenditure Transfers 3,653,179 132,594 2,806 2,806 0 TOTAL EXPENDITURES 187,796,491 193,410,582 208,415,870 207,462,131 (953,739) REVENUE Other Local Revenue 62,254,287 67,463,916 70,784,097 72,361,926 1,577,829 Federal Assistance 4,005,444 4,167,230 4,022,968 4,022,968 0 State Assistance 59,945,934 60,359,886 63,665,479 63,665,479 0 GROSS REVENUE 126,205,666 131,991,032 138,472,544 140,050,373 1,577,829 NET COUNTY COST (NCC) 61,590,826 61,419,550 69,943,326 67,411,758 (2,531,568) Allocated Positions (FTE) 966 1,013 1,032 1,034 2 FINANCIAL INDICATORS Salaries as % of Total Exp 86% 86% 87% 86% % Change in Total Exp 3% 8% 0% % Change in Total Rev 5% 5% 1% % Change in NCC 0% 14% (4%) COMPENSATION INFORMATION Permanent Salaries 73,907,539 72,666,310 78,626,604 78,138,184 (488,420) Temporary Salaries 1,489,072 1,332,420 1,419,920 1,419,920 0 Permanent Overtime 11,040,374 9,474,940 10,424,940 10,424,940 0 Deferred Comp 62,104 261,900 238,320 237,296 (1,024) Comp & SDI Recoveries (290,920) (465,000) (465,000) (465,000) 0 FICA/Medicare 2,508,390 2,475,379 2,688,728 2,673,460 (15,268) Ret Exp-Pre 97 Retirees 599,135 708,472 708,472 708,472 0 Retirement Expense 44,367,274 52,665,994 58,109,584 57,765,296 (344,288) Excess Retirement 519000 0 Employee Group Insurance 11,270,691 13,302,929 14,222,805 14,136,829 (85,976) Retiree Health Insurance 7,349,609 7,853,404 8,369,713 8,369,713 0 OPEB Pre-Pay 2,818,517 2,818,517 2,818,517 2,818,517 0 Unemployment Insurance 310,136 314,206 556,418 554,554 (1,864) Workers Comp Insurance 3,008,611 2,741,874 2,633,206 2,616,307 (16,899) Sheriff-Coroner Law and Justice B-296 County of Contra Costa FY 2013-2014 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 – 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 2013-2014 Recommended Budget B-297 Field Enforcement Budget General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 66,883,667 68,261,863 77,294,513 76,340,774 (953,739) Services and Supplies 11,474,134 8,968,716 9,972,842 9,972,842 0 Other Charges 249,933 181,200 261,200 261,200 0 Fixed Assets 306,438 3,714,352 3,252,225 3,252,225 0 Expenditure Transfers 3,591,294 1,135,825 952,387 952,387 0 TOTAL EXPENDITURES 82,505,465 82,261,956 91,733,167 90,779,428 (953,739) REVENUE Other Local Revenue 22,249,028 23,885,441 22,011,363 22,045,398 34,035 Federal Assistance 407,860 1,573,830 1,009,618 1,009,618 0 State Assistance 30,948,826 32,559,499 34,655,574 34,655,574 0 GROSS REVENUE 53,605,714 58,018,770 57,676,555 57,710,590 34,035 NET COUNTY COST (NCC) 28,899,751 24,243,186 34,056,612 33,068,838 (987,774) Allocated Positions (FTE) 366 399 414 416 2 FINANCIAL INDICATORS Salaries as % of Total Exp 85% 84% 85% 85% % Change in Total Exp 0% 12% (1%) % Change in Total Rev 8% (1%) 0% % Change in NCC (16%) 40% (3%) COMPENSATION INFORMATION Permanent Salaries 28,684,351 26,112,154 32,201,969 31,713,549 (488,420) Temporary Salaries 889,980 859,920 887,920 887,920 0 Permanent Overtime 4,019,333 3,530,743 3,178,602 3,178,602 0 Deferred Comp 43,984 123,600 129,600 128,576 (1,024) Comp & SDI Recoveries (64,630) (425,000) (425,000) (425,000) 0 FICA/Medicare 1,257,733 1,260,165 1,292,959 1,277,691 (15,268) Ret Exp-Pre 97 Retirees 215,613 338,090 338,090 338,090 0 Retirement Expense 16,136,679 19,422,258 21,835,702 21,491,414 (344,288) Excess Retirement 519000 0 Employee Group Insurance 4,315,811 5,231,039 5,529,459 5,443,483 (85,976) Retiree Health Insurance 7,349,609 7,853,404 8,369,713 8,369,713 0 OPEB Pre-Pay 2,818,517 2,818,517 2,818,517 2,818,517 0 Unemployment Insurance 120,200 134,678 123,225 121,361 (1,864) Workers Comp Insurance 1,095,968 1,002,295 1,013,757 996,858 (16,899) Sheriff-Coroner Law and Justice B-298 County of Contra Costa FY 2013-2014 Recommended Budget Description: Support 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 personnel matters, budgetary control, enforcement of operational standards, crime prevention services, and the analysis of crime trends. This division provides the central administrative support for the entire department. The division staff has responsibility for training, internal affairs, central records, personnel administration and fiscal management. Administrative Services Bureau Summary Service: Discretionary Level of Service: Discretionary Expenditures: $21,166,246 Financing: 2,103,480 Net County Cost: 19,062,766 FTE: 48 2. Field Operations Bureau a. Patrol Services Division - The Patrol Division's primary function is to provide 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. (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. FTE: 137 (2) The Marine Patrol division remains responsible for patrol of the navigable waterways within the County and enforcement of all applicable laws. FTE: 12 Patrol Services Division Service: Mandatory Level of Service: Discretionary Expenditures: $30,578,421 Financing: 42,400,962 Net County Cost: (11,822,541) FTE: 149 b. Investigation Division – This 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 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. FTE: 40 Sheriff-Coroner Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-299 (2) The DA Investigations Unit provides investigator positions to the District Attorney’s Office under contract. FTE: 1 Investigation Division Service: Mandatory Level of Service: Discretionary Expenditures: $8,421,247 Financing: 515,063 Net County Cost: 7,906,184 FTE: 41 3. Support Services Bureau a. Forensic Services Division – The primary function of the Criminalistics Laboratory is the objective examination, evaluation, and comparison and interpretation of physical evidence related to the investigation of crimes. The Lab provides physical evidence examination to all government agencies in the County. These functions are offset by fees paid either contractually or on a fee-for- service basis. (1) The General Criminalistics Unit is responsible for the analysis of diverse types of physical evidence and for the examination of crime scenes for the collection and reservation of evidence in criminal cases. (2) The Controlled Substance Analysis/Drug, Alcohol and Toxicology Unit has three major functions: the analysis of controlled substances seized by law enforcement officers; the analysis of blood, breath, and urine samples for the presence of alcohol and other controlled substances; and the analysis of physical evidence using highly sophisticated scientific equipment. (3) The Property Unit is responsible for the storage, disposition, and record keeping of all property and evidence related to pending cases. (4) 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. Forensic Services Division Service: Mandatory Level of Service: Discretionary Expenditures: $13,401,494 Financing: 7,673,856 Net County Cost: 5,727,638 FTE: 63.5 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; and maintains crime statistics. In addition to providing technical support to the Sheriff’s Office for all automated systems, this division provides services through the following units: (1) Civil Unit: Carries out the legal mandates of the Government Code and Code of Civil Procedure to serve all process of the courts that are delivered to the Sheriff. The Sheriff is legally obligated to exercise reasonable diligence in attempting to effect service of process and may face severe liability with regard to this function. (2) Communications Unit: Represents the basic means for the public to contact and request public safety services. The Dispatch unit provides the essential communications link to the operational units of the department. The personnel also dispatch for other agencies, such as Emergency Medical Services and Animal Control, as well as Sheriff-Coroner Law and Justice B-300 County of Contra Costa FY 2013-2014 Recommended Budget several police departments through contractual agreements. (3) Records Unit: Receives and files all police reports, and maintains statistics regarding crimes for local, state, and federal reports; maintains booking records, responsible for maintaining 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: $16,531,532 Financing: 4,372,489 Net County Cost: 12,159,043 FTE: 114 Sheriff-Coroner Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-301 Sheriff Contract Services Budget General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 35,335,676 35,868,686 38,172,475 38,172,475 0 Services and Supplies 332,818 369,711 373,559 373,559 0 Other Charges 6,246 5,000 5,000 5,000 0 Fixed Assets 15,949000 0 Expenditure Transfers (347,625) (493,654) (337,338) (337,338) 0 TOTAL EXPENDITURES 35,343,062 35,749,743 38,213,696 38,213,696 0 REVENUE Other Local Revenue 36,426,581 35,749,743 38,213,696 38,213,696 0 GROSS REVENUE 36,426,581 35,749,743 38,213,696 38,213,696 0 NET COUNTY COST (NCC) (1,083,518) 0 0 0 0 Allocated Positions (FTE) 219 210 215 215 0 FINANCIAL INDICATORS Salaries as % of Total Exp 99% 99% 99% 99% % Change in Total Exp 1% 7% 0% % Change in Total Rev (2%) 7% 0% % Change in NCC (100%) 0% 0% COMPENSATION INFORMATION Permanent Salaries 17,440,004 16,907,974 16,850,263 16,850,263 0 Temporary Salaries 370,722 264,000 264,000 264,000 0 Permanent Overtime 2,301,136 1,512,000 2,583,586 2,583,586 0 Deferred Comp 3,020 34,800 50,160 50,160 0 Comp & SDI Recoveries (88,614) (40,000) (40,000) (40,000) 0 FICA/Medicare 355,509 320,718 330,874 330,874 0 Ret Exp-Pre 97 Retirees 159,749 131,232 131,232 131,232 0 Retirement Expense 11,444,014 13,089,531 14,034,371 14,034,371 0 Employee Group Insurance 2,526,461 2,934,491 3,289,404 3,289,404 0 Unemployment Insurance 72,654 64,849 64,711 64,711 0 Workers Comp Insurance 751,022 649,091 613,874 613,874 0 1. Contract Police Services. Description. Provides 24 hour per day law enforcement services to the contract agencies including the cities of Danville, Lafayette, Oakley, 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. FTE: 98 Sheriff-Coroner Law and Justice B-302 County of Contra Costa FY 2013-2014 Recommended Budget 2. 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 810 of the California Rules of Court are reimbursed by the State. FTE: 86 3. Health Services Security Description: Provides security at the Contra Costa County Regional Medical Center and health clinics in Richmond and Pittsburg. Funding for this unit comes from the Health Services Department. FTE: 24 4. Employment and Human Services Department (EHSD) Security Services Description: Provides security at County EHSD facilities. Funding for this unit comes from the Employment and Human Services Department. FTE: 7 Sheriff Contract Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $ 38,213,696 Financing: 38,213,696 Net County Cost: 0 Funding Sources: Charges for Services 64.5% 24,639,578 Misc. Revenue 35.5% 13,574,118 FTE: 215 Sheriff-Coroner Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-303 Custody Services Bureau Budget General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 50,837,889 55,192,775 58,464,904 58,464,904 0 Services and Supplies 6,164,322 5,732,489 6,905,822 6,905,822 0 Other Charges 16,450 12,000 12,000 12,000 0 Fixed Assets 6,810 25,000 773,724 773,724 0 Expenditure Transfers 111,888 383,730 299,771 299,771 0 TOTAL EXPENDITURES 57,137,359 61,345,994 66,456,221 66,456,221 0 REVENUE Other Local Revenue 3,723,466 5,111,250 8,860,470 10,404,264 1,543,794 Federal Assistance 3,597,584 2,593,400 3,013,350 3,013,350 0 State Assistance 23,436,593 23,523,850 25,447,523 25,447,523 0 GROSS REVENUE 30,757,644 31,228,500 37,321,343 38,865,137 1,543,794 NET COUNTY COST (NCC) 26,379,715 30,117,494 29,134,878 27,591,084 (1,543,794) Allocated Positions (FTE) 341 363 368 368 0 FINANCIAL INDICATORS Salaries as % of Total Exp 89% 91% 88% 88% % Change in Total Exp 7% 8% 0% % Change in Total Rev 2% 20% 4% % Change in NCC 14% (3%) (5%) COMPENSATION INFORMATION Permanent Salaries 24,779,757 26,357,277 26,503,116 26,503,116 0 Temporary Salaries 196,413 180,500 240,000 240,000 0 Permanent Overtime 4,591,719 3,853,225 4,347,268 4,347,268 0 Deferred Comp 6,274 80,400 45,900 45,900 0 Comp & SDI Recoveries (97,476) 0 0 0 0 FICA/Medicare 789,395 769,665 962,096 962,096 0 Ret Exp-Pre 97 Retirees 200,281 213,150 213,150 213,150 0 Retirement Expense 15,130,104 18,017,040 19,945,078 19,945,078 0 Employee Group Insurance 4,071,873 4,652,197 4,938,297 4,938,297 0 Unemployment Insurance 106,219 100,760 356,756 356,756 0 Workers Comp Insurance 1,063,331 968,561 913,243 913,243 0 Sheriff-Coroner Law and Justice B-304 County of Contra Costa FY 2013-2014 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, and court services divisions are described as follows: 1. Martinez Detention Facility (MDF) Description: Maximum-security institution, located in Martinez housing many of the County's unsentenced inmates while they are awaiting trial. It also serves as the booking and intake center for all law enforcement agencies within the county. FTE: 132 2. West County Detention Facility (WCDF) Description: WCDF is a program-oriented facility located in Richmond housing medium security prisoners. Inmates who present behavioral problems are returned to the MDF in Martinez. FTE: 126 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, but unsentenced inmates may also be held at this facility. FTE: 22 4. Custody Alternative Facility (CAF) Description: The CAF program diverts persons who would be incarcerated into non-residential programs such as the Work Alternative Program. Work Alternative is operated for those inmates sentenced to jail for 30 days or less. Inmates accepted into the program provide public service labor at no cost to the County, while relieving housing costs associated with incarceration. Home Detention and County Parole are also included in this division. The cost of this division is partially offset by user fees; however, cost savings is also realized through a decrease in the detention population. FTE: 20 5. Custody Services Administration Description: Provides inmate classification, transportation, and other detention management services. FTE: 17 6. Public Safety Realignment (AB109 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 AB109. FTE: 30 7. Detention Transportation Description: Provides inmate transportation between detention facilities and the Courts. FTE: 21 Custody Services Bureau Summary Service: Mandatory Level of Service: Mandatory Expenditures: $66,456,221 Financing: 38,865,137 Net County Cost: 27,591,084 Funding Sources: Sales Tax 37.9% 25,163,908 Misc. Revenue 12.5% 8,312,541 Intergov. Revenue 5.0% 3,296,965 Charges for Services 3.1% 2,091,723 General Fund 41.5% 27,591,084 FTE: 368 Sheriff-Coroner Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-305 Coroner Budget General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 1,590,242 1,971,212 1,906,642 1,906,642 0 Services and Supplies 741,761 775,846 774,059 774,059 0 Other Charges 160000 0 Expenditure Transfers 31,785 40,000 34,706 34,706 0 TOTAL EXPENDITURES 2,363,947 2,787,058 2,715,407 2,715,407 0 REVENUE Other Local Revenue 179,532 182,000 185,000 185,000 0 GROSS REVENUE 179,532 182,000 185,000 185,000 0 NET COUNTY COST (NCC) 2,184,415 2,605,058 2,530,407 2,530,407 0 Allocated Positions (FTE) 10 11 10 10 0 FINANCIAL INDICATORS Salaries as % of Total Exp 68% 72% 71% 71% % Change in Total Exp 18% (3%) 0% % Change in Total Rev 1% 2% 0% % Change in NCC 19% (3%) 0% COMPENSATION INFORMATION Permanent Salaries 837,326 940,154 861,136 861,136 0 Temporary Salaries 10,659000 0 Permanent Overtime 72,270 90,000 90,000 90,000 0 Deferred Comp 480 4,080 480 480 0 Comp & SDI Recoveries (1,155) 0 0 0 0 FICA/Medicare 18,234 19,400 18,209 18,209 0 Ret Exp-Pre 97 Retirees 7,722 6,200 6,200 6,200 0 Retirement Expense 495,170 716,885 736,321 736,321 0 Employee Group Insurance 114,249 157,173 161,057 161,057 0 Unemployment Insurance 3,320 3,590 3,288 3,288 0 Workers Comp Insurance 31,967 33,730 29,951 29,951 0 Description: 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. A fee is in effect for the removal of deceased persons. This division has very little flexibility in reducing personnel expenditures and maintaining an around-the-clock presence. The Coroner is responsible for the operation of the County Morgue, the functions of which are mandated by state law. FTE: 10 Sheriff-Coroner Law and Justice B-306 County of Contra Costa FY 2013-2014 Recommended Budget Coroner Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,715,407 Financing: 185,000 Net County Cost: 2,530,407 Funding Sources: Removal Fee/Reports 5.7% $155,000 Misc. Revenue 1.1% 30,000 General Fund 93.2% 2,530,407 FTE: 10 Sheriff-Coroner Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-307 Office of Emergency Services General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 3,793,578 4,856,809 4,513,693 4,513,693 0 Services and Supplies 4,923,502 3,426,624 2,855,106 2,855,106 0 Other Charges 3,752 2,500 2,500 2,500 0 Fixed Assets 1,459,989 3,913,205 2,872,800 2,872,800 0 Expenditure Transfers 265,836 (933,307) (946,720) (946,720) 0 TOTAL EXPENDITURES 10,446,657 11,265,831 9,297,379 9,297,379 0 REVENUE Other Local Revenue (324,320) 2,535,482 1,513,568 1,513,568 0 State Assistance 5,560,514 4,276,537 3,562,382 3,562,382 0 GROSS REVENUE 5,236,195 6,812,019 5,075,950 5,075,950 0 NET COUNTY COST (NCC) 5,210,463 4,453,812 4,221,429 4,221,429 0 Allocated Positions (FTE) 30 30 25 25 0 FINANCIAL INDICATORS Salaries as % of Total Exp 37% 40% 44% 44% % Change in Total Exp 8% (17%) 0% % Change in Total Rev 30% (25%) 0% % Change in NCC (15%) (5%) 0% COMPENSATION INFORMATION Permanent Salaries 2,166,101 2,348,751 2,210,120 2,210,120 0 Temporary Salaries 21,299 28,000 28,000 28,000 0 Permanent Overtime 55,917 488,972 225,484 225,484 0 Deferred Comp 8,347 19,020 12,180 12,180 0 Comp & SDI Recoveries (39,045) 0 0 0 0 FICA/Medicare 87,519 105,431 84,590 84,590 0 Ret Exp-Pre 97 Retirees 15,770 19,800 19,800 19,800 0 Retirement Expense 1,161,307 1,420,280 1,558,112 1,558,112 0 Employee Group Insurance 242,297 328,029 304,588 304,588 0 Unemployment Insurance 7,743 10,329 8,438 8,438 0 Workers Comp Insurance 66,322 88,197 62,381 62,381 0 Sheriff-Coroner Law and Justice B-308 County of Contra Costa FY 2013-2014 Recommended Budget Description: Provides planning, training, and support services to help citizens and agencies prepare for and manage disaster, including simulation exercise drills. This Division also manages the Sheriff’s Homeland Security Unit, which has responsibility for crime prevention, crime analysis, intelligence, and management of the Countywide Community Warning System. FTE: 25 Office of Emergency Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $ 9,297,379 Financing: 5,075,950 Net County Cost: 4,221,429 Funding Sources: Intergovernmental 40.7% $ 3,778,382 Charges for Services 13.6% 1,266,068 Misc. Revenue 0.3% 31,500 General Fund 45.4% 4,221,429 FTE: 25 Miscellaneous Programs (Non-General Fund) 1. Central Identification Bureau Description: Provides for operation of the statewide Automated Fingerprint Identification System (AFIS) for all law enforcement agencies in the County. Monies budgeted in this fund will be spent pursuant to direction of the Random Access Network Board. Central Identification Bureau Summary Service: Discretionary Level of Service: Mandated Expenditures: $1,158,070 Financing: 1,070,000 Net Fund Cost: 88,070 Funding Sources: Intergovernmental 73.4% $ 850,000 Misc. Revenue 17.3% 200,000 Use of Money 1.7% 20,000 Fund Balance 7.6% 88,070 2. Controlled Substance Analysis Description: To provide criminalistics laboratory analysis of controlled substances, in a timely fashion, in order to increase the effectiveness of criminal investigation and prosecution. Controlled Substance Analysis Summary Service: Discretionary Level of Service: Mandated Expenditures: $115,125 Financing: 17,500 Net Fund Cost: 97,625 Funding Sources: General Fines 14.8% $17,000 Investment Earnings 0.4% 500 Fund Balance 84.8% 97,625 Sheriff-Coroner Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-309 3. Countywide Gang & Drug Trust Description: To provide 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: $1,332,344 Financing: 102,000 Net Fund Cost 1,230,344 Funding Sources: Intergovernmental 7.5% $100,000 Investment Earnings 0.2% 2,000 Fund Balance 92.3% 1,230,344 4. County Law Enforcement Computer Communication Capital-Projects Description: To provide for the expenditures and revenues for the replacement and enhancement of a countywide law enforcement message switching computer and to accumulate funds to partially finance Sheriff’s communications equipment replacement. County Law Enforcement Computer/ Communication Capital Projects Summary Service: Discretionary Level of Service: Discretionary Expenditures: $5,021,035 Financing: 457,000 Net Fund Cost: 4,564,035 Funding Sources: Charges for Services 4.1% $ 205,000 Miscellaneous 4.0% 200,000 Fund Balance 91.9% 4,564,035 5. 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. Law Enforcement Training Center Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,480,594 Financing: 1,481,854 Net Fund Cost: (1,260) Funding Sources: Charges for Services 52.1% $771,308 Misc. Revenue 35.8% 530,546 Intergovernmental 12.1% 180,000 FTE: 5 6. Narcotic Forfeiture Description: Within the Investigation Division, Asset Forfeiture provides the support for tracking the assets of persons involved in narcotics crimes, in addition to ongoing narcotics enforce- ment efforts, to maximize forfeited assets, and to augment traditional law enforcement programs. In certain circumstances, assets can be forfeited to support local law enforcement. The budge is divided into federal, state and local, and Department of the Treasury forfeited narcotics assets. Narcotic Forfeiture Summary Service: Discretionary Level of Service: Mandated Expenditures: $1,530,521 Financing: 183,700 Net Fund Cost: 1,346,821 Funding Sources: Seizures 11.8% $ 180,000 Use of Money 0.2% 3,700 Fund Balance 88.0% 1,346,821 Sheriff-Coroner Law and Justice B-310 County of Contra Costa FY 2013-2014 Recommended Budget 7. 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 Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,771,912 Financing: 1,610,180 Net Fund Cost: 170,732 Funding Sources: Miscellaneous 87.4% $1,548,080 Charges for Svc 2.9% 51,700 Use of Money 0.1% 1,400 Fund Balance 9.6% 170,732 FTE: 6 8. Supplemental Law Enforcement Services Funds – 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: Mandated Expenditures: $400,892 Financing: 417,736 Net Fund Cost: (16,844) Funding Sources: Public Safety Realign 100.0% $417,736 9. 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: $387,824 Financing: 25,600 Net Fund Cost: 362,224 Funding Sources: Fines 4.1% $15,800 Use of Money 0.4% 1,600 Charges for Svc 2.1% 8,200 Fund Balance 93.4% 362,224 Sheriff-Coroner Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-311 10. 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: $13,039,624 Financing: 13,038,624 Net Fund Cost: 0 Funding Sources: Public Safety Realign 100% $13,039,624 CAO Recommendation The FY 2013-14 Baseline Budget increases expenditure appropriations by $15.01 million, or 7.8% and estimated revenue by $6.48 million, or 4.9%, resulting in an increase to net County cost of $8,523,776. The Recommended Budget includes a $5,992,208 increase in net County cost over FY 2012-13. This amount funds a significant portion of the Baseline Budget. The remainder of the difference to balance the budget, $2,531,568, is achieved through the following: 1. Increased Revenue – $1,577,829 Increases to revenue in the Field Operations and Custody Services Bureaus to reflect new revenue or reimbursements to programs outlined in the Program Modification List below. 2. Staff Vacancy Factor – $1,222,465 Establishes a vacancy factor within the department budget to account for savings associated with positions that are currently or will become vacant during fiscal year 2013-14. 3. Increase Staffing for County Patrol – ($268,726) Add two (2) Deputy Sheriff-40 Hour positions in the Patrol Division to improve patrol coverage and minimize service delivery delays In past years, we have agreed to permit an unresolved funding gap in the Sheriff’s budget that we attribute to savings that result from normal staff turnover – a budgetary vacancy factor. To avoid personnel reductions and permit an augmentation to authorized staffing levels, we have agreed to continue this practice and have established the vacancy factor at $1.2 million for fiscal year 2013-14. We have advised the Sheriff to continue to recruit aggressively in order to maximize staffing within authorized levels. Should the Sheriff’s Office not achieve the budgeted vacancy factor, we will return to the Board later in the fiscal year with a recommendation for a budgetary augmentation. 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 Budgetary and staffing constraints continued into fiscal year 2012-13. Of the (27) full-time staff positions requested, totaling $13,160,186, 11 positions were funded: eight deputy sheriff positions and three sheriff dispatcher positions, increasing the Sheriff Office General Fund Baseline Budget by $1.3 million. The additional deputy and dispatcher positions were added to begin the rebuilding of patrol coverage and decreased 9-1-1 response times to the unincorporated areas of the County after years of continual reduction in services due to budgetary reductions. During year two of the AB 109 realignment Sheriff-Coroner Law and Justice B-312 County of Contra Costa FY 2013-2014 Recommended Budget initiative, the Sheriff’s Office continues to experience increases in the inmate population, which carries with it increased demand for “special needs” housing for inmates with gang affiliations, medical needs, and other specialized classification levels of the inmate. In addition, the realignment sentencing guidelines are resulting in more “special needs” inmates’ serving longer sentences in the County jails, thereby pushing the housing limits to maximum capacity levels. While adjusting internal operations to respond to the changes in inmate sentencing and housing, the Sheriff Office continues to be an active participant in the Community Corrections Partnership in an ongoing effort to assist inmates with the successful transition back into the community upon their release. Administrative and Programs Goals The Office of the Sheriff is committed to the following goals for fiscal year 2013-14: • Remain committed to rebuilding staffing of law enforcement personnel, specifically for patrol operations and investigations, restoring service levels to the community to the extent permitted by the funding level provided within this budget. • Continue to modify operational processes to ensure proper management of the AB 109 Realignment Initiative with the focus on working with local community based- organizations to ensure inmates receive access to services that will assist in their successful transitions back into the community upon release. • The Phase two build out of the 9-1-1 Wireless Program will continue with the goal of routing all cellular 9-1-1 service calls, initiated within County limits, to the Sheriff’s Communication Center by January 2014. • Expand Automated Regional Information Exchanges System (ARIES) access to more neighboring agencies and jurisdictions, which will enhance the overall efficiency and effectiveness of its key investigative functionality for front line law enforcement officers. Sheriff-Coroner Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-313 FY 2013-14 Program Modification List Order Reference to Mand/Disc List Program Name Service FTE Net County Cost Impact Impact 1 7 Custody Services – AB109 Program Increase Revenue 0.0 ($1,300,000) Increase revenue for supervision and operating costs related to non-serious, non-violent, non-sexual offenders in county custody. 2 Various Various Increase Staff Vacancy Factor 0.0 ($1,222,465) Establishes a vacancy factor within the department budget to account for savings associated with positions that are currently or will become vacant during fiscal year 2013-14. 3 10 Custody Services – West County Detention Facility Increase Revenue 0.0 ($225,892) Increase revenue in the West County Detention Facility to reflect new revenue and reimbursements related to the Southwest Border Prosecution Initiative (SWBPI) grant program. 4 14 Field Operations – Patrol Division Increase Revenue 0.0 ($34,035) Increase revenue in the Patrol Division to reflect new revenue from the Supplemental Law Enforcement Services Account (SLESA) allocation for front line law enforcement activities. 5 5 Custody Services - Administration Increase Revenue 0.0 ($17,902) Increase revenue in Custody Services Administration to reflect one-time reimbursements from prior year SLESA allocation for use in detention facilities. 6 14 Field Operations – Patrol Division Add two patrol deputies 2.0 $268,726 Improve patrol coverage and reduce service delivery delays Total 2.0 ($2,531,568) Sheriff-Coroner Law and Justice B-314 County of Contra Costa FY 2013-2014 Recommended Budget Superior Court Related Functions Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-315 Superior Court Related Budgets Summary General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 584,115 0 37,231 37,231 0 Services and Supplies 597,892 2,013,122 1,742,432 1,742,432 0 Other Charges 16,904,016 15,598,943 15,460,943 15,460,943 0 Expenditure Transfers 23,132 0 16,000 16,000 0 TOTAL EXPENDITURES 18,109,155 17,612,065 17,256,606 17,256,606 0 REVENUE Other Local Revenue 8,910,935 7,329,326 6,996,606 6,996,606 0 State Assistance 60,958 60,000 60,000 60,000 0 GROSS REVENUE 8,971,894 7,389,326 7,056,606 7,056,606 0 NET COUNTY COST (NCC) 9,137,262 10,222,739 10,200,000 10,200,000 0 FINANCIAL INDICATORS Salaries as % of Total Exp 3% 0% 0% 0% % Change in Total Exp (3%) (2%) 0% % Change in Total Rev (18%) (5%) 0% % Change in NCC 12% 0% 0% COMPENSATION INFORMATION Temporary Salaries 36,371 0 35,986 35,986 0 FICA/Medicare 2,782 0 1,100 1,100 0 Unemployment Insurance 131 0 55 55 0 Workers Comp Insurance 222 0 90 90 0 Labor Received/Provided 544,609000 0 Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for three budget units administered by the County Administrator’s Office. Included are data for the following budget units: 0202 – Trial Court Programs 0238 – Civil Grand Jury 0239 – Criminal Grand Jury Major Department Responsibilities The mission of Superior Court-related functions is to provide for all court services not eligible for state funding under the California Rule of Court 810, and includes the County’s subsidy to the State in the case of Trial Court Programs; to examine management, operations and procedures of the County, cities and other local public agencies in the case of the Civil Grand Jury; to examine evidence presented by the District Attorney in the case of the Criminal 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 B-316 County of Contra Costa FY 2013-2014 Recommended Budget Trial Court Programs General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 584,115 0 37,231 37,231 0 Services and Supplies 384,206 1,797,122 1,511,939 1,511,939 0 Other Charges 16,904,016 15,598,943 15,460,943 15,460,943 0 Expenditure Transfers 23,132 0 16,000 16,000 0 TOTAL EXPENDITURES 17,895,470 17,396,065 17,026,113 17,026,113 0 REVENUE Other Local Revenue 8,910,935 7,329,326 6,996,606 6,996,606 0 State Assistance 60,958 60,000 60,000 60,000 0 GROSS REVENUE 8,971,894 7,389,326 7,056,606 7,056,606 0 NET COUNTY COST (NCC) 8,923,576 10,006,739 9,969,507 9,969,507 0 FINANCIAL INDICATORS Salaries as % of Total Exp 3% 0% 0% 0% % Change in Total Exp (3%) (2%) 0% % Change in Total Rev (18%) (5%) 0% % Change in NCC 12% 0% 0% COMPENSATION INFORMATION Temporary Salaries 36,371 0 35,986 35,986 0 FICA/Medicare 2,782 0 1,100 1,100 0 Unemployment Insurance 131 0 55 55 0 Workers Comp Insurance 222 0 90 90 0 Labor Received/Provided 544,609000 0 Description: Provide for all court services not eligible for State funding 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. Trial Court Programs Summary Service: Mandatory Level of Service: Mandatory Expenditures: $17,026,113 Financing: 7,056,606 Net County Cost: 9,969,507 Funding Sources: Charges for Services 26.7% $ 4,545,444 Fine/Forfs/Penalties 14.3% 2,428,762 Intergov Revenue 0.4% 60,000 Lics/Perm/Franchises 0.1% 22,400 General Fund 58.6% 9,969,507 FTE: 0 Superior Court Related Functions Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-317 Civil Grand Jury General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 146,772 146,000 145,493 145,493 0 TOTAL EXPENDITURES 146,772 146,000 145,493 145,493 0 REVENUE GROSS REVENUE 0000 0 NET COUNTY COST (NCC) 146,772 146,000 145,493 145,493 0 FINANCIAL INDICATORS % Change in Total Exp (1%) 0% 0% % Change in NCC (1%) 0% 0% Description: Examine accounts of County, cities and other local public agencies, review management of County departments, and publish its findings and recommendations in an annual report. The Grand Jury may order special audits or investigations. Civil Grand Jury Summary Service: Mandatory Level of Service: Discretionary Expenditures: $145,493 Financing: 0 Net County Cost: 145.493 Funding Sources: General Fund 100.0% $145,493 FTE: 0 Superior Court Related Functions Law and Justice B-318 County of Contra Costa FY 2013-2014 Recommended Budget Criminal Grand Jury General Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Services and Supplies 66,914 70,000 85,000 85,000 0 TOTAL EXPENDITURES 66,914 70,000 85,000 85,000 0 REVENUE GROSS REVENUE 0000 0 NET COUNTY COST (NCC) 66,914 70,000 85,000 85,000 0 FINANCIAL INDICATORS % Change in Total Exp 5% 21% 0% % Change in NCC 5% 21% 0% Description: Examine evidence presented by the District Attorney and return criminal indictments directly to the Superior Court. Criminal Grand Jury Summary Service: Mandatory Level of Service: Discretionary Expenditures: $85,000 Financing: 0 Net County Cost: 85,000 Funding Sources: General Fund 100.0% $85,000 FTE: 0 Superior Court Related Functions Law and Justice County of Contra Costa FY 2013-2014 Recommended Budget B-319 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: $250,000 Financing: 250,000 Net Fund Cost: 0 Funding Sources: Court Filing Fees 100.0% $250,000 FTE: 0 2. Family Law Center - Debt Service Description: Provides for the Superior Court’s share of the annual debt service payment obligations for the Family Law Center. These funds were transferred to the County pursuant to a settlement agreement between the County and the Contra Costa County Superior Court dated December 1, 2009. Family Law Center – Debt Service Service: Discretionary Level of Service: Mandatory Expenditures: $3,437,317 Financing: 0 Net Fund Cost: 3,437,317 Funding Sources: Fund Balance 100.0% $3,437,317 FTE: 0 CAO’s Recommendation The Baseline Budget was decreased from the current year budget by $355,459. This is due to savings from adjusting baseline expenditure appropriations for outside attorney fees and witness fees to reflect prior year experience. In addition, reimbursements to the Court Collections Unit have been reduced as the unit has had increased success in cost recovery through the collections process. The impact of baseline cost savings has been offset by a reduction in fine and forfeiture revenue in the amount of $332,720; specifically, Driver Education and Recording fees. The Recommended Budget funds the baseline budget; resulting in a net county cost of $10.2 million. In better economic times, we have historically budgeted in anticipation of three to five open capital cases annually; however, due to the very tight budget constraints, we are recommending a budget that anticipates only one capital case for the new budget year. It should be noted that Superior Court programs are mandated and should the recommended budget prove to be insufficient, mid-year augmentations will need to be made from the County’s reserves or through mid-year reductions in other County programs. The Recommended Budget includes appropriations in the amount of $15.1 million for transfer to the State to subsidize the cost of the local Superior Court, and $1.9 million for court functions for which the County is financially responsible under the Trial Court Funding Act and Public Safety Realignment (AB 109)*. The Superior Court Related Functions Law and Justice B-320 County of Contra Costa FY 2013-2014 Recommended Budget General Fund subsidy to the courts for non-Rule 810 court operations includes judicial benefits for current judges who were serving as judicial officers in 1997, collection services, court probation officer services, legal defense representation in capital cases, and other court- appointed counsel. *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, through its Court Collections Unit (CCU), have worked diligently to minimize the County General Fund impact for court collections services, resulting in a projected savings of approximately $200,000 for fiscal year 2013-14. Administrative and Program Goals In fiscal year 2013-14, the County Administrator will continue to work with the Superior Court to: • Finalize and implement a service agreement that clearly identifies roles and responsibilities, both operational and fiscal, of the County and the Court. • Continue working with the CCU to minimize the impact to the County General Fund for services related to collection of certain fines and penalties. Daryl Louder, Fire Chief Contra Costa County FPD Special District County of Contra Costa FY 2013-2014 Recommended Budget B-321 Contra Costa County FPD Operating Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 72,456,621 78,026,123 72,314,164 69,514,728 (2,799,436) Services and Supplies 6,993,093 7,512,680 7,238,942 6,987,616 (251,326) Other Charges 2,458,768 2,670,640 2,598,038 2,598,038 0 Fixed Assets 820,306 2,743,544 0 0 0 Expenditure Transfers 13,530,168 14,104,294 14,711,931 14,711,931 0 TOTAL EXPENDITURES 96,258,955 105,057,281 96,863,075 93,812,313 (3,050,762) REVENUE Other Local Revenue 86,331,764 84,384,978 85,922,000 85,922,000 0 Federal Assistance 2,599,147 4,920,000 0 0 0 State Assistance 954,789 1,000,000 1,000,000 1,000,000 0 GROSS REVENUE 89,885,700 90,304,978 86,922,000 86,922,000 0 NET FUND COST (NFC) 6,373,255 14,752,303 9,941,075 6,890,313 (3,050,762) Allocated Positions (FTE) 365 311 311 293 (18) FINANCIAL INDICATORS Salaries as % of Total Exp 88% 86% 88% 88% % Change in Total Exp 9% (8%) (3%) % Change in Total Rev 0% (4%) 0% % Change in NFC 131% (33%) (31%) COMPENSATION INFORMATION Permanent Salaries 34,841,390 35,577,500 32,200,000 30,931,335 (1,268,665) Temporary Salaries 287,622 250,000 250,000 250,000 0 Permanent Overtime 11,202,730 10,804,000 8,925,000 8,313,612 (611,388) Deferred Comp 10,585 15,000 15,000 15,000 0 Comp & SDI Recoveries (494,533) (500,000) (500,000) (500,000) 0 FICA/Medicare 629,602 676,157 588,000 564,833 (23,167) Retirement Expense 10,604,172 14,517,000 14,300,000 13,736,587 (563,413) Excess Retirement 28,400 30,000 30,000 30,000 0 Employee Group Insurance 4,584,855 5,064,500 4,930,000 4,735,760 (194,240) Retiree Health Insurance 4,848,509 5,641,000 6,100,000 6,100,000 0 OPEB Pre-Pay 1,959,289 1,959,289 1,959,289 1,959,289 0 Unemployment Insurance 0 28,000 0 0 0 Workers Comp Insurance 3,953,999 3,963,677 3,516,875 3,378,312 (138,563) 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. Contra Costa County FPD Special District B-322 County of Contra Costa FY 2013-2014 Recommended Budget 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 condition responses, plan review, code enforcement, fire/arson investigation, weed abatement, public education, permits issuance required by Fire Code, ensuring water supply needed for fire flow, compliance-based inspections, and training. CCCFPD Operating Fund Summary Service: Mandatory Level of Service: Discretionary Expenditures: $93,812,313 Financing: 86,922,000 Fund Balance: 8,443,100 Funding Sources: Property Taxes 83.4% $78,228,000 Intergovernmental 3.9% 3,644,000 Charges for Svcs 5.4% 5,050,000 Fund Balance 7.3% 6,890,313 FTE: 293 NON-OPERATING FUNDS: Non-operating fund budget units include developer fee accounts that are restricted to capital needs necessitated by growth, and 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. 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: $3,138,004 Financing: 3,138,004 Funding Sources: Fund Balance 98.4% $3,088,004 Use of Money 0.2% 5,000 Charges for Svc 1.4% 45,000 CCCFPD Fire Developer Fee Fund The CCCFPD Developer Fee includes funds collected during the building permit process in the unincorporated areas of the former CCCFPD (prior to the July 1994 consolidation). This fund no longer receives developer fees because it has been replaced by the CCCFPD New Development Fee Fund that was established in August 2006. Residual monies in this fund are intended to mitigate the new construction service demands on District capital needs, and are primarily used for construction projects. CCCFPD Developer Fee Fund Service: Discretionary Level of Service: Discretionary Expenditures: $21,900 Financing: 21,900 Funding Sources: Fund Balance 100.0% $21,900 Riverview Fire Developer Fee Fund The Riverview Fire Developer Fee Fund, which includes monies previously collected during the building permit process in the unincorporated areas of the former Riverview Fire Protection District, no longer receives developer fees and has been replaced by the CCCFPD New Development Fee Fund established in August 2006. Residual monies in this fund are intended to mitigate the impact of new construction service demands on District capital needs, and are primarily used for construction projects. Contra Costa County FPD Special District County of Contra Costa FY 2013-2014 Recommended Budget B-323 Riverview Fire Developer Fee Fund Service: Discretionary Level of Service Discretionary Expenditures: $107,472 Financing: 107,472 Funding Sources: Fund Balance 99.8% $107,292 Use of Money 0.2% 180 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: $885,252 Financing: 885,252 Funding Sources: Fund Balance 99.9% $884,852 Use of Money 0.1% 400 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: $851,903 Financing: 851,903 Funding Sources: Fund Balance 92.9% $791,403 Use of Money 0.1% 500 Charges for Svcs 7.0% 60,000 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 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: $11,396,606 Financing: 11,396,606 Funding Sources: Fund Balance 78.0% $8,884,525 Use of Money 0.2% 30,000 Prop Tax Intercept 21.8% 2,482,081 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. Contra Costa County FPD Special District B-324 County of Contra Costa FY 2013-2014 Recommended Budget CCCFPD Stabilization Fund Service: Discretionary Level of Service: Discretionary Expenditures: $3,948,016 Financing: 3,948,016 Funding Sources: Fund Balance 33.5% $1,322,246 Use of Money 0.2% 10,000 POB Saving 66.3% 2,615,770 CAO’s Recommendation The 2013-14 Baseline Budget contemplates staffing of 24 engine companies. Historically, the District has staffed 30 engine companies at 28 stations on a full time basis. In January 2011, one of the two fire companies at Fire Station 1 in Walnut Creek was de-staffed and in July 2012 one of the two fire companies at Fire Station 6 in Concord was also de-staffed. In November 2012, the District had a ballot measure on the General Election ballot to augment District revenue for the continued provision of Fire suppression services. The ballot measure was not approved by the voters, resulting in the closure of the following four fire stations, effective January 2013: Fire Station 4 in Walnut Creek; Fire Station 11 in Clayton; Fire Station 12 in Martinez; and Fire Station 16 in Lafayette. The Baseline Budget reflects the continued pressure on District reserve funding from annual expenditure increases outpacing growth in ad valorem property tax receipts – the District’s primary source of operating revenue. The increase in operating expenditures comes primarily from the projected increase in District contributions to employee retirement. Prior to 2011, the District’s pension costs were pooled with other employer members of the Contra Costa County Employees Retirement Association (CCCERA). CCCERA de-pooled assets and the Fire District is now paying its full share of pension costs. The de-pooling of pension assets by employer has had a significant impact on the District beginning in fiscal year 2011-12, when the Safety/Fire Tier rate essentially doubled from 16.3% to 32.3%. A summary of the increases to date are outlined below, including fiscal year 2013-14. Fiscal Year Safety/Fire Tier % Change 2010/11 16.3% 2011/12 32.3% 98% 2012/13 40.6% 26% 2013/14 46.9% 16% In 2012, the Governor signed into law the Public Employee Pension Reform Act (PEPRA), which among other things, created new retirement tiers for new hires effective January 1, 2013. For the District, new hires will be included in PEPRA Tier D-Fire at a rate of 43.5%, lower than the existing Safety/Fire Tier rate for legacy employees (pre January 1, 2013 hires). Because the new tier only applies to new hires, it is not expected that the District will realize cost savings in the short term from the passage of PEPRA. In addition, in February 2013, the CCCERA Board approved a decrease in the investment return assumption of 0.5%, from 7.75% to 7.25%. This decrease will add an additional, significant burden to already escalating pension costs for the District. Preliminary estimates are an increase of approximately $3.1 to $3.6 million depending on the personnel composition of the department and number of stations in service during fiscal year 2014-15. The 24 engine company model presented in the Baseline Budget would require the use of all remaining fund balance available in the CCCFPD Operating Fund and a draw of $571,475 from the District’s Pension Obligation Bond Stabilization (POB) Fund. This scenario would result in the District entering fiscal year 2014-15 with no fund balance available in the Operating Fund and an estimated $3.4 million in the POB Stabilization Fund. Considering the structural imbalance and complete depletion of the Operating Fund reserves under a 24 engine company model, the County Administrator is unable to recommend funding the baseline budget as presented. The County Administrator’s 2013-14 Recommended Budget includes the closure of two fire stations, resulting in a projected savings of $3.05 million and a reduction of 18 full-time equivalent (FTE) positions. Under the recommendation, one station would be closed effective July 1, 2013 and a second station Contra Costa County FPD Special District County of Contra Costa FY 2013-2014 Recommended Budget B-325 would be closed effective January 1, 2014. This 22 station model is estimated to result in the District ending fiscal year 2013-14 with a positive fund balance in both the Operating Fund and the POB Stabilization Fund in the amounts of $2.5 million and 3.9 million, respectively. It is important to note that the Recommended Budget still balances only by using $6.89 million in Operating Fund reserves. Also, capital expenditures and other infrastructure needs have been virtually unfunded for the last several years and will remain as such with the 22 station model. Capital expenditures are primarily needed to replace aging fire engines, ladder trucks, and other fire apparatus. In addition, the District remains responsible for the upkeep of all 28 fire stations regardless of how many may be in service at any one time. Continued failure to fund capital expenditures will ultimately result in an increase to deferred maintenance, which becomes more expensive as the condition of assets continues to deteriorate. Currently, all efforts are being made to preserve service levels to citizens within the District, resulting in funding for capital projects being deferred. This solution does not completely resolve the structural imbalance entering fiscal year 2014-15 and additional reductions will be necessary to balance the District’s budget in that fiscal year, absent new revenue. Although the District has made progress in managing the structural deficit, future expenditure increases continue to outpace future revenue increases through fiscal year 2016-17. The County Administrator will continue to work with the District to monitor finances and operations throughout the year and report to the Board should the Recommended Budget need to be amended. Performance Measurement During FY 2012-13 the District: • Continued to provide fire, EMS, and rescue services to the entire District despite a loss of internal resources and reduced resources from automatic aid partners. • Responded to nearly 40,000 incidents in calendar year (CY) 2012. • Average response time was 6:41 in CY 2012. • Response time to the 90th percentile was 9:22 in CY 2012. NFPA-1710 standard recommends a six minute response time (includes call processing and turnout time) 90% of the time. • Response time for NFPA-1710 to assemble an “effective firefighting force” of 15 personnel for structure fires was 26:22 for the 90th percentile. NFPA-1710 standard recommends an eight minute response time (does not include call processing or turnout time) 90% of the time. • Conducted 14,488 life safety inspections and 2,208 plans review of new buildings and fire/life safety systems for compliance with state and local fire and building codes. • Conducted annual strategic planning meeting to update SWOT analysis, priorities, and goals. • Installed new radios and consoles in the communications center and mobile radios in apparatus to prepare for implementation of the new East Bay Regional Communications System. Conducted training for all personnel on the new system. • Conducted specialized training for fires in high rise buildings, wildland fires, and water rescue/boat operations. Provided personal safety gear and water rescue equipment for all response units. • Leveraged federal grants to obtain modern heart defibrillators, mobile and portable radios for the new communications system, self-contained breathing apparatus, and flammable/toxic gas monitors. Contra Costa County FPD Special District B-326 County of Contra Costa FY 2013-2014 Recommended Budget • Implemented an ordinance to recover incident costs resulting from negligent or criminal acts. • Placed parcel tax measure on November 2012 ballot. • Continued to increase the use of websites and social media tools to enhance life safety education and make the public aware of the District’s response activities and efforts. Administrative and Program Goals During FY 2013-14, the District will: • Initiate recruitment for and hire a new Fire Chief. • Continue to update and improve the District's business and procurement processes. • Explore the feasibility of partnering with the Moraga-Orinda Fire District to jointly build and operate a fire station to serve western Lafayette and Orinda. • Conduct a joint meeting of the Board of Directors and elected/appointed representatives of the nine cities the District serves in order to address the strategic challenges the District is facing. • Explore the feasibility of implementing a cost recovery program for EMS services in order to financially support operational needs. • Implement a self-inspection code enforcement program in order to protect the public and meet statutory inspection requirements with limited resources. FY 2013-14 Program Modification List Order Reference to Mand/Disc List Programs/Budget Units Services FTE Net Fund Cost Impact Impact 1 1 Operations Fire Protection Services 18.0 ($3,050,762) Reduced permanent salaries, benefits, and overtime by de-staffing two engine companies within the District. Total ($3,050,762) County of Contra Costa FY 2013-2014 Recommended Budget B-327 Jerry Littleton, Jr., Fire Chief Crockett-Carquinez FPD Special District Crockett-Carquinez Fire Protection Fund 2011-12 Actual 2012-13 Budget 2013-14 Baseline 2013-14 Recommended Change EXPENDITURES Salaries and Benefits 140,880 169,375 162,419 145,119 (17,300) Services and Supplies 231,514 773,209 246,750 246,750 0 Other Charges 188,552 138,150 135,689 135,689 0 TOTAL EXPENDITURES 560,946 1,080,734 544,858 527,558 (17,300) REVENUE Other Local Revenue 509,769 482,276 467,554 467,554 0 Federal Assistance 0 7,500 0 0 0 State Assistance 4,169 4,000 4,000 4,000 0 GROSS REVENUE 513,939 493,776 471,554 471,554 0 NET FUND COST (NFC) 47,008 586,958 73,304 56,004 (17,300) FINANCIAL INDICATORS Salaries as % of Total Exp 25% 16% 30% 28% % Change in Total Exp 93% (50%) (3%) % Change in Total Rev (4%) (5%) 0% % Change in NFC 1149% (88%) (24%) COMPENSATION INFORMATION Permanent Salaries 44,704 42,200 45,000 45,000 0 Temporary Salaries 82,275 102,300 102,300 85,000 (17,300) FICA/Medicare 9,714 10,500 10,250 10,250 0 Retirement Expense 280 150 250 250 0 Employee Group Insurance 3,419 3,600 3,419 3,419 0 Unemployment Insurance 457 625 600 600 0 Workers Comp Insurance 31 10,000 600 600 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 B-328 County of Contra Costa FY 2013-2014 Recommended Budget Crockett-Carquinez FPD Summary Service: Discretionary Level of Service: Discretionary Expenditures: $527,558 Financing: 471,554 Net Fund Cost: 56,004 Funding Sources: Property Taxes 72.1% $380,354 State Aid 0.8% 4,000 Other Revenues 16.5% 87,200 Fund Balance 10.6% 56,004 FTE: 0 CAO’s Recommendation Baseline costs reflect a $535,876 decrease from the fiscal year 2012-13 Budget. This decrease is primarily in other special departmental expenses that included fund balance appropriations from the fiscal year 2011-12 closing. Baseline revenue reflects a $22,222 decrease from fiscal year 2012-13 Budget. This decrease in due to two factors: a reduction in estimated property tax revenue of $14,722 and the removal of a one-time grant in the amount of $7,500. The Recommended Budget reflects a decrease in temporary salaries of $17,300 and an increase in fund balance available of $34,505 to balance the District budget. Performance Measurement • Crockett-Carquinez FPD was able to recruit and hire (5) five new Paid-on-Call firefighters during fiscal year 2012-13. • The District secured approximately $10,500 in donations in fiscal year 2012-13. Administrative and Program Goals • Continue recruiting Paid-on-Call personnel, and; • Continue pursuing donations and grants to help supplement funding for apparatus and equipment needs. • Upgrade technical rescue capabilities and place rescue truck in service.   County o Hospita Re 2 En   of Contra Cos Source of Intergovern Hospital/He Miscellaneo Taxes Curr Charges fo Fund Balan Enterprise Licenses, P Fines, Forfe Taxes Othe Use of mon TOTAL RE Miscellaneous Revenue 12.77% l/Health Plan evenue 9.91% nterprise Fund Subsidy 1.19% Fu   sta FY 2013-2 FY 2013 Funds nmental Reve ealth Plan Re ous Revenue rent Property r Services nce Fund Subsidy Permits and F eitures and P er Than Curre ney and Prope ECOMMENDE s nd Balance 1.58% 2014 Recom All Co 3-2014 Re enue venue y Franchises Penalties ent Property erty ED SOURCES Taxes Curr 11. Charges 9 mended Bud ounty Fun ecommen Reco FY 7 7 3 2 2 S 2,5 rent Property .49% T for Services .58% Coun dget nds nded Sou ommended Y 2013-14 784,204,883 764,566,973 326,491,649 293,754,428 244,857,665 40,439,834 30,408,776 23,722,203 22,471,366 17,328,902 8,268,155 556,514,833 Taxes Other Tha Current Propert 0.68% Inte nty Summa urces Percent of Total 30.67% 29.91% 12.77% 11.49% 9.58% 1.58% 1.19% 0.93% 0.88% 0.68% 0.32% 100.00% an ty Licenses Fra 0 Fines, Forfe Pena 0.88 Use ergovernmental Revenue 30.67% ary Informa f % % % % % % % % % % % % s, Permits and anchises 0.93% eitures and alties 8% of money and Property 0.32% ation C-1 County   C-2           H Summary FY Use of Fun General Go Health & Hu Law & Just Total Requ Health & Hum Services 64.29% Informatio Y 2013-20 nds overnment uman Service ice uirements   man on County All Co 014 Reco es of Contra Co ounty Fun ommende Rec FY 1, 2, osta FY 2013 nds ed Requir commended Y 2013-14 453,400,840  ,643,679,962  459,434,031  ,556,514,833 3-2014 Recom rements Percent of Total 17.74 64.29 17.97 100.00 Genera Governm 17.74% La mmended Bu 4% 9% 7% 0% al ment % aw & Justice 17.97% udget  County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-3 ALL COUNTY FUNDS Total Requirements Summary 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change General Government 207,829,038 197,021,158 230,774,665 222,438,266 (8,336,399) Health & Human Services 677,016,057 650,588,411 678,585,519 692,035,698 13,450,179 Law & Justice 318,294,337 324,369,885 340,935,076 360,152,414 19,217,338 SubTotal General Fund 1,203,139,432 1,171,979,454 1,250,295,260 1,274,626,378 24,331,118 County Law Enfrcmt-Cap Proj 1,797,095 2,992,843 4,312,206 5,021,035 708,829 Ellinwood Cap-Proj 0 0 250 250 0 Recorder Modernization 1,775,823 1,802,292 10,985,889 10,098,956 (886,933) Court / Clerk Automation 0 0 78 78 0 Fish And Game 4,754 112,910 96,337 30,000 (66,337) Land Development Fund 3,271,495 2,455,475 2,325,818 2,670,200 344,382 Criminalistics Laboratory 4 4 115,125 115,125 0 Survey Monument Preservtn 37,280 39,093 717,570 757,500 39,930 Crim Justice Facility Constr 1,273,281 1,250,090 1,304,817 1,285,000 (19,817) Courthouse Construction 1,308,510 1,046,449 1,370,500 2,017,676 647,176 Road 44,313,704 34,455,965 45,620,951 40,255,451 (5,365,500) Transportation Improvement 3,121,908 680,398 2,001,000 2,006,000 5,000 Sans Crainte Drainage 0 0 270,930 7,000 (263,930) Private Activity Bond 2,142,880 267,955 642,663 793,665 151,002 Affordable Housing Spec Rev 1,530,469 58 120,000 120,000 0 Navy Trans Mitigation 981,530 484,466 6,235,921 6,141,039 (94,882) Tosco/Solano Trns Mitigation 11,117 1,886 16,000 20,000 4,000 Child Development Fund 24,530,072 21,530,255 22,954,531 22,138,189 (816,342) Hud Nsp 3,022,741 2,296,382 3,484,904 2,651,033 (833,871) Used Oil Recycling Grant 47,873 93,145 70,000 80,000 10,000 Conservation & Development 28,019,599 33,796,528 28,224,635 26,265,099 (1,959,536) Cdd/Pwd Joint Review Fee 469,034 348,740 1,399,024 1,399,024 0 Drainage Deficiency 274 260 6,775,948 660,000 (6,115,948) Public Works 1,347,678 1,408,526 6,297,317 6,297,317 0 D A Consumer Protection 6,250 0 399,216 696,895 297,679 Domestic Violence Victim Asst 124,000 124,000 123,763 120,000 (3,763) Dispute Resolution Program 229,108 228,855 654,376 250,000 (404,376) Zero Tolrnce-Dom Violence 388,063 403,202 457,933 275,000 (182,933) D A Revenue Narcotics 95,861 100,355 714,751 187,700 (527,051) D A Environment/Osha 220,628 76,913 2,216,222 375,444 (1,840,778) Da Forfeitre-Fed-Doj 21,535 33,538 183,847 16,225 (167,622) County Summary Information   C-4 County of Contra Costa FY 2013-2014 Recommended Budget ALL COUNTY FUNDS Total Requirements Summary (continued) 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change Walden Green Maintenance 55,911 42,138 284,660 50,500 (234,160) R/Estate Fraud Prosecute 406,821 473,738 1,583,006 662,805 (920,201) Ccc Dept Child Spprt Svcs 18,635,820 18,553,776 13,961,776 18,902,523 4,940,747 Emergency Med Svcs Fund 2,442,980 2,269,208 2,468,503 2,143,328 (325,175) Prop 36-Sub Abuse Cp Act 85,234 15,786 15,786 0 (15,786) Ab75 Tobacco Tax Fund 0 0 312 0 (312) Traffic Safety Fund 3,876 1,094 394,033 387,824 (6,209) Pub Protect-Spec Rev Fund 710,588 1,337,386 2,420,094 2,423,194 3,100 Sheriff Narc Forfeit-St/Local 532 100,548 664,448 664,758 310 Sheriff Forfeit-Fed-Doj 225 245 666,591 666,591 0 Sup Law Enforcement Svcs 5,127,230 5,849,245 6,077,209 5,717,358 (359,851) Sheriff Forfeit-Fed Treasury 150 4 199,172 199,172 0 Prop 63 Mh Svcs Acct 23,104,033 26,892,944 27,942,148 29,888,041 1,945,893 Prisoners Welfare Fund 1,465,999 1,361,488 2,995,058 1,771,912 (1,223,146) Comm Coll Child Dev-Fund 2,479,211 2,209,874 2,292,246 2,163,125 (129,121) Probation Officers Special Fund 91,610 29,172 309,786 51,000 (258,786) Automated Sys Dvlpmnt 170,000 170,000 170,000 170,000 0 Property Tax Admin 0 0 3,031,671 3,031,671 0 Cnty Local Rev Fund 2011 0 81,223,567 84,939,815 145,001,890 60,062,075 Ihss Public Authority 1,632,257 1,623,660 1,703,895 1,930,004 226,109 Dna Identification Fund 306,437 721,670 872,387 270,000 (602,387) Comm Corr Prfmc incntf FD 0 1,861,684 2,478,364 3,298,328 819,964 No Rich Wst&Rcvy Mtgn Fee 0 627,700 1,947,662 1,947,662 0 County Library 23,464,815 23,551,114 26,298,212 23,650,384 (2,647,828) Casey Library Gift 132 42 256,306 100 (256,206) Hercul/Rodeo Crock A Of B 4,301 3,296 50,100 5,100 (45,000) West County Area Of Benef 4 4 5,100 5,100 0 North Richmond Aob 31,710 27,790 785,500 50,500 (735,000) Martinez Area Of Benefit 25,444 46,247 827,500 220,500 (607,000) Briones Area Of Benefit 16,481 4 50,250 2,500 (47,750) Central Co Area/Benefit 200,572 102,257 53,000 280,000 227,000 So Wal Crk Area Of Beneft 5,892 16,683 15,050 15,050 0 Alamo Area Of Benefit 19,042 38,552 36,200 227,200 191,000 South Co Area Of Benefit 29,379 25,835 75,500 130,500 55,000 Pitts/Antioch Area/Beneft 0 0 1,479 0 (1,479) Marsh Crk Area Of Benefit 4 20,189 5,100 5,100 0 East County Area Of Benef 105,359 64,275 2,606,000 1,421,000 (1,185,000)  County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-5 ALL COUNTY FUNDS Total Requirements Summary 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change Bethel Isl Area Of Beneft 166 170 11,500 11,500 0 County Childrens 206,716 185,440 200,516 185,000 (15,516) Animal Benefit 178,627 974,892 974,892 0 Co-Wide Gang And Drug 228 22,259 1,332,344 1,332,344 0 Livable Communities Fund 0 0 17,000 0 (17,000) Ava Service Authority 884,080 899,426 1,076,221 0 (1,076,221) Cdbg Sm Bus&Microent Loan 0 0 189,219 0 (189,219) Cdb 1St-Time Hmebyr Loan 139 75 0 0 0 Arra Hud Bldg Insp Npp 786,085 799,941 1,198,389 1,070,500 (127,889) Retirement Uaal Bond Fund 59,554,309 63,265,284 62,395,314 68,405,500 6,010,186 Ret Litgtn Stlmnt Dbt Svc 2,759,911 2,759,911 2,759,911 2,759,911 0 Family Law Ctr-Debt Svc 327,500 0 3,437,317 3,437,317 0 Central Identify Bureau 1,566,166 2,208,952 4,254,549 3,658,070 (596,479) Sprw Fund 533,894 537,155 4,160,640 3,736,335 (424,305) Rd Dvlpmnt Discovery Bay 4 4 4,500 4,500 0 Road Imprvmnt Fee 2,315,626 1,391,236 2,255,000 2,350,500 95,500 Rd Devlpmnt Rich/El Sobrt 1,431 1,609 10,500 10,500 0 Road Development Bay Point 54,519 26,966 35,400 35,400 0 Rd Devlpmnt Pacheco Area 18,189 4,570 17,400 17,400 0 Airport Enterprise 4,734,275 4,518,577 6,967,413 4,465,397 (2,502,016) Sheriff Law Enf Trng Cntr 1,260,324 1,412,091 1,450,308 1,480,594 30,286 Childcare Enterprise 67,730 59,287 74,089 74,089 0 Hospital Enterprise 406,729,923 475,425,412 515,468,787 488,316,788 (27,151,999) Hmo Enterprise 151,024,626 184,586,140 188,404,500 196,138,131 7,733,631 Hmo Enterprise-Comm Plan 114,232,331 136,658,009 110,711,348 109,287,185 (1,424,163) Major Risk Med Insur Ent 1,047,450 802,643 1,233,645 1,233,645 0 Fleet ISF 10,133,268 10,424,739 12,602,070 12,797,335 195,265 SubTotal Non-General Fund 958,953,505 1,161,460,321 1,259,819,213 1,281,888,454 22,069,241 Total Requirements - All Funds 2,162,092,937 2,333,439,775 2,510,114,473 2,556,514,833 46,400,359    County Summary Information   C-6 County of Contra Costa FY 2013-2014 Recommended Budget ALL COUNTY FUNDS Summary 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change SOURCES Taxes-Current Property 284,314,113 288,633,186 283,662,599 293,754,428 10,091,829 Taxes-Other than Current Property 17,521,579 16,106,229 16,817,100 17,328,902 511,802 License/Permit/Franchises 23,006,278 20,826,864 26,297,547 23,722,203 (2,575,344) Fines/Forfeits/Penalties 23,411,265 21,733,335 23,313,486 22,471,366 (842,120) Use of Money & Property 8,564,501 8,474,592 7,920,538 8,268,155 347,617 Intergovernmental Revenue 699,993,741 671,755,832 713,287,013 784,204,883 70,917,870 Charges for Services 248,249,676 219,939,535 259,358,695 244,857,665 (14,501,030) Miscellaneous Revenue 205,305,550 299,075,905 292,989,894 326,491,649 33,501,755 Hospital/Health Plan Enterprise Funds 679,113,803 768,451,183 754,244,594 764,566,973 10,322,379 Enterprise Fund Subsidy 42,040,131 43,555,958 36,031,033 30,408,776 (5,622,257) Total Revenue 2,231,520,639 2,358,552,620 2,413,922,498 2,516,074,999 102,152,501 Fund Balance (69,427,702) (25,112,846) 96,191,976 40,439,834 (55,752,142) TOTAL SOURCES 2,162,092,937 2,333,439,774 2,510,114,474 2,556,514,833 46,400,359 REQUIREMENTS Salaries and Benefits 977,108,297 993,088,371 1,063,425,866 1,117,776,472 54,350,606 Services and Supplies 807,061,595 901,461,517 945,452,849 919,765,804 (25,687,045) Other Charges 367,644,833 335,414,411 337,837,973 336,077,327 (1,760,646) Fixed Assets 10,384,093 22,914,764 49,351,724 22,199,291 (27,152,433) Provisions for Contingencies 0 0 4,384,414 3,110,000 (1,274,414) Gross Expenditures 2,162,198,817 2,252,879,063 2,400,452,826 2,398,928,894 (1,523,932) Expenditure Transfers (105,880) 80,560,712 109,661,647 157,585,938 47,924,291 TOTAL REQUIREMENTS 2,162,092,937 2,333,439,774 2,510,114,474 2,556,514,833 46,400,359 Allocated Positions (FTE) 7,761 7,842 8,016 8,106 90       County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-7 ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: CONTRA COSTA FIRE Summary 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change SOURCES Taxes Current Property 79,160,341 79,079,252 77,215,500 79,188,000 1,972,500 Taxes Other Than Cur Prop (723,971) (1,808,953) (1,060,000) (960,000) 100,000 License/Permit/Franchises 43,907 31,163 22,200 16,080 (6,120) Fines/Forfeits/Penalties 3,328,648 7,120,057 8,420,000 3,644,000 (4,776,000) Use Of Money & Property 3,722,303 5,372,340 5,697,800 5,155,000 (542,800) Intergovernmental Revenue 2,847,613 8,991,777 8,939,924 2,615,770 (6,324,154) Total Revenue 88,378,841 98,785,636 99,235,424 89,658,850 (9,576,574) Fund Balance 2,917,184 3,793,687 18,028,702 13,106,224 (4,922,478) TOTAL SOURCES 91,296,025 102,579,323 117,264,126 102,765,074 (14,499,052) REQUIREMENTS Salaries and Benefits 68,658,168 72,456,621 79,151,434 70,462,694 (8,688,740) Services and Supplies 6,361,323 6,993,093 8,297,973 7,897,332 (400,641) Other Charges 2,813,716 2,480,285 2,711,340 2,608,598 (102,742) Fixed Assets 482,769 957,547 6,799,065 4,084,499 (2,714,566) Gross Expenditures 78,315,976 82,887,547 96,959,812 85,053,123 (11,906,689) Expenditure Transfers 12,980,049 19,691,776 20,304,314 17,711,951 (2,592,363) TOTAL REQUIREMENTS 91,296,025 102,579,323 117,264,126 102,765,074 (14,499,052) Allocated Positions (FTE) 365 365 311 293 (18)    County Summary Information   C-8 County of Contra Costa FY 2013-2014 Recommended Budget Major Fund: HMO ENTERPRISE FUND Summary 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change SOURCES Other Hospital Revenues 0 0 0 0 0 External Health Plan Revenue 151,920,020 188,147,663 188,404,500 196,138,131 7,733,631 Enterprise Fund Subsidy 0 0 0 0 0 Total Revenue 151,920,020 188,147,663 188,404,500 196,138,131 7,733,631 Fund Balance (895,394) (3,561,523) 0 0 0 TOTAL SOURCES 151,024,626 184,586,140 188,404,500 196,138,131 7,733,631 REQUIREMENTS Salaries and Benefits 11,985,191 13,082,305 15,188,938 18,777,510 3,588,572 Services and Supplies 117,400,220 159,760,092 168,788,057 177,360,621 8,572,564 Other Charges 21,639,215 11,743,742 4,427,505 0 (4,427,505) Fixed Assets 151,024,626 184,586,140 188,404,500 196,138,131 7,733,631 TOTAL REQUIREMENTS 151,024,626 184,586,140 188,404,500 196,138,131 7,733,631 Allocated Positions (FTE) 80 111 100 143 43       County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-9 Major Fund: HOSPITAL FUND Summary   2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change SOURCES Medicare Patient Services 37,816,829 28,482,342 31,706,124 28,115,724 (3,590,400) Medi-Cal Patient Services 198,590,568 206,301,144 228,339,186 177,910,927 (50,428,259) Hlth Plan Patient Svcs 110,445,002 140,258,582 122,248,113 123,262,629 1,014,516 Private Pay Patient Svcs 7,769,452 7,814,989 8,349,853 6,527,190 (1,822,663) Interdept Patient Svcs 3,848,817 3,988,419 4,378,992 4,333,751 (45,241) Other Hospital Revenues 22,323,574 26,222,129 29,559,064 87,297,208 57,738,144 Charges To Gen Fund Units 22,445,405 19,401,196 21,843,815 22,346,490 502,675 External Health Plan Revenue 11,748,570 11,817,407 11,198,316 10,192,440 (1,005,876) Enterprise Fund Subsidy 38,353,131 39,785,820 32,260,895 26,672,488 (5,588,407) Schools Funds Revenue 934,514 1,916,691 41,776 1,657,941 1,616,165 Total Revenue 454,275,863 485,988,720 489,956,134 488,316,788 (1,609,346) Fund Balance (47,545,940) (10,563,308) 25,542,653 0 (25,542,653) TOTAL SOURCES 406,729,923 475,425,412 515,468,787 488,316,788 (27,151,999) REQUIREMENTS Salaries and Benefits 266,122,397 283,480,348 293,622,337 306,665,854 13,043,517 Services and Supplies 140,276,838 191,532,386 188,693,919 166,787,538 (21,906,381) Other Charges 330,668 415,268 7,758,849 10,023,062 2,264,213 Fixed Assets 9,023,374 27,943,771 25,393,682 4,840,334 (20,553,348) Gross Expenditures 415,753,277 503,371,772 515,468,787 488,316,788 (27,151,999) Expenditure Transfers (9,023,354) (27,946,360) 0 0 0 TOTAL REQUIREMENTS 406,729,923 475,425,412 515,468,787 488,316,788 (27,151,999) Allocated Positions (FTE) 1,834 1,903 1,893 1,923 30      County Summary Information   C-10 County of Contra Costa FY 2013-2014 Recommended Budget ALL NON-MAJOR FUNDS Summary    2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change SOURCES Major Risk Med Ins Revenue 875,610 794,746 1,233,645 1,233,645 0 Taxes Current Property 19,200,015 19,472,694 19,089,600 19,854,428 764,828 Taxes Other Than Cur Prop (163,072) (413,721) (162,900) (195,098) (32,198) License/Permit/Franchises 11,430,237 9,483,191 14,061,493 12,433,627 (1,627,866) Fines/Forfeits/Penalties 5,541,308 6,602,456 5,728,213 6,427,070 698,857 Use Of Money & Property 5,549,900 5,474,808 5,830,999 6,128,394 297,395 Intergovernmental Revenue 124,216,103 191,819,708 199,585,779 256,732,743 57,146,964 Charges For Services 30,248,344 16,265,185 33,003,662 28,335,110 (4,668,552) Miscellaneous Revenue 102,119,191 115,935,964 112,086,018 113,756,600 1,670,582 Total Revenue 299,017,638 365,435,030 390,456,509 444,706,519 54,250,010 Fund Balance (12,051,013) (644,271) 54,778,070 43,439,832 (11,338,238) TOTAL SOURCES 286,966,625 364,790,759 445,234,579 488,146,351 42,911,772 REQUIREMENTS Salaries and Benefits 68,810,615 66,331,213 67,552,507 74,270,791 6,718,284 Services and Supplies 39,357,864 29,072,654 88,710,469 73,947,574 (14,762,895) Other Charges 87,415,423 90,458,369 92,324,076 93,954,272 1,630,196 Fixed Assets (13,259,465) (35,916,244) 7,673,425 4,504,104 (3,169,321) Gross Expenditures 182,324,436 149,945,991 256,260,477 246,676,741 (9,583,736) Expenditure Transfers 104,642,189 214,844,769 188,974,101 241,469,609 52,495,508 TOTAL REQUIREMENTS 286,966,625 364,790,759 445,234,579 488,146,351 42,911,772 Allocated Positions (FTE) 713 706 670 698 28       County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-11 Major Fund: GENERAL FUND - All Functional Groups Summary   2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change SOURCES Taxes-Current Property 265,114,098 269,160,492 264,572,999 273,900,000 9,327,001 Taxes-Other than Current Property 17,684,651 16,519,950 16,980,000 17,524,000 544,000 License/Permit/Franchises 11,576,041 11,343,673 12,236,054 11,288,576 (947,478) Fines/Forfeits/Penalties 17,869,957 15,130,879 17,585,273 16,044,296 (1,540,977) Use Of Money & Property 3,014,601 2,999,784 2,089,539 2,139,761 50,222 Intergovernmental Revenue 575,777,638 479,936,124 513,701,234 527,472,140 13,770,906 Charges For Services 218,001,332 203,674,350 226,355,033 216,522,555 (9,832,478) Miscellaneous Revenue 103,186,359 183,139,941 180,903,876 212,735,049 31,831,173 Total Revenue 1,212,224,676 1,181,905,193 1,234,424,007 1,277,626,376 43,202,369 Fund Balance (9,085,244) (9,925,739) 15,871,253 (2,999,998) (18,871,251) TOTAL SOURCES 1,203,139,432 1,171,979,454 1,250,295,260 1,274,626,378 24,331,118 REQUIREMENTS Salaries and Benefits 630,190,094 630,194,505 687,062,084 718,062,317 31,000,233 Services and Supplies 382,651,424 371,255,177 388,549,056 392,382,886 3,833,830 Other Charges 258,259,527 232,797,032 233,327,543 232,099,993 (1,227,550) Fixed Assets 8,390,741 11,872,825 16,284,617 12,854,853 (3,429,764) Provisions for Contingencies 0 0 4,384,414 3,110,000 (1,274,414) Gross Expenditures 1,279,491,786 1,246,119,539 1,329,607,714 1,358,510,049 28,902,335 Expenditure Transfers (76,352,355) (74,140,085) (79,312,454) (83,883,671) (4,571,217) TOTAL REQUIREMENTS 1,203,139,432 1,171,979,454 1,250,295,260 1,274,626,378 24,331,118 Allocated Positions (FTE) 5,134 5,122 5,353 5,344 (9)      County Summary Information   C-12 County of Contra Costa FY 2013-2014 Recommended Budget GENERAL FUND - General Government Functional Group Summary   2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change SOURCES Taxes-Current Property 265,114,098 269,160,492 264,572,999 273,900,000 9,327,001 Taxes-Other Than Current Property 17,684,651 16,519,950 16,980,000 17,524,000 544,000 License/Permit/Franchises 9,722,594 9,425,985 10,001,452 8,923,452 (1,078,000) Fines/Forfeits/Penalties 13,141,775 10,368,564 12,862,000 12,819,000 (43,000) Use Of Money & Property 2,258,145 2,496,906 1,507,224 1,746,426 239,202 Intergovernmental Revenue 31,854,382 24,193,931 28,987,751 26,934,303 (2,053,448) Charges For Services 79,195,829 77,796,745 86,458,595 85,985,519 (473,076) Miscellaneous Revenue 47,039,344 46,533,470 48,068,510 55,094,949 7,026,439 Total Revenue 466,010,818 456,496,042 469,438,530 482,927,648 13,489,118 Fund Balance (258,181,780) (259,474,884) (238,663,865) (260,489,382) (21,825,517) TOTAL SOURCES 207,829,038 197,021,158 230,774,665 222,438,266 (8,336,399) REQUIREMENTS Salaries and Benefits 115,446,257 110,385,432 129,066,406 129,515,335 448,929 Services and Supplies 112,386,661 112,152,216 129,395,282 124,494,637 (4,900,645) Other Charges 51,147,820 39,753,778 40,472,393 41,173,488 701,095 Fixed Assets 5,768,780 9,523,934 7,906,225 5,536,000 (2,370,225) Provisions for Contingencies 0 0 4,384,414 3,110,000 (1,274,414) Gross Expenditures 284,749,518 271,815,360 311,224,720 303,829,460 (7,395,260) Expenditure Transfers (76,920,480) (74,794,202) (80,450,055) (81,391,194) (941,139) TOTAL REQUIRMENTS 207,829,038 197,021,158 230,774,665 222,438,266 (8,336,399) Allocated Positions (FTE) 1,054 1,043 1,034 1,041 7       County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-13 GENERAL FUND - Health & Human Services Functional Group Summary   2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change SOURCES License/Permit/Franchises 377,713 393,239 350,544 297,544 (53,000) Fines/Forfeits/Penalties 663,397 819,880 635,791 634,534 (1,257) Use Of Money & Property 756,456 502,878 582,315 393,335 (188,980) Intergovernmental Revenue 447,187,244 364,911,138 384,587,123 398,262,724 13,675,601 Charges For Services 78,327,401 77,658,538 77,522,118 81,322,457 3,800,339 Miscellaneous Revenue 42,983,994 97,659,970 109,938,437 109,250,152 (688,285) Total Revenue 570,296,204 541,945,643 573,616,328 590,160,746 16,544,418 Fund Balance 106,719,853 108,642,768 104,969,191 101,874,952 (3,094,239) TOTAL SOURCES 677,016,057 650,588,411 678,585,519 692,035,698 13,450,179 REQUIREMENTS Salaries and Benefits 262,420,869 265,747,487 288,196,991 300,438,831 12,241,840 Services and Supplies 233,362,904 216,619,056 215,331,602 223,885,987 8,554,385 Other Charges 181,168,181 169,168,672 170,755,827 167,424,962 (3,330,865) Fixed Assets 289,791 474,234 673,435 412,104 (261,331) Gross Expenditures 677,241,745 652,009,448 674,957,855 692,161,884 17,204,029 Expenditure Transfers (225,688) (1,421,037) 3,627,664 (126,186) (3,753,850) TOTAL REQUIREMENTS 677,016,057 650,588,411 678,585,519 692,035,698 13,450,179 Allocated Positions (FTE) 2,443 2,513 2,649 2,589 (60)      County Summary Information   C-14 County of Contra Costa FY 2013-2014 Recommended Budget GENERAL FUND - Law & Justice Functional Group Summary   2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change SOURCES License/Permit/Franchises 1,475,734 1,524,450 1,884,058 2,067,580 183,522 Fines/Forfeits/Penalties 4,064,784 3,942,435 4,087,482 2,590,762 (1,496,720) Intergovernmental Revenue 96,736,012 90,831,055 100,126,360 102,275,113 2,148,753 Charges For Services 60,478,102 48,219,067 62,374,320 49,214,579 (13,159,741) Miscellaneous Revenue 13,163,022 38,946,501 22,896,929 48,389,948 25,493,019 Total Revenue 175,917,654 183,463,507 191,369,149 204,537,982 13,168,833 Fund Balance 142,376,683 140,906,378 149,565,927 155,614,432 6,048,505 TOTAL SOURCES 318,294,337 324,369,885 340,935,076 360,152,414 19,217,338 REQUIREMENTS Salaries and Benefits 252,322,968 254,061,586 269,798,687 288,108,151 18,309,464 Services and Supplies 36,901,860 42,483,905 43,822,172 44,002,262 180,090 Other Charges 25,943,525 23,874,582 22,099,323 23,501,543 1,402,220 Fixed Assets 2,332,170 1,874,657 7,704,957 6,906,749 (798,208) Gross Expenditures 317,500,523 322,294,730 343,425,139 362,518,705 19,093,566 Expenditure Transfers 793,813 2,075,154 (2,490,063) (2,366,291) 123,772 TOTAL REQUIREMENTS 318,294,337 324,369,885 340,935,076 360,152,414 19,217,338 Allocated Positions (FTE) 1,637 1,566 1,669 1,714 45        County o ALL CO   Discus Intergov This ma Federal a Public Sa significan local gov to achiev legislatur programs State Ai responsi the realig mental h Prelimina statewide million to projected Federal programs   of Contra Cos OUNTY F ssion of M vernmenta ajor revenue and State, a afety Servic nt policy imp vernment pro ve good ou re or admin s, such as h d Realignm bility and fu gnment plan ealth and so ary State fig e. Contra C o $184.5 mi d based on S Aid ($206.4 s in FY 2013 $625,000 $660,000 $695,000 $730,000 $765,000 $800,000   sta FY 2013-2 FUNDS Major Rev al Revenue e source in a large portio ces (common provements ograms and utcomes. D istration ofte ealth, menta ment-Sales nding for a n provides $ ocial service gures for FY Costa’s reve llion betwee State formula 4 million): 3-14. Some 2010-11 Actual $69 2014 Recom venue So e: $784.2 M cludes alloc on of which nly referred several tim realigning r During years en included al health and Tax ($184.5 series of ma 5.8 billion to es programs Y 2014-15 enues from en now and as. The County e of these pro 2011-12 Actual 9,994 $6 Intergover (in thous mended Bud ources: Million/30.67 cations from is various S to as Prop mes over the responsibilit s of fiscal d additional r d various soc 5 million): ajor program o local gove s in the curre project an this source FY 2013-1 y is projectin ograms are: 2 l 2012- Budg 671,756 rnmental Rev sands of doll Coun dget 7% of Tota m other go State Realig 172) revenu e past 20 ye ties to a leve difficulty, re revenues ea cial service The 2011 ms from the rnments to f ent year and increase of are project 4. The ma ng to receive : adoptions -13 get 201 Recom $713,287 venue ars) nty Summa al Sources overnment e gnment reve ue. The Sta ears by rev el of govern alignment p armarked fo programs. realignment state to loc fund various d $6.2 billion f an additio ted to incre ajority of the e federal aid ($7.0 million 13-14 mmended $784,205 ary Informa entities, prim nue streams ate has ach iewing state nment more proposals by or the transf t plan shifte al level. In s criminal ju n in FY 201 onal $480 m ase from $1 ese revenue d for a varie n), child boa ation C-15 marily s and ieved e and likely y the ferred d the total, stice, 3-14. million 120.8 s are ety of arding County Summary Information   C-16 County of Contra Costa FY 2013-2014 Recommended Budget homes ($11.7 million), community services administration ($28.6 million), employment and training ($8.6 million), family maintenance ($17.4), and highway construction monies ($7.1 million). State Aid Public Safety Services ($69.1 million): The half-cent public safety tax was approved by the voters in 1993 to permanently extend a temporary state tax that had been enacted to offset the state's fiscal crisis. The state controller forwards the revenue to each county on the basis of that county's share of statewide taxable sales. The county auditor then distributes to its local agencies via a formula based on the amount of property tax lost to previous state expropriations by ERAF (Educational Revenue Augmentation Funding). Revenues can only be used for specified public safety purposes. In Contra Costa they are allocated to the Departments of the Sheriff and District Attorney. The County’s sales tax consultants project that these revenues will increase by over 5% in FY 2013-14. The increase is over current year projected figures, which exceed the current year budget by $3 million. State Aid Realignment-Mental Health ($46.6 million): Health Services is projecting to receive $46.6 million in FY 2013-14, $5 million more than in the current fiscal year. These funds 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 prior year receipts and anticipated sales tax growth. The entire growth of $5 million is due to the AB109 sales tax allocation. Title IV-D Revenues ($18.9 million): Child Support Services is projecting to receive just under $19 million in federal funds in FY 2013-14. This is a federal funding source and is projected by the Child Support Services Department based upon performance and current year expenses, due mainly to flat expenditures projected revenue growth is flat as well.   County o Hospita Operatio primarily charges Medicare paid on a inpatient federal re provides establish a DRG c actual da Medicare codes. E and thes Procedur procedur APC mix Medi-Ca services on histor multiplied   of Contra Cos al/Health P n of the Co with Hospita for patient s e Reimburs a per discha stay and th egister) adju to a patien hed in the fe ase mix con ata. e Outpatien Each code is e codes are ral Termino res rendered x consistent w l Reimburs are reimbur rical patterns d by the num $350,000 $450,000 $550,000 $650,000 $750,000 $850,000   sta FY 2013-2 lan Revenu ontra Costa al/Health Pla ervices (incl sement ($28 arge basis. he correspon usted by loca nt. Outlier deral registe nsistent with nt services s assigned a e adjusted by ology) code d to the pat with the prio sement ($1 rsed on a C s and adjust mber of proje 2010-11 Actual $679, Ho 2014 Recom ue: $764.6 Regional M an revenues luding Medic 8.1 million) A DRG (Di nding weigh ality. The D payments a er. The bud prior period are paid a value by C y locality. T billed for tient. The b or period acti 177.9 millio Contracted p ted for know ected patient 2011-1 Actua 114 $76 spital/Health Pl (in tho mended Bud 6 Million/29 Medical Cent s. This majo care, Medi-C : Medicare iagnostic Re ht is multiplie RG is intend are made fo dgeted reven s trended fo by APC CMS (Cente The APC cod the facility budgeted rev ivity. on): Fee fo er day basis wn service s t days to arr 2 al 201 Bud 68,452 $ lan Enterprise F usands of dolla Coun dget 9.91% of To ter (CCRMC or revenue s Cal and Hea Inpatient se elated Grou ed by the fe ded to ident or costs tha nue anticipa orward based (Ambulator ers for Medic des are dete portion of venue antici or Service s. The days staffing level rive at the bu 2-13 dget 2 Reco $754,244 Fund Revenue ars) nty Summa otal Count C) is financia source includ lth plan reim ervices (Reg p) code is a ederal rate ( ify the ‘prod at exceed t tes inpatient d upon the l ry Paymen care and Me ermined by t the medic ipates a pat Medi-Cal in have been s. The Con udget. 2013-14 ommended $764,567 ary Informa ty Sources ally adminis des revenue mbursements gular Health assigned to (published i ucts’ the ho the thresho t discharges ast six mont nt Classifica edicaid Serv the CPT (Cu cal services tient volume npatient ho projected b ntract rate is ation C-17 s stered e from s). h) are each n the spital ld as s with ths of ation) vices) urrent and e and spital based s then County Summary Information   C-18 County of Contra Costa FY 2013-2014 Recommended Budget Medi-Cal outpatient services are reimbursed on a PPS (Prospective Payment System) all inclusive rate, which includes physician reimbursement. 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 ($123.2 million): The revenue is for Inpatient and Outpatient managed care services reimbursed on a capitated basis. The revenue forecast is based on anticipated enrollment consistent with State wide trends coupled with utilization rates per thousand (for both days and visits). The member projection and volume estimates are then combined with the anticipated payment rate to arrive at the budget amount. PHP/Medi-Cal Premiums ($196.2 million): The budgeted revenue anticipates enrollment of the State of California Medi-Cal recipients into the County Managed Care two plan model. The member month and market share projections are developed based upon statewide data and modified based upon historical trends. The anticipated monthly capitated payment amount is based on State contracted rates. The projected member months multiplied by the State contract rate produce the budgeted revenue. Contra Costa Health Plan Premiums ($62.1 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 times the average prior period rate per month to produce the budgeted revenue.      County o Enterpr Operatio primarily charges reimburs subsidy. impleme have a s Hospital general allocated allocation further in Health P general allocated allocation $20, $25, $30, $35, $40, $45, $50,   of Contra Cos rise Fund S n of the Co with Hospita for patie ements). T Dramatic ch ntation of th ignificant im l Subsidy ( fund subsid d from proje n has been n the FY 201 Plan Subsid fund subsid d from proje n was reduc ,000 ,000 ,000 ,000 ,000 ,000 ,000 20 A   sta FY 2013-2 Subsidy: $3 ontra Costa al/Health Pla ent servic The County hanges are o he Affordable pact on Cou ($26.7 milli dy to the Ho ected proper reduced sig 4-15 year. dy ($3.7 mi dy to the Co ected proper ed significan 010-11 Actual $42,04 2014 Recom 30.4 Millio Regional M an revenues ces (includ General Fu occurring wi e Care Act unty operatio on): Histo ospital and rty tax reve nificantly ov llion): Hist ounty health rty tax reve ntly in FY 20 2011-12 Actual 40 $43 Enterprise (in thousa mended Bud n/1.19% of Medical Cent s. This majo ding Medic und is also th the Hosp (ACA). Ove ons and how orically, the Clinics (En enues and a ver the last fi torically, the h plan (Ente enues and a 010-11, but h 2012- Budg ,555 e Fund Sub ands of dol Coun dget f Total Sou ter (CCRMC or revenue s care, Med used as a pital/Health P r the next fe w these funct County Ge terprise Fun are set as a ive years an e County Ge erprise Fund are set as a has been rel 13 get Rec $36,031 bsidy llars) nty Summa urces C) is financia source includ di-Cal and source of Plan as we m ew years th tions are fina eneral Fund nd I). Thes a fixed dolla nd is expecte eneral Fund d III). Thes a fixed dolla latively stabl 2013-14 commended $30,40 ary Informa ally adminis des revenue d Health Enterprise move toward ese change anced. has provid se revenues ar amount. ed to be red d has provid se revenues ar amount. le since. 8 ation C-19 stered e from plan Fund ds full es will ded a s are The duced ded a s are The County   C-20 Taxes: $ Contra C includes situated In Lieu o Property the State property Consume property adjusted the real Administ upon pro Property revenue ownersh revenues rate and the VLF and cou County A property Summary $311.1 Mill Costa’s large primarily Pr in the Count f Vehicle Lic y Taxes-Cu e and locally value. Pro er Price Ind is sold or co to market v estate ma rator’s Office ojected econ y Tax In-Lie is Property ip of a regis s from the V the allocatio tax rate and nties now r Administrato tax projectio $290,000 $295,000 $300,000 $305,000 $310,000 $315,000 Informatio lion/12.17% est General F roperty Taxe ty as of the p cense Fees a rrent Secur y administere perty taxes dex (CCPI), onstruction o value. Prope rket, as ha e is projectin omic change eu of Vehic y Tax In-Lie stered vehic VLF fund city on among lo d eliminated receive addi or’s Office i ons. 2010-11 Actual $301,8 on County % of Total S Fund revenu es that are le preceding Ja and Sales a red ($184.4 ed and distr can increas but are limi occurs, in wh erty values as been the ng 2.0% gro es. cle License u of Vehicle le in place o y and Count ocal governm state genera tional transf s projecting 2011-12 Actual 36 $3 (in thous of Contra Co Sources ue source is evied on tax anuary 1. O nd Use Tax. million): P ributed by th se, or decrea ited to a two hich case th may also be e case for owth over cu e Fees ($91 e License F of taxing veh ty services, ments. In 20 al fund back fers of prop g 2.0% grow 2012- Budg 304,739 Taxes ands of dolla osta FY 2013 from Taxes able real an Other major t . Property Ta he County, a ase, annual o percent in e property v e temporarily the past se rrent year a .0 million): Fees (VLF). hicles as pe but the Stat 004, the legi kfill to cities perty tax re wth in VLF -13 get 20 Reco $300,480 ars) 3-2014 Recom . This majo nd personal tax sources axes, which are based o ly based up ncrease per value for taxa y reduced d everal year actuals for FY A portion The VLF ersonal prop te legislature slature perm and countie venues in l for FY 20 013-14 ommended $311,083 mmended Bu r revenue so property wh are Property are regulate on one perce pon the Calif r year unles ation purpos due to declin rs. The Co Y 2013-14 b of Property is a tax on perty. By law e controls th manently red s. Instead, ieu of VLF. 13-14 base udget ource ich is y Tax ed by ent of fornia s the ses is nes in ounty based y Tax n the w, all he tax duced cities . The ed on  County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-21 Sales and Use Tax/In-Lieu Sales and Use Tax ($14.0 million): Sales tax is the responsibility of the seller, and the local portion is generally allocated to the jurisdiction where the seller’s sales office, order desk or cash register is located. Use tax is levied upon the purchaser; and normally applies either when title to the merchandise has passed at a point outside of California, or when the item(s) sold are affixed to real property as part of a construction contract. Because these transactions are not tied to a permanent, in-state place of business the use tax is normally distributed via the county allocation pools and shared among all jurisdictions in that county. In- Lieu Sales and Use Tax are those taxes transferred to a county or a city from a Sales and Use Tax Compensation Fund or an Educational Revenue Augmentation Fund. These revenues replaced the 0.25% of the Bradley-Burns sales and use tax that were previously credited to the general funds of all cities and counties but are now being used for debt service payment of State Economic recovery bonds. Contra Costa relies on a consulting firm to project Sales and Use Tax. The FY 2013-14 Recommended Budget includes an increase of $1.3 million over projected current year actuals and an increase of $1.7 million when comparing to budgeted figures for FY 2012-13. County   C-22 Other M Other M Fines/Fo Revenue License/ category licenses analysis Fines/Fo fines ($5 million). P An addit reserves based up Use of earned o and disco deposits of invest investme Airport. growth s $ $ $ $ $ $ $ Summary Major Reve Major reve orfeits/Penalt e. /Permits/Fra come from ($2.0 millio as historic fi orfeits/Pena 5.0 million), m Projections f ional source ($12 million pon total fun Money and on cash depo ounts on de and other fo tments. The ents and $3. Earnings fro ignificantly in $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 Informatio nues: $625 enues and ties, Use of anchises ($ m constructio on). All of igures tend t alties ($22.5 miscellaneou for these rev e of genera n). Allocatio ds available d Property osits, bonds ebt securities orms of inve e two larges 5 million fro om use of m n the short t 2010-11 Actual $508,537 on County 5.8 Million/ d financing Money and $23.7 millio on permits ( these reven to project hig 5 million): T us penalties venues are b l purpose re ons from the e over the sta ($8.3 millio and other in s and intere estment incl st revenues m aviation o money and erm, due ma 2011-12 Actual 7 $57 Other M (in thous of Contra Co /24.5% of T g sources Property, C on): The ma ($9.8 million nue projectio gher than ca The majority s ($1.9 millio based upon evenue is g e Tax Losse atutory minim on): These nvestments. st income o ude interest in this cate operations/re property are ainly to very 2012- Budg 70,050 $ Major Revenu ands of dolla osta FY 2013 Total Sourc include Charges for S ajority of the n), franchise ons are bas an reasonab y of the Cou on), and con cases recen generated fr es Reserve f mum and lev revenues a They inclu on leases. In t, dividends egory are $2 ent and conc e relatively f low interest -13 get 2 Reco $610,098 es ars) 3-2014 Recom ces License/Per Services, an e County’s es ($7.0 mill sed upon v bly be anticip unty’s fines nsumer fraud ntly settled o rom a transf fund to the G vel transfer s are generat de amortiza nvestment e and change 2.6 million f cessions fro flat and are t rates. 013-14 ommended $625,811 mmended Bu rmits/Franch nd Miscellan revenues in lion), and a very recent pated. are from ge d damages or in-the-pipe fer from tax General fun sustainability ted from mo ation of prem earnings on e in the fair v from earning om the Buch e not expect udget hises, neous n this nimal trend eneral ($1.0 eline. x loss d are y. onies miums bank value gs on hanan ed to  County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-23 Charges for Services ($244.9 million): Eleven of the 77 revenues in this category account for over 75% of the revenue. The largest is Medi-Cal for mental health services ($51.7 million), which is projected based upon trend as well as State contact. Contract law enforcement services accounts for $27.5 million of these revenues and are based upon current contracts to cover projected actual expenditures. Building maintenance services costs account for $30.6 million in Charges for Services and $17.9 million for reciprocal transactions between governmental funds (contracts and interfund loans). For the most part, these revenues are projected based upon existing contracts. The County expects to receive $14.9 from health inspection fees, $9.7 million in recording fees, $7.7 million in assessment collections, $7.0 million from planning and engineering services, $4.1 million from miscellaneous law enforcement services, $5.9 for communication services, and $5.3 million for processing/inspection fees in FY 2013-14. These revenue projections are based upon recent County trends. Miscellaneous Revenue ($326.5 million): Over $187.6 million in miscellaneous revenues are government to government reimbursements for recovery of shared and/or actual costs of raw materials and/or raw labor. Also 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 ($49.3 million) and contributions from other funds ($70.4 million). These are one-way transactions where assets are transferred from one fund to another fund without anything in return (e.g. Subsidy). These miscellaneous revenues are projected to increase in FY 2013-14 and are based upon planned future projects. The third largest miscellaneous revenues at $70.4 million are contributions from other funds. Of this amount, $69.9 is budgeted for the principal and interest costs for the Pension Obligation Bonds for employee retirement liabilities and to fund the Retirement Litigation debt services repayment. Funds are calculated per the established debt schedules and allocated across projected employee payroll based upon recent experience (see Debt Service, page B-69). County Summary Information   C-24 County of Contra Costa FY 2013-2014 Recommended Budget ALL COUNTY FUNDS    Revenues by Type 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change Medicare RHS/IP 92,064,818 95,893,537 31,706,124 28,115,724 (3,590,400) Medicare Contr Allowance (54,247,988) (67,411,195) 0 0 0 MEDICARE PATIENT SERVICES 37,816,829 28,482,342 31,706,124 28,115,724 (3,590,400) Medi-Cal RHS/IP 171,396,570 141,216,055 228,339,186 177,910,927 (50,428,259) Medi-Cal Contr Allowance 27,193,998 65,085,090 0 0 0 MEDI-CAL PATIENT SERVICES 198,590,568 206,301,144 228,339,186 177,910,927 (50,428,259) Health Plan RHS/IP 223,386,269 262,019,049 122,248,113 123,262,629 1,014,516 Health Plan Contr Allowance (112,941,267) (121,760,467) 0 0 0 HEALTH PLAN PATIENT SERVICES 110,445,002 140,258,582 122,248,113 123,262,629 1,014,516 Commercial RHS/IP 21,030,191 21,453,494 8,349,853 6,527,190 (1,822,663) Individual RHS/IP 26,843,180 31,923,035 0 0 0 Bad Debt Allowance (40,103,918) (45,561,540) 0 0 0 PRIVATE PAY PATIENT SERVICES 7,769,452 7,814,989 8,349,853 6,527,190 (1,822,663) Interdept RHS/IP 5,976,489 6,177,775 4,378,992 4,333,751 (45,241) Interdept Contr Allowance (2,127,672) (2,189,356) 0 0 0 INTERDEPARTMENTAL PATIENT SERVICES 3,848,817 3,988,419 4,378,992 4,333,751 (45,241) Other RHS/IP 2,547,504 2,062,249 0 0 0 Other Contr Allowance (2,547,504) (2,062,249) 0 0 0 OTHER PATIENT SERVICES 0 0 0 0 0 Grants & Donations 20,075,398 43,897,307 19,912,274 19,433,054 (479,220) ARRA/Federal Direct 1,513,039 10,106,005 2,824,266 0 (2,824,266) SB 1732-MCAL CRRP Reimbursement 5,763,552 5,754,754 5,750,072 5,748,937 (1,135) Other External Hosp Rev 735,754 689,378 735,754 689,378 (46,376) Occupancy & Rental Charges 76,606 77,868 80,610 55,192 (25,418) Medical Records Charges 180,890 182,489 184,431 191,824 7,393 Education & Training Chgs 19,449 24,042 17,698 14,624 (3,074) Cafeteria Receipts 324,074 328,839 324,489 384,771 60,282 Telephone Receipts 0 199 82 319 237 Miscel Hospital Revenue 9,635,027 5,173,901 15,611,576 76,576,467 60,964,891 Gain on Dsp Sl-Fxd Assets 94,088 0 0 0 0 OTHER HOSPITAL REVENUES 38,417,875 66,234,783 45,441,252 103,094,566 57,653,314     County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-25 ALL COUNTY FUNDS    Revenues by Type (continued)  2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change Charges to A/DA/Mental Health 19,593,959 17,490,660 19,938,134 20,393,506 455,372 Charges to Environmental Health 659,454 659,454 659,454 659,454 0 Charges to Public Health 975,000 0 0 0 0 Chg to Other County Depts 1,216,992 1,251,082 1,246,227 1,293,530 47,303 CHARGES TO GENERAL FUND UNITS 22,445,405 19,401,196 21,843,815 22,346,490 502,675 Medi-Care Fed Premiums 4,621,301 3,565,250 2,052,253 1,990,024 (62,229) PHP/Medi-Cal Premiums 151,920,020 188,147,663 188,404,500 196,138,131 7,733,631 Realignment VLF Revenue 20,158,208 18,706,817 17,958,467 19,234,105 1,275,638 CC Health Plan Premiums 64,985,431 66,477,753 66,226,869 62,073,188 (4,153,681) Other External Plan Rev 10,136,311 9,742,851 9,410,338 9,619,824 209,486 Interest Earnings 102,398 151,579 143,033 269,664 126,631 St Aid Realignment-Health-Ent 6,046,063 6,466,378 6,466,378 6,759,174 292,796 EXTERNAL HEALTH PLAN REVENUE 257,969,731 293,258,291 290,661,838 296,084,110 5,422,272 Hospital Subsidy 38,353,131 36,249,652 32,260,895 26,672,488 (5,588,407) Health Plan Subsidy 3,687,000 3,770,138 3,770,138 3,736,288 (33,850) ENTERPRISE FUND SUBSIDY 42,040,131 43,555,958 36,031,033 30,408,776 (5,622,257) Subscriber Premiums 208,540 205,978 1,233,645 1,233,645 0 Supplemntl State Payments 151,026 145,524 0 0 0 Interest Income 273 (68) 0 0 0 AIM-Mothers 515,772 443,313 0 0 0 MAJOR RISK MEDICAL INSURANCE REVENUE 875,610 794,746 1,233,645 1,233,645 0 Rentals and Leases 370,942 1,786,011 0 1,616,165 1,616,165 Bond Interest 563,572 130,680 41,776 41,776 0 SCHOOLS FUNDS REVENUE 934,514 1,916,691 41,776 1,657,941 1,616,165 Prop Taxes-Curr Secured 174,417,207 179,473,201 176,042,000 184,426,881 8,384,881 Prop Tax-Supplemental 4,166,265 3,506,383 2,310,599 2,747,197 436,598 Prop Tax-Unitary 7,995,151 7,926,092 7,867,000 7,839,654 (27,346) Prop Tax-In Lieu of VLF 90,343,616 89,882,446 89,882,000 91,000,000 1,118,000 Prop Taxes-Curr Unsecurred 7,391,873 7,845,063 7,561,000 7,740,696 179,696 TAXES CURRENT PROPERTY 284,314,113 288,633,186 283,662,599 293,754,428 10,091,829    County Summary Information   C-26 County of Contra Costa FY 2013-2014 Recommended Budget ALL COUNTY FUNDS    Revenues by Type (continued)  2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change Prop Taxes-Prior-Secured (975,174) (3,216,687) (1,096,900) (2,196,870) (1,099,970) Prop Tax-Prior Supplemntl (1,121,895) (1,137,912) (1,122,800) (1,278,683) (155,883) Prop Taxes-Prior-Unsecured 118,325 (213,170) (288,200) (189,545) 98,655 Sales and Use Tax 9,291,434 9,841,823 9,099,000 10,419,000 1,320,000 In Lieu Sales and Use Tax 2,889,800 2,907,678 3,152,000 3,535,000 383,000 Aircraft Tax 684,120 617,046 624,000 590,000 (34,000) Transient Occupancy Tax 1,439,125 1,835,596 1,450,000 1,450,000 0 Real Property Transfer Tax 5,195,844 5,471,855 5,000,000 5,000,000 0 TAXES OTHER THAN CUR PROP 17,521,579 16,106,229 16,817,100 17,328,902 511,802 Animal Licenses 1,423,691 1,470,007 1,829,058 2,013,680 184,622 Business Licenses 758,686 709,680 780,000 725,500 (54,500) Construction Permits 9,068,825 6,779,959 11,285,334 9,801,593 (1,483,741) Specific Plan Fees 270,983 155,073 184,139 155,034 (29,105) Road Privlges & Permits 460,142 543,939 630,000 502,000 (128,000) Zoning Permits 265,125 141,244 150,000 150,000 0 Franchises 5,235,171 5,598,257 5,380,020 5,065,000 (315,020) Franchises - Cable TV 1,912,179 1,928,849 1,958,798 1,958,798 0 Franchises - Landfill Srchg 1,910,309 1,951,519 1,692,420 1,204,420 (488,000) Franchise-Keller Comm Mitigation (3,332) 0 146,688 141,688 (5,000) Franchise 1,341,793 1,225,781 1,492,546 1,212,546 (280,000) Other Licenses & Permits 362,706 322,556 768,544 791,944 23,400 LICENSE/PERMIT/FRANCHISES 23,006,278 20,826,864 26,297,547 23,722,203 (2,575,344) Vehicle Code Fines 1,444,503 1,655,464 1,212,470 1,136,213 (76,257) Parking Fines 425,430 471,960 444,000 444,000 0 Parking Citation Processing 37,717 0 0 0 0 Vehicle Code Priors 99,987 102,531 54,000 35,000 (19,000) Drinking Driver-AB 2086 51,155 53,156 52,362 52,362 0 General Fines 4,822,606 6,329,501 5,306,897 5,035,754 (271,143) Fish and Game Fines 9,027 29,577 13,000 30,000 17,000 Restricted Litter Fines 837 983 0 0 0 Unrestricted Litter Fines 6,057 6,771 720 720 0 Failure to Appear Fines 4,964 3,428 720 1,000 280 Consumer Fraud Damages 992,386 164,170 1,400,000 1,000,000 (400,000)  County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-27 ALL COUNTY FUNDS Revenues by Type (continued)  2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change St Pnlty Fd POC VC 40611 92,099 80,801 84,000 65,000 (19,000) Penalty & Costs - Dlnqt Tax 1,049,914 1,266,414 821,000 767,000 (54,000) Misc Forfeits & Penalties 2,353,563 2,515,170 1,924,317 1,904,317 (20,000) Tax Losses Reserve Refund 12,000,000 9,000,000 12,000,000 12,000,000 0 Failure to File Penalty 21,018 53,409 0 0 0 FINES/FORFEITS/PENALTIES 23,411,265 21,733,335 23,313,486 22,471,366 (842,120) Earnings on Investment 2,480,278 2,687,171 2,446,634 2,638,266 191,632 Gain on Sale of Investments 32,991 0 0 0 0 Int on Loans & Receivables 134,708 34,766 100,000 98,100 (1,900) Rent on Real Estate 414,820 462,537 315,201 425,780 110,579 Aircraft Storage Fees 92,582 70,083 58,700 84,100 25,400 Rent of Office Space 768,648 529,508 590,385 407,817 (182,568) Other Rents 1,317,346 1,285,562 770,953 1,094,364 323,411 Aviatn Ops-Rent & Cncessn 3,323,129 3,404,964 3,638,665 3,519,728 (118,937) USE OF MONEY & PROPERTY 8,564,501 8,474,592 7,920,538 8,268,155 347,617 ARRA/State Sub-Recipient 22,695,356 4,997,411 80,754 0 (80,754) Highway Users Tax Admin 18,337 20,004 20,004 20,004 0 Hway Users Tax Strm Drnge 48,469 52,875 52,875 52,875 0 Hway Users Tax Unrestricted 8,622,660 8,781,564 9,537,685 9,588,737 51,052 Highway Users Tax Select 828,100 774,385 788,117 788,384 267 Hway User Tax 5/9APPT2105 4,559,702 3,901,240 4,341,319 4,500,000 158,681 St Motor Veh In Lieu Tax 1,845,183 441,482 0 0 0 Other State in Lieu Tax 47,286 43,938 50,000 50,000 0 Admin State Food Stamps (286,138) 0 0 0 0 Admin State Mcal Health Care 34,777,478 34,879,371 0 40,384,027 40,384,027 Realloc/PY Adj Admn State 3,549,809 1,473,989 1,954,768 1,954,850 82 Admin State Out of Home Care 2,105,806 3,213,844 2,735,296 9,389,367 6,654,071 Admin State Other Soc Svcs-OCSS 4,467,721 14,538 4,149,397 23,997 (4,125,400) State Child Abuse Prevention 43,606 43,554 43,554 43,554 0 Admin State - Other 42,147,622 25,907,243 23,725,460 26,624,612 2,899,152 State Aid Realignment-VLF 1,697,606 1,717,222 2,039,193 1,744,165 (295,028) State Aid Family Inc Mtce 40,480,825 17,980,249 11,786,508 15,985,882 4,199,374 State Aid Children Brding Home 9,462,862 741,670 462,708 443,147 (19,561) County Summary Information   C-28 County of Contra Costa FY 2013-2014 Recommended Budget ALL COUNTY FUNDS Revenues by Type (continued)  2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change State Aid Realignment-Sales Tax 32,792,258 112,818,547 120,826,934 184,453,310 63,626,376 State Adoption Assistance 7,218,824 (27,180) 0 0 0 State Auto Welfare System 4,321,695 4,026,444 3,882,361 11,624,560 7,742,199 Admin-State Health Misc 12,688,379 12,364,274 54,829,373 15,813,339 (39,016,034) State C.H.D.P. Program 1,775,000 2,040,015 1,969,683 1,938,709 (30,974) State Family Plng Assistance 8 0 0 0 0 State Aid for Crippled Child 1,433,263 1,237,644 1,342,612 1,461,992 119,380 CCS Medical Cases Mgmt 2,476,320 2,424,977 2,763,908 2,810,352 46,444 State Aid M/H Short-Doyle 14,248,379 16,977,501 688,542 689,577 1,035 State Aid MH - SSI/SSP 352,559 281,734 352,025 281,734 (70,291) State Aid Drg AB Short-Doyle 2,102,302 424,127 1,500,040 421,662 (1,078,378) State Aid Realignment-M/H 16,513,913 25,995,749 41,572,787 46,599,340 5,026,553 State Aid Realignment-VLF-MH 7,108,108 485,726 0 0 0 Substance Abuse Grants 13,766,362 6,695,954 7,245,221 6,913,128 (332,093) Misc State Aid for Health 1,147,252 1,212,877 1,222,936 1,204,031 (18,905) State Aid for Agriculture 2,985,946 2,608,645 2,856,746 2,745,336 (111,410) State Aid for Civil Defense 4,791,353 5,560,514 4,276,537 3,562,382 (714,155) State Aid Transportation Proj 100,000 100,000 100,000 100,000 0 State Aid for Construction-Other 16,568 98,294 1,510,000 100,000 (1,410,000) State Aid for Crime Control 8,992,560 12,010,605 14,999,137 14,604,552 (394,585) State Aid for Disaster-Other 896,644 892,215 950,000 950,000 0 State Aid Veterans Affairs 114,043 69,696 100,000 100,000 0 H/O Prop Tax Relief 2,250,636 2,245,766 2,220,800 2,163,651 (57,149) State Aid Child Day Care 4,110,120 3,468,725 4,607,723 3,326,833 (1,280,890) State Aid Area Agency on Aging 2,499,065 1,628,614 1,810,745 1,754,497 (56,248) State Aid Peace Off Training 555,572 584,522 515,493 581,090 65,597 State Aid Mandated Expenditures 10,644,598 (2,873,352) 6,750,175 0 (6,750,175) State Aid Food/Milk Subvent 1,725,155 1,666,567 1,338,028 1,731,367 393,339 State Aid SEOO Programs 12,784,070 11,029,749 11,107,261 10,121,919 (985,342) State Aid Library -CLSA 89,634 61,402 0 44,000 44,000 Miscellaneous State Aid 46,677,790 33,988,672 38,222,346 36,917,514 (1,304,832) St Aid Trfc Cngstn Mgmt 7,501,500 10,743,435 7,200,000 8,000,000 800,000 Vehicle Theft - VLF 845,954 708,158 850,000 905,623 55,623 St Aid-Public Safety Svcs 60,388,429 63,922,867 64,044,025 69,141,480 5,097,455  County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-29 ALL COUNTY FUNDS Revenues by Type (continued)  2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change Admin-Federal Food Stamps 408,768 0 0 0 0 Admin Fed Gain IVA 0 281 0 0 0 Admin Fed Other CWS 254,869 438,321 250,000 250,000 0 Admin Federal - Other 71,974,788 77,534,878 80,693,325 86,969,595 6,276,270 Realloc/PY Adj Admn Fed 3,852,138 893,423 0 0 0 Fed Aid Family Inc Mtce 27,125,955 19,633,526 20,676,385 17,447,800 (3,228,585) Fed Aid Child Brding Home 7,844,692 9,103,911 9,899,745 11,746,821 1,847,076 Fed Aid Refugees 768,599 451,557 81,696 84,607 2,911 Fed Aid Adoptions 6,619,650 6,876,770 8,127,498 6,993,285 (1,134,213) ARRA/Federal Direct 5,449,649 3,003,029 2,321,047 0 (2,321,047) Fed Hlth Admin (MCH&3140) 1,185,312 1,406,890 2,193,492 2,093,664 (99,828) Fed Immunization Assist 322,522 422,410 372,466 422,410 49,944 Fed Nutrition Elderly 2,470,638 1,811,110 1,738,923 1,708,015 (30,908) Fed W.I.C. Program 4,733,169 4,583,704 4,041,342 3,938,800 (102,542) Federal Drug Abuse 7,397 0 36,000 0 (36,000) Misc Fed Health Projects 5,699,715 6,024,497 5,964,026 5,650,243 (313,783) Fed Aid Airport Construction 64,762 1,137,022 2,950,294 405,000 (2,545,294) Fed Aid Hwy Construction 6,656,785 8,956,328 7,931,000 7,160,000 (771,000) Federal in Lieu Taxes 5,524 5,638 0 0 0 Fed Aid Crime Control 3,218,729 1,515,326 2,277,494 1,886,715 (390,779) Fed Aid Comm Svcs Admin 22,744,628 23,742,429 29,315,581 28,604,600 (710,981) Fed Aid Family Support 18,294,766 18,964,650 18,917,523 18,902,523 (15,000) Fed Aid Employ & Training 8,368,606 9,684,692 8,441,224 8,585,000 143,776 Fed Aid NIMH Grant 1,651,663 1,711,892 1,711,892 1,752,122 40,230 Fed Aid Hud Block Grant 8,786,668 7,033,113 16,087,383 15,931,986 (155,397) Other Federal Aid 6,047,234 11,847,349 10,295,644 4,745,049 (5,550,595) Other in Lieu Taxes 10,074 10,409 0 0 0 RDA Nonprop-Tax Pass Through 4,844,185 2,965,504 4,918,000 3,188,459 (1,729,541) Misc Government Agencies 17,555,708 11,539,111 10,621,957 13,082,610 2,460,653 INTERGOVERNMENTAL REVENUE 699,993,741 671,755,832 713,287,013 784,204,883 70,917,870 Fees Assessor 96,348 52,165 238,714 238,618 (96) Comm For Tax & Assess Coll 8,320,463 8,047,106 8,024,911 7,720,332 (304,579) Supplemental Roll Charges 1,262,122 1,109,245 1,263,000 1,163,000 (100,000) Auditing & Accounting Fees 2,723,906 2,680,727 2,878,297 3,117,500 239,203    County Summary Information   C-30 County of Contra Costa FY 2013-2014 Recommended Budget ALL COUNTY FUNDS Revenues by Type (continued)  2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change ARRA/Charges for Svcs 274,445 708,493 0 50,000 50,000 Communication Services 5,021,741 4,984,405 5,485,269 5,876,369 391,100 Candidates Filing Fees 185,674 50,955 112,000 90,000 (22,000) Election Service-Other 3,121,138 1,068,450 2,500,000 1,000,000 (1,500,000) Public Defense Repayments 27,052 0 0 0 0 Misc Legal Services 1,026,122 939,385 1,239,000 1,198,875 (40,125) Personnel Services 1,456,269 1,283,005 1,384,981 1,454,355 69,374 Planning & Engineer Services 7,501,833 3,943,911 6,574,880 7,012,462 437,582 Processing/Inspection Fee 7,331,696 (826,583) 5,271,860 5,271,860 0 Purchasing Fees 137,169 145,627 163,444 168,281 4,837 Civil Process Service 1,160,098 505,504 515,000 544,000 29,000 Civil Processing Fee (636,927) 181,911 266,000 157,692 (108,308) Court Filing Fees 299,502 213,991 294,400 265,000 (29,400) Referral Fees 64,338 702 1,000 1,000 0 Driver Education Fees 3,589,203 3,602,004 2,623,987 2,544,187 (79,800) Returned Check Charges 78,868 62,712 85,600 68,000 (17,600) Court Administration Cost 873,898 896,431 513,362 513,362 0 Estate Fees 269,155 273,687 292,639 292,639 0 Agricultural Services 58,422 135,053 147,020 141,010 (6,010) Spay Clinic Fees 310,378 320,247 405,154 405,154 0 Contract Humane Services-City 4,190,488 4,246,260 4,204,813 4,239,870 35,057 Misc Humane Services 758,317 700,682 832,054 832,054 0 Fingerprint & Crim Report 47,187 35,116 75,000 40,000 (35,000) Contract Law Enforcement Svcs 37,100,180 25,731,615 39,071,243 27,501,858 (11,569,385) Blood Withdrawal Fees 263,333 247,648 180,000 220,000 40,000 Jail Booking Fees 1,516,004 2,478,965 1,920,000 1,907,000 (13,000) Charges/Cost of Probation 344,604 280,068 300,000 180,000 (120,000) Misc Law Enforcement Svcs 5,096,518 4,940,942 5,994,000 4,145,000 (1,849,000) Recording Fees 8,105,611 7,750,993 9,243,473 9,719,236 475,763 Survey Monument Fees 63,170 66,120 63,000 83,000 20,000 Recorders Modernizing Fee 1,351,935 1,483,906 1,420,000 1,558,000 138,000 Redacting Fees 301,866 316,831 315,000 330,000 15,000 ERDS fee 301,075 315,827 315,000 330,000 15,000 Road Development Fees 771,203 514,196 525,500 635,500 110,000  County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-31 ALL COUNTY FUNDS Revenues by Type (continued)  2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change Misc Road Services 1,723,029 788,679 820,000 870,000 50,000 Health Inspection Fees 12,248,997 11,334,974 14,040,474 14,911,996 871,522 V.D. Screening Fees 27,069 0 0 0 0 Patient Fees 247,172 235,891 235,435 221,800 (13,635) Drinking Driver Program Fees 179,931 142,910 124,833 124,833 0 Client Fees 68,726 59,817 78,283 78,283 0 Patient Fees-Immunization 79,448 72,931 79,013 69,518 (9,495) Patient Fees-T.B. Testing 171,807 141,171 140,000 140,000 0 Misc Health Fees 2,976,515 3,415,204 3,251,460 3,250,800 (660) Laboratory Services 2,802,917 2,800,691 2,807,762 2,807,762 0 Nutrition Services 327,847 314,004 318,125 318,583 458 M/H Svcs-Medicare 3,121,899 3,757,142 3,377,189 3,458,565 81,376 M/H Svcs-Pvt Pay/Insur 1,384,779 1,661,664 1,345,079 2,030,874 685,795 M/H Svcs-Medi-Cal 51,746,469 51,041,029 49,438,978 51,728,161 2,289,183 M/H Svcs-Other HMO Pat 338,186 374,186 274,402 270,256 (4,146) Crippled Childrens Svcs 132,073 190 400 950 550 Misc Sanitation Service 1,612,851 1,802,319 2,104,813 2,104,813 0 Adoption Fees 1,000 0 0 0 0 Care of Juveniles 44,231 0 0 0 0 Care of Prisoners 1,370,570 440,002 0 684,723 684,723 Library Services 801,985 807,072 824,151 775,060 (49,091) Interfund Rev - Gov/Gov 13,550,256 10,225,455 23,362,429 17,887,968 (5,474,461) Interfund Rev - Gov/Ent 544,646 525,776 466,629 616,484 149,855 Interfund Rev - Ent/Ent 14,120 12,130 0 0 0 DoIT Phone Exchange 204,676 203,630 102,779 90,575 (12,204) DoIT Data Proc Svcs 1,192,678 1,144,172 1,589,383 1,919,049 329,666 DoIT Data Proc Supply 1,644 3,865 0 0 0 DoIT Mntn Radio Equipment 114,799 69,947 105,955 64,982 (40,973) DoIT Other Telcom Charges 68,221 64,679 92,013 104,964 12,951 Gen Svc-Bldg Ocpncy Costs 5,954,855 5,290,012 5,084,900 5,018,832 (66,068) Gen Svc-Requested Mntce 2,568,220 2,195,242 2,244,420 2,220,749 (23,671) Gen Svc-Use of Co Equipment 2,087 2,890 1,268 500 (768) Gen Svc-Other G S Charges 993,746 1,078,146 1,132,396 435,285 (697,111) Info Security Chg 42,110 24,462 0 0 0 County Summary Information   C-32 County of Contra Costa FY 2013-2014 Recommended Budget ALL COUNTY FUNDS Revenues by Type (continued)  2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change Refunds Indigent Burials 16,542 16,226 15,697 16,226 529 Cafeteria Receipts 97,745 101,025 98,500 109,300 10,800 Autopsies & Medical Reports 21,716 20,860 20,300 20,150 (150) Data Processing Services 2,190,163 1,979,882 2,709,952 3,161,982 452,030 Training Services 355,232 495,847 715,308 475,308 (240,000) Administrative Services 690,232 1,015,483 727,093 1,374,763 647,670 Bldg Mtce Services 28,079,482 30,938,526 30,500,958 30,614,588 113,630 Microfilm & Reproduction Services 332,032 539,068 363,763 420,555 56,792 Marriage Ceremony Fees 77,280 79,980 83,000 80,000 (3,000) Equipment Use Charges 657,877 645,263 1,062,120 916,129 (145,991) Equip Repl-Surcharge Fee 0 3 0 0 0 Third Party Svcs Fee 3,025 3,100 2,500 2,500 0 CCRMC 152,806 0 0 0 0 DMV Processing Fee 9,100 0 0 0 0 Nuisance Abate 40,519 141,370 400,000 100,000 (300,000) Misc Current Services 4,101,963 4,444,319 4,477,334 4,344,585 (132,749) CHARGES FOR SERVICES 248,249,676 219,939,535 259,358,695 244,857,665 (14,501,030) Proceeds of Bond Sale 2,900 0 0 0 0 Prcds of Non-Bond Debt 192,698 261,784 0 0 0 Sale of Real Estate 2,223 378,000 0 0 0 Sale of Equipment 440,551 508,200 529,802 492,114 (37,688) Gain on Dsp Sl-Fxd Assets 27,651 0 0 0 0 Sale of Maps & Documents 57,677 70,794 112,379 128,426 16,047 Sale of Rodent Poison 22,924 26,806 14,224 27,000 12,776 Sale of Animals 30,814 26,079 30,000 30,000 0 Sundry Taxable Sale 60,261 48,376 53,940 56,560 2,620 Sundry Non-Taxable Sales 76,341 89,979 132,625 107,009 (25,616) Reimbursements-Gov/Gov 93,108,337 155,548,142 172,419,226 187,646,953 15,227,727 Reimbursements-Gov/Ent 414,956 328,898 465,139 544,164 79,025 Transfers-Gov/Gov 30,217,369 45,455,336 28,764,218 49,338,800 20,574,582 Transfers-Gov/Ent 250,000 1,708,339 250,000 529,546 279,546 Unrestricted Donations 58,542 200 500 500 0 Restricted Donations 1,338,419 1,444,193 819,552 435,253 (384,299)  County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-33 ALL COUNTY FUNDS Revenues by Type (continued)  2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change Misc Grants & Donations 866,164 688,506 533,883 110,000 (423,883) Contrib From Other Funds 59,515,496 70,985,598 70,946,438 70,426,537 (519,901) Seizures 273,987 166,721 212,000 222,000 10,000 Indemnifying Proceeds 118,851 94,930 13,800 11,780 (2,020) Misc Non-Taxable Revenue 18,210,735 21,177,594 17,692,168 16,385,007 (1,307,161) Prior Yr Claim Settlement 0 57,889 0 0 0 Work Authorization - Memo 18,654 9,541 0 0 0 MISCELLANEOUS REVENUE 205,305,550 299,075,905 292,989,894 326,491,649 33,501,755 TOTAL REVENUE 2,231,520,637 2,358,552,619 2,413,922,499 2,516,075,000 102,152,501    County Summary Information   C-34 County of Contra Costa FY 2013-2014 Recommended Budget ALL COUNTY FUNDS Expenditures by Type 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change Permanent Salaries 487,322,501 481,217,812 512,364,696 534,507,448 22,142,752 Temporary Salaries 40,912,512 46,635,323 35,224,162 36,166,895 942,733 Permanent Overtime 17,862,642 21,723,606 17,468,934 19,526,889 2,057,955 Deferred Comp 1,197,053 1,253,245 2,919,736 3,029,646 109,910 Hrly Physician Salaries 2,161,730 2,134,980 1,652,245 1,997,144 344,899 Perm Physicians Salaries 31,173,790 33,118,707 34,300,894 35,544,036 1,243,142 Perm Phys Addnl Duty Pay 1,956,341 1,891,438 2,445,788 2,281,724 (164,064) Comp & SDI Recoveries (2,796,169) (2,332,274) (2,448,617) (1,960,063) 488,554 Vacation/Sick Leave Accrual (422,707) 559,247 10,000 10,000 0 FICA/Medicare 36,288,855 36,696,440 39,077,774 40,507,191 1,429,417 Ret Exp-Pre 97 Retirees 2,752,614 2,751,672 3,000,619 2,870,617 (130,002) Retirement Expense 192,888,915 202,101,868 236,513,856 262,809,225 26,295,369 Excess Retirement 3,175 3,751 0 0 0 Employee Group Insurance 85,811,334 85,433,103 101,250,972 100,876,844 (374,128) Retiree Health Insurance 37,741,416 41,709,278 42,403,053 42,604,188 201,135 OPEB Pre-Pay 18,573,163 18,625,208 17,905,581 17,263,841 (641,740) Unemployment Insurance 3,463,678 2,096,833 2,250,885 2,580,475 329,590 Workers Comp Insurance 19,763,721 16,821,150 17,085,289 17,160,373 75,084 Labor Received/Provided 453,732 646,985 0 0 0 SALARIES & BENEFITS 977,108,297 993,088,371 1,063,425,866 1,117,776,472 54,350,606 Office Expense 5,180,716 5,661,490 5,779,136 5,660,446 (118,690) Books-Periodicals-Subscriptions 729,072 757,534 650,485 660,488 10,003 Postage 2,678,085 2,615,484 2,710,596 2,501,116 (209,480) Communications 6,185,687 6,194,727 6,123,862 6,316,034 192,172 Telephone Exchange Service 2,010,946 2,058,212 2,289,120 2,371,198 82,078 Utilities 10,318,140 9,976,635 10,569,163 11,349,791 780,628 Small Tools and Instruments 310,029 1,736,096 423,892 392,422 (31,470) Minor Furniture/Equipment 1,521,023 1,996,081 1,556,706 1,652,237 95,531 Minor Computer Equipment 1,856,439 1,896,768 2,409,555 3,245,519 835,964 Medical & Lab Supplies 2,803,153 2,503,749 2,748,111 2,667,381 (80,730) Pharmaceutical Supplies 2,311,031 2,317,358 2,628,220 2,352,402 (275,818) Food 4,143,829 4,256,744 4,102,621 4,330,438 227,817 Clothing & Personal Supplies 1,314,978 1,521,242 1,445,033 1,756,303 311,270 Household Expense 3,969,156 3,686,530 3,691,396 3,950,104 258,708 Agricultural Expense 135,459 147,103 125,000 125,475 475 Publications & Legal Notices 258,827 269,399 291,502 248,082 (43,420)  County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-35 ALL COUNTY FUNDS Expenditures by Type (continued) 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change Memberships 870,423 976,487 1,093,480 1,240,397 146,917 Rents and Leases-Equipment 2,874,456 2,683,870 3,333,757 3,383,830 50,073 Computer Software Cost 5,295,819 5,234,640 5,357,182 6,617,339 1,260,157 Rents & Leases - Property 10,152,533 10,001,082 9,973,190 10,243,043 269,853 Building Occupancy Costs 43,736,239 43,155,290 42,636,912 42,827,154 190,242 Bldg Lifecycle Costs 0 0 0 602,808 602,808 Maintenance - Equipment 4,654,332 5,221,595 6,332,845 6,551,850 219,005 Vehicle Repairs 3,119,052 3,438,140 3,090,895 3,455,150 364,255 Vehicle Fuel/Oil 2,705,139 3,230,996 3,327,070 3,462,237 135,167 Rprs - Accidents/Vandalism 0 (18) 1,500 1,500 0 Mntn Radio-Electronic Equipment 730,587 463,534 524,354 403,875 (120,479) Maintenance of Buildings 6,681,533 6,947,728 7,638,796 7,537,220 (101,576) Grounds Maintenance 528,734 569,827 530,342 657,340 126,998 Requested Maintenance 4,848,028 3,716,899 3,021,756 3,585,092 563,336 Runway & Taxiway Maintenance 45,528 22,544 24,500 34,500 10,000 Non-Cap Imps - Mtce 43,327 24,252 500 250 (250) Building Usage 0 105 0 233 233 Non-Cap Imps-Renov/Alts 0 0 40,000 40,000 0 Non-Cap Imps-Betterments 3,909 88,200 0 0 0 Transportation and Travel 620,115 781,429 954,272 727,669 (226,603) Auto Mileage Employees 1,434,257 1,560,031 1,594,657 1,720,929 126,272 Use of Co Vehicle/Equipment 1,688,389 1,691,640 1,810,482 2,018,091 207,609 Other Travel Employees 1,283,149 1,175,790 1,609,149 1,707,808 98,659 Judicial Auto Allowance 14,667 11,945 7,500 6,360 (1,140) Freight Drayage Express 577,147 470,835 664,006 539,187 (124,819) Non Cnty Prof/Spclzd Svcs 96,764,347 86,483,336 96,451,708 105,661,422 9,209,714 Third Party Coll Svcs 133,955 3,980 0 0 0 Outside Attorney Fees 3,429,447 4,115,142 5,242,772 5,812,347 569,575 Contracted Temporary Help 2,264,932 3,285,198 2,500,402 2,987,985 487,583 Data Processing Services 7,635,088 7,206,588 8,979,693 8,849,513 (130,180) Data Processing Supplies 45,136 41,524 21,892 22,865 973 Court Reporter Transcript 96,472 121,670 102,301 121,060 18,759 Public Works Contracts 19,140,048 11,479,355 15,778,921 16,141,039 362,118 Outside Medical Services 81,087,581 78,223,467 72,781,974 71,756,814 (1,025,160) County Hospital Services 23,442,776 21,480,970 24,317,126 24,727,257 410,131 Electronic Database Svcs 252,719 134,338 142,409 167,170 24,761 Microfilm Services-Gen 24,477 60,782 109,877 151,209 41,332 County Summary Information   C-36 County of Contra Costa FY 2013-2014 Recommended Budget ALL COUNTY FUNDS Expenditures by Type (continued) 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change Information Security Charges 169,294 101,838 200,404 286,985 86,581 Administrative Service 8,471,398 6,836,672 12,843,432 11,645,050 (1,198,382) Other Gen Svcs Charges 2,611,777 1,821,425 1,714,163 1,334,597 (379,566) GSD Courier Svc 172,011 164,224 190,974 166,646 (24,328) Other Telecom Charges 1,318,066 2,054,831 836,453 1,728,407 891,954 Other Intrdptmntl Charges 32,925,268 32,030,716 30,519,189 30,401,807 (117,382) Juror Fees 41,588 41,370 42,000 42,000 0 Witness Fees & Expenses 155,050 173,091 679,485 454,990 (224,495) Insurance 1,961,875 1,948,200 2,540,499 2,536,449 (4,050) Adult Materials - Library 1,572,508 1,250,466 801,414 635,171 (166,243) Audio-Visual Supplies 0 0 100 0 (100) Youth Materials - Library 689,189 645,970 207,648 164,584 (43,064) Election Officers 293,843 283,084 388,640 303,640 (85,000) Training & Registrations 915,786 524,948 477,322 529,666 52,344 Road/Construction Materials 915,736 1,486,144 1,546,300 1,046,600 (499,700) Criminal Investigation 178,268 194,338 147,980 187,246 39,266 Specialized Printing 2,236,196 1,606,023 2,348,228 2,197,030 (151,198) Fire Fighting Supplies 6,268 3,867 13,000 11,575 (1,425) Recreation 34,291 60,865 54,271 52,167 (2,104) Ed Supplies and Courses 689,566 411,667 (256,026) 635,721 891,747 Fees - Non Agricul Animal 90,959 76,747 49,500 50,000 500 Other Special Departmental Exp 6,464,808 9,083,906 52,813,344 27,014,311 (25,799,033) Loss on Dsp Sl-Fxd Assets 17,277 37,354 0 0 0 Misc Services & Supplies 217,669 149,332 325,092 328,344 3,252 Cash Shortage Reimbursement 5,152 22,967 1,850 1,850 0 Contract Expense-Kaiser 13,695,057 16,026,523 16,792,620 17,576,198 783,578 Registry 2,953,345 4,197,125 3,712,527 4,149,436 436,909 Public Health-Medical Svcs 68,658 82,666 68,662 82,665 14,003 Other Specialty Care 418,218 482,295 575,873 481,347 (94,526) OP Visits-Specialist Phys 763,279 681,375 820,102 1,202,628 382,526 Data Processing-Non County 54,973 0 109,634 0 (109,634) Laundry Contract 650,651 658,730 650,000 661,900 11,900 Computer Software Cost 4,399,754 12,130,315 4,692,809 5,540,264 847,455 Outpatient Mental Health 1,047,939 892,398 985,395 946,121 (39,274) Other ER Chrges (Lab, Xray) 6,929,434 8,013,059 8,758,637 8,745,188 (13,449) ER Physician Fees 3,193,769 4,542,305 4,701,343 4,246,912 (454,431)  County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-37 ALL COUNTY FUNDS Expenditures by Type (continued) 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change ER Facility Fees 4,369,281 4,894,051 5,461,038 4,183,467 (1,277,571) IP Mental Health 3,547 1,023 2,230 1,031 (1,199) IP Radiology (Profee) 465,997 540,731 552,742 606,624 53,882 IP Surgery 10,112,357 14,133,178 11,241,153 11,454,372 213,219 IP Physician Visits 1,388,597 1,692,523 1,521,325 1,781,828 260,503 IP Fac Chrges (Incl OBDAY) 26,758,323 37,617,160 64,962,943 32,778,438 (32,184,505) Obstetrics (Profee) 476,644 461,183 569,325 471,825 (97,500) Inpatient Lab (Profee) 189,270 263,503 239,806 280,064 40,258 Med Fees-House Med Staff 2,875 0 0 0 0 Med Fees-Therapist & Other 2,579,681 3,302,803 3,602,622 3,997,417 394,795 Consulting & Management Fees 4,385,870 16,107,997 36,360,126 9,029,183 (27,330,943) Other Non-Medical Fees 91,326 23,844 91,325 25,000 (66,325) Med Fees-Physician-Clinic Svc 16,637,107 18,837,062 18,858,422 18,327,508 (530,914) IBNR Expense Accrual (22,890) 10,495,315 281,707 13,439,186 13,157,479 OP Lab/Pathology 2,635,076 3,408,906 3,715,260 3,313,218 (402,042) Medi-CAL Exp Reimb Receipt (792,809) (1,109,524) (792,809) (487,699) 305,110 IP Anes (Profee) 547,384 499,912 561,323 841,740 280,417 Prosthesis 519,391 1,133,302 1,300,000 1,134,000 (166,000) Sutures & Surgical Needles 69,773 52,557 300,000 67,500 (232,500) Surgical Packs & Sheets 159 154 1,000 1,000 0 Surgical Supplies - General 33,105 74,913 25,000 156,401 131,401 Anesthetic Materials 0 0 5,000 5,000 0 Oxygen and Other Med Gas 86,690 69,613 80,000 91,250 11,250 IV Solutions 1,574,236 1,783,114 1,589,072 1,912,802 323,730 Pharmaceuticals 32,102,160 41,435,593 39,889,291 43,055,889 3,166,598 Radioactive Materials 4,155,837 6,518,008 4,928,193 6,582,621 1,654,428 Radiology Films 3,557,900 4,764,018 4,606,260 4,531,724 (74,536) Other Med Care Mtl & Supp 11,996,472 17,349,069 15,516,847 16,416,908 900,061 Other IP Anc Svcs 4,117,371 4,914,493 5,671,547 10,737,822 5,066,275 Food-Other 862,860 899,351 937,900 927,335 (10,565) Linen and Bedding 30,641 60,166 60,000 60,000 0 Cleaning Supplies 417,563 512,671 403,624 586,388 182,764 Office & Admin Supplies 2,511,064 3,028,106 2,667,959 2,508,395 (159,564) Employee Wearing Apparel 537,666 669,996 550,144 696,912 146,768 Instruments & Minor Med Equip 535,291 1,945,613 1,000,000 1,283,500 283,500 Other Minor Equipment 2,196,597 6,230,107 2,268,843 3,441,008 1,172,165 County Summary Information   C-38 County of Contra Costa FY 2013-2014 Recommended Budget ALL COUNTY FUNDS Expenditures by Type (continued) 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change Other Non-Med Supplies 844,835 953,480 829,520 1,094,004 264,484 Other Purch Svc-Auditor 2,644,564 2,667,648 2,843,851 3,240,584 396,733 Other Purch Svc-Co Counsel 350,000 350,000 325,000 336,375 11,375 Other Purch Svc-Personnel 1,011,005 936,197 1,064,005 1,080,784 16,779 Ambulance/Medical Transp 1,532,751 1,904,428 1,672,172 2,144,583 472,411 Other 3,747,290 4,681,537 4,462,550 5,963,802 1,501,252 OP Surgery-Facility 2,014,215 2,534,195 2,370,393 2,024,508 (345,885) OP Surgery-Professional 1,720,827 2,788,293 1,618,275 3,381,212 1,762,937 CPSP (Perinatal) 563,689 593,967 705,717 510,933 (194,784) CHDP 585,141 937,019 606,260 759,163 152,903 Microfilm Services 187 125 2,273 1,000 (1,273) Medical-Purchased Service 155,100,293 184,291,017 155,033,270 168,670,585 13,637,315 Repairs & Mtce-Equipment 1,821,168 3,612,640 3,888,630 3,478,380 (410,250) Management Services (2,675,610) (2,999,240) (2,925,692) (2,557,370) 368,322 Collection Agencies 1,074,423 1,004,352 1,500,000 1,100,000 (400,000) Other Purchased Services 14,979,603 18,191,197 18,757,210 19,105,859 348,649 Transportation Services 166,261 200,517 150,000 254,589 104,589 Data Processing - County 453,101 528,110 621,388 709,547 88,159 Requested Maint - Gen Services 781,505 1,372,441 836,538 1,301,074 464,536 Sub Acute Facility (SNC) 1,116,254 1,627,724 1,377,067 2,135,297 758,230 Deprec & Amort - Land Improve 0 0 0 0 0 Deprec & Amort - Bldg & Improve 6,210,710 6,140,807 0 0 0 Deprec & Amort - Lshd Improve 99,121 99,121 0 0 0 Deprec & Amort - Equipment 2,959,826 5,316,719 38,500 74,440 35,940 Bld Occupancy Cost - Co 5,552,102 6,085,343 6,189,634 6,809,934 620,300 Rental/Lse Costs - Equipment 1,692,567 1,919,870 1,898,462 2,088,966 190,504 Bld Occupancy - Non Co 2,868,612 2,623,512 2,889,222 3,158,442 269,220 Utilities - Electric & Gas 1,476,057 1,381,027 1,511,982 1,549,955 37,973 Utilities - Water 97,054 127,672 101,211 140,096 38,885 Insurance - Professional Liab 137 1,750,000 2,500,000 1,800,000 (700,000) Insurance - Other 216,439 251,359 251,006 251,006 0 Licenses 282,768 169,990 329,274 366,814 37,540 Interest Expense 8,664,149 8,028,806 8,484,119 9,219,770 735,651 Telephone/Telegraph 3,144,866 3,445,815 3,068,251 3,663,194 594,943 Dues and Subscriptions 1,273,483 1,130,109 1,487,460 1,470,245 (17,215) Outside Training Supplies 269,226 332,574 306,348 307,703 1,355 Travel - Employee Mileage 350,486 432,075 362,282 380,356 18,074  County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-39 ALL COUNTY FUNDS Expenditures by Type (continued) 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change Other Expenses 792,273 569,118 459,729 535,482 75,753 Travel - CAD Approved 460,289 244,816 476,461 217,891 (258,570) Travel - County Equipment 174,907 144,197 169,776 148,277 (21,499) Bldg Lifecycle Costs-Co 0 0 0 6,065 6,065 Dental Services 152,059 118,467 159,343 112,721 (46,622) Intra-Dept Trans/Other (20,974,685) (28,136,441) (27,937,302) (30,330,901) (2,393,599) Freight Expense Inv Items 42,824 65,432 45,964 91,308 45,344 Loss on Dsp Sl-Fxd Assets 12,584 19,794 0 0 0 SERVICES & SUPPLIES 807,061,595 901,461,517 945,452,849 919,765,804 (25,687,045) Support & Care of Persons 2,800,019 2,851,982 2,590,380 5,258,800 2,668,420 Federal Aid 42,791,217 35,693,207 38,785,324 36,272,513 (2,512,811) State Aid 2011 Realign 56,111,394 36,921,177 45,162,903 40,941,663 (4,221,240) County Aid Basic 35,441,850 35,608,171 34,949,355 39,290,927 4,341,572 State Aid 0 18,722,424 12,249,216 16,429,029 4,179,813 Service Connected Aid 3,060,522 2,376,265 2,883,346 2,900,435 17,089 Child Day Care Aid 7,479,638 5,422,157 6,823,349 5,635,013 (1,188,336) Composite Aid 65,975 (3,487) 0 0 0 Principal Pmt on Bonds 35,470,000 41,345,000 45,939,535 46,401,000 461,465 Retire Oth Long Term Debt/Lease 20,710,753 21,019,137 29,510,733 33,296,994 3,786,261 Interest on Bonds 24,079,809 21,917,284 16,451,279 22,000,000 5,548,721 Interest on Oth Long Term Debt 17,136,815 15,067,894 16,917,997 15,865,493 (1,052,504) Int on Notes & Warrants 134,392 266,755 454,634 454,634 0 Finance Charges 47,257 56,542 61,400 72,000 10,600 Taxes & Assessments 223,995 611,937 213,263 273,900 60,637 Rights of Way & Easements 1,378,569 528,304 800,000 1,010,000 210,000 Judgements & Damages 150,499 59,896 500 100,574 100,074 Depreciation 3,203,663 3,045,701 2,419,000 2,162,597 (256,403) Contrib to Other Funds 185,192 162,126 165,000 165,000 0 Contribution to Enterprise Funds 42,040,131 43,555,958 36,031,033 30,408,776 (5,622,257) Contribution to Other Agencies 52,755,859 31,580,998 23,609,705 17,628,414 (5,981,291) Interfund Exp - Gov/Gov 12,557,758 9,678,508 11,117,590 9,852,601 (1,264,989) Interfund Exp - Gov/Ent 543,641 525,776 716,760 672,098 (44,662) Interfund Exp - Ent/Ent 14,120 12,130 25,000 25,000 0 DoIT Phone Exchange 142,506 144,670 158,552 163,760 5,208 DoIT Data Proc Svcs 1,057,361 1,041,062 1,476,171 967,225 (508,946)   County Summary Information   C-40 County of Contra Costa FY 2013-2014 Recommended Budget ALL COUNTY FUNDS Expenditures by Type (continued) 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change DoIT Data Proc Supply 474 1,214 0 0 0 DoIT Mntn Radio Eqmt 4,536 1,008 630 0 (630) DoIT Other Telecom Charges 52,334 53,828 40,104 48,642 8,538 Gen Svc-Bldg Ocpncy Costs 5,769,995 5,156,999 5,666,278 5,543,844 (122,434) Gen Svc-Requested Mntce 1,306,514 1,145,964 1,150,896 1,138,266 (12,630) Gen Svc-Use of Co Equipment 2,045 2,890 11,500 7,420 (4,080) Gen Svc-Other G S Charges 897,890 824,495 1,008,772 978,678 (30,094) Gen Svc-Bldg Lifecycle 0 0 0 67,378 67,378 DoIT Info Security Charge 28,109 16,440 447,768 44,653 (403,115) OTHER CHARGES 367,644,833 335,414,411 337,837,973 336,077,327 (1,760,646) Kregor Peak Property Acq 0 2,613,248 0 0 0 Land & Bldg Acquisition 121,543 0 0 0 0 ECGC-East County Gov Ctr 1,360,632 10,767 0 0 0 Various Land Acquisitions 89,724 0 0 0 0 725 Court Fire Repairs 83 0 0 0 0 Homeless Cntr Expans 6,286 0 0 0 0 Teen Homeless Shelter RI 252,582 0 0 0 0 CCTV Remodel 9,825 3,530 0 0 0 2425 Bisso Lane Imps 11,288 0 0 0 0 Summit Centr Remdl Ste300 369,402 0 0 0 0 4639 Pacheco Homeless Fac 142,851 1,708,951 0 0 0 015 40 Muir Exterior RMDL 1,876 1,249,571 0 0 0 4800 Imhoff Heat Recov 936 167,992 0 0 0 Remodel 651 Pine 7th/11th 6,239 1,777 0 0 0 015 40 Muir Interior Rmdl 0 44,843 0 0 0 MDF Chiller Replacement 0 68,655 500,000 0 (500,000) 1275 Hall Lighting Upgrd 0 93,791 0 0 0 038 GSD Mtv to 255 Glacier 0 281,208 0 0 0 004 Ext Renov 625 Court 0 26,284 0 0 0 New Psych Facility 0 484,630 1,214,606 200,000 (1,014,606) Cap Facilities Masterplan 32,379 92,746 0 0 0 Various Alterations 16,990 0 0 0 0 EHS Central Co Bldg 62,235 2,210 0 0 0 DA Civic Center 43,714 17,775 (11,898) (11,898) 0 Emergency Comm Sys Imps 20,637 23,678 0 0 0  County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-41 ALL COUNTY FUNDS Expenditures by Type (continued) 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change OAYRF Kitchen Remodel 0 0 0 0 0 New Rich Hlth Ctr (460,349) 18,937 0 0 0 Cogen Plants-Var Bldgs (5,225) 0 0 0 0 Various Improvements 165,367 102,895 0 0 0 Forensic Science Cntr Con (100) 0 0 0 0 034 DCD 30 Muir Rd Imps 1,564,266 9,775,755 0 0 0 DP Bldg Cntr 30 Douglas 0 134,857 0 0 0 272 DCSS Ste 100 Remodel 0 380,711 0 0 0 4545 Delta Fair Remodel 25,800 0 0 0 0 Const Crime Lab 296,447 916,610 301,753 0 (301,753) Clk/Rec/Elec New Fac 1,739 380 0 0 0 Undesignated Cap Projects 108,805 0 5,000,000 5,000,000 0 Sheriff’s Facilities Imps 68,480 43,731 0 0 0 Sher Pub Sfty Comm Imps 2,282,816 1,555,623 1,553,941 0 (1,553,941) CCRMC 4th Flr Rn Stat 1,548 0 0 0 0 3052 Willow Pass Imps 0 0 750,000 0 (750,000) CCRMC Antepartum Room 146,092 326,986 241,753 0 (241,753) CCRMC Cogen Plant (199,764) 2,833 0 0 0 Relocate Antipartum Unit 89,849 25,411 193,913 0 (193,913) 595 Centr Elevator Modifs 637 0 0 0 0 Fab/Inst Modular Clinic 530,663 448,567 2,180,264 3,071,334 891,070 Emergency Water Tank 38,299 3,103 0 0 0 CCRMC Bldg#1 3rd Flr Cnv 3,058 3,461 0 0 0 West County Health Center 8,682,827 27,568,685 8,749,576 0 (8,749,576) CCRMC Bldg1 Exam RM Clinic 0 3,553 1,700,000 0 (1,700,000) 211 C St Mtz Pro Acq 0 6,217 263,488 0 (263,488) Replace Boiler 0 14,384 24,308 0 (24,308) Mammography Room 0 32,564 4,419 0 (4,419) Plain Film Room 0 33,513 326,487 0 (326,487) Replace Imaging Equip 0 72,048 342,952 0 (342,952) Bay Point Dental 2,673 11,216 0 0 0 Ward 4 Conversion 25,569 338 0 0 0 Prkg LotC Expansion CCRMC 394,331 209 0 0 0 Hosp Ambul Care Clinic 0 1,902,205 850,000 (1,052,205) ER Lobby Remodel 862 0 0 0 0 Nutri Svcs Prog SB1953 131,936 35,861 0 0 0 County Summary Information   C-42 County of Contra Costa FY 2013-2014 Recommended Budget ALL COUNTY FUNDS Expenditures by Type (continued) 2010-11 Actual 2011-12 Actual 2012-13 Budget 2013-14 Recommended 2013-14 Change Urology Table Install 64,881 80,709 254,410 0 (254,410) SB1953 Seismic Retrofit 4,132 98,280 178,946 0 (178,946) CCRMC Gward Struct Analy 11,587 52,075 173,290 0 (173,290) Exp/Rmdl Concrd Clinc 165,620 0 0 Buchanan Aip18 Rnwy Rehab 0 0 3,029,336 0 (3,029,336) AIP #13 Airfield Enhcmnts 0 0 0 450,000 450,000 Miscellaneous Equipment 55,249 162,375 1,008,810 1,050,905 42,095 Special Assistive Devices 0 0 24,171 0 (24,171) Office Equip & Furniture 4,874,299 3,930,683 7,515,345 1,944,328 (5,571,017) Institutional Equip & Furniture 183,032 0 209,160 167,705 (41,455) Autos and Trucks 398,077 1,193,093 4,116,245 4,750,812 634,567 Medical & Lab Equipment 717,326 3,310,072 3,165,139 1,343,000 (1,822,139) Radio & Communication Equip 1,673,719 1,683,696 3,914,105 2,848,105 (1,066,000) Tools & Sundry Equipment 0 181,638 225,000 335,000 110,000 Heavy Construction Equipment 0 29,366 300,000 200,000 (100,000) Fixed Asset Adj Year-End (14,044,057) (36,382,947) 0 0 0 FIXED ASSETS 10,384,093 22,914,764 49,351,724 22,199,291 (27,152,433) Reimbursements-Gov/Gov 72,136,178 134,025,161 183,203,155 202,798,445 19,595,290 Reimbursements-Gov/Ent 1,451,406 684,605 874,344 775,089 (99,255) Reimbursements-Ent/Ent 0 0 2,000 2,000 0 Intrafund-Trans-Gov/Gov 29,890,214 45,290,573 33,237,576 70,364,745 37,127,169 Transfers-Gov/Ent 250,000 1,708,339 250,000 250,000 0 Intrafund-Trans-Salaries (2,182,016) (2,359,054) (4,136,179) (4,375,823) (239,644) Intrafund-Trans-Services (100,990,621) (97,233,206) (103,177,887) (111,570,681) (8,392,794) Intrafund-Trans-FX Assets (687,065) (1,585,713) (591,362) (657,837) (66,475) Work Auth Transfer Adjustment 26,025 30,006 0 0 0 EXPENDITURE TRANSFERS (105,880) 80,560,712 109,661,647 157,585,938 47,924,291 Apportn For Contingencies 0 0 4,384,414 3,110,000 (1,274,414) PROVISIONS FOR CONTINGENCIES 0 0 4,384,414 3,110,000 (1,274,414) TOTAL EXPENDITURES 2,162,092,938 2,333,439,775 2,510,114,473 2,556,514,832 46,400,359    County Summary Information    County of Contra Costa FY 2013-2014 Recommended Budget C-43 CHANGES IN PROJECTED FUND BALANCE Governmental Funds Beginning Fund Balance June 30, 2012 Budgeted Revenues FY 2013-14 Budgeted Expenditures FY 2013-14 Projected Ending Fund Balance Exclusive of CarryForward Percent Change Major Fund GENERAL FUND 150,586,525 1,277,626,376 1,274,626,378 153,586,523 1.99% Non-Major Funds in the Aggregate TOTAL FOR NON-MAJOR FUNDS 215,435,655 424,654,199 468,095,290 171,994,564 (20.16%)   Fund balance is the difference between fund assets and fund liabilities remaining at year-end. For budgetary purposes, this represents the sum of over-realized or unanticipated revenues and unspent appropriations or reserves at the end of each fiscal year. The County Administrator’s Office reviews variances in projected fund balances each year over or under 10%. Presented in the table above is the County’s Major Governmental Fund individually and Non-Major Funds in the aggregate projected for year-end. Projections begin with actual balance as of June 30, 2012, and add the net of the current year’s budgeted expenditures and revenues, minus carryforwards. The Major Governmental Fund, General Fund, is expected to remain relatively flat with a fund balance change of 1.99% ($3.0 million). The reasons for the projected increases in expenditures and revenues are detailed in the County Budget Message and individual departmental summaries beginning on page B-1. The reason for the $3.0 million increase in projected fund balance is due to the West Contra Costa Healthcare District’s third reallocation of approximately $11.5 million in property tax revenue. This “repayment” of reserves is not an on- going source of revenue (see page B-69 for more detailed information). The Non-Major Governmental Funds in the aggregate are expected to decline with a fund balance change of 20.16% ($43.4 million). There are 86 funds included in this aggregate and thirteen of them represent $38.4 million of the $43.4 million variance. Some specific examples are: $7.8 million for recorder/modernization functions, $6.1 million in Navy Transit Mitigation, $4.5 million for County law enforcement capital projects. The reduction in Non-Major Governmental Funds in the aggregate is likely overstated due to the departmental practice of appropriating gross fund balance over and above annual required levels.         County Summary Information   C-44 County of Contra Costa FY 2013-2014 Recommended Budget   Countywide Program Modification List Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net County Cost Impact Impact County of Contra Costa FY 2013-2014 Recommended Budget D-1 Agriculture 1 2 Agriculture Pest Detection (1.5) ($97,749) Continue the vacancies of one full-time Pest Detection Program Assistant and one half-time Pest Detection Specialist. 2 1 Administration Services and Supplies N/A ($6,100) Reduced funding for operating expenses will require additional operational efficiencies. Assessor 1 1 Appraisal Salaries and Benefits 0 ($581,914) Vacancy Factor – will require the department to manage the filling of unplanned staff vacancies in a manner that achieves the savings. Central Support Services 1 1 Clerk of the Board Services and Supplies 0 ($11,123) Limited contracts for temporary help as well as delays for minor software purchases. Clerk-Recorder/Elections 1 2 Recorder Elimination of Clerk Recorder Services Specialist 1 ($79,197) Elimination of a vacant position from Recorder (General Fund). Position will be moved and funded through Electronic Recording (non-general fund) due to the increase in recording volume received electronically. Countywide Program Modification List Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net County Cost Impact Impact   D-2 County of Contra Costa FY 2013-2014 Recommended Budget Conservation and Development 1 11 Weatherization Elimination of Weatherization project positions funded by Federal ARRA funds 8 Elimination of vacant positions due to funding reduction. No impact to operations. 2 7 CDBG/Housing and Economic Development (including Successor Agency) Elimination of Redevelopment Project Manager- Project position 1 Elimination of vacant position due to loss of Redevelopment funding. No impact to operations. County Counsel 1 3 Tort Litigation Services and Supplies ($20,514) Reduction in non-county professional services impacts the ability to provide temporary help during staffing transitions and other short term projects that require part-time support. Reductions in office expenses, mileage, and software will result in additional fiscal responsibility. Human Resources 1 1 Benefits Salaries and Benefits 1.0 0 Fund one Human Resources Technician Position (100% revenue offset) 2 3 Labor Relations Salaries and Benefits 1.0 $116,649 Fund one Labor Relations Specialist II Position Public Works 1 14 Facilities Maintenance Fund two Stationary Engineer positions 2 $194,000 Enhance services to Detention Facilities 2 14 Facilities Maintenance Fund two Custodian II positions 2 $126,000 Enhance custodial services to County Facilities. Countywide Program Modification List Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net County Cost Impact Impact County of Contra Costa FY 2013-2014 Recommended Budget D-3 3 14 Facilities Maintenance Fund one Grounds Maintenance Specialist-Pest Control position 1 $91,000 Enhance grounds maintenance services to County Facilities 4 14 Facilities Maintenance Additional appropriations for facility lifecycle improvements 0 $26,078 Improve maintenance of County Facilities. 5 7 Airport Fund one Airport Lead Operations Specialist and one Airport Environmental & Community Relations position 2 $0 Adequate staff to handle increased environmental, regulatory and FAA requirements. District Attorney 1 1 Mainline Prosecution Increase AB109 Public Safety Realignment Revenue 0.0 $ (700,000) Expand prosecution and management of AB109 cases. Ensure compliance with Marsy’s Law as it relates to the realigned AB109 population 2 1 Mainline Prosecution Increase expenditure appropriations for Mainline Prosecution 0.0 $ 181,149 Ensure expanded flexibility in hiring attorney staff for mainline prosecution Probation 1 8 Adult Investigations and Supervision Increase Vacancy Factor 0.0 ($641,299) Establish a vacancy factor in the Department budget to account for savings associated with positions that are currently or will become vacant during FY 2013-14 2 8 Adult Investigations and Supervision Increase AB109 Public Safety Realignment Revenue 0.0 ($200,000) Increased funding to the Department for supervision and other activities related to the new population realigned from the State to counties through AB109 Public Safety Realignment. Countywide Program Modification List Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net County Cost Impact Impact   D-4 County of Contra Costa FY 2013-2014 Recommended Budget Public Defender 1 1 Main Office Temporary Salaries 0.0 ($88,585) Minimal impact due to the restoration of several Deputy Public Defender positions within the department during 2012-13. Sheriff-Coroner 1 7 Custody Services – AB109 Program Increase Revenue 0.0 ($1,300,000) Increase revenue for supervision and operating costs related to non- serious, non-violent, non- sexual offenders in county custody. 2 Various Various Increase Staff Vacancy Factor 0.0 ($1,222,465) Establishes a vacancy factor within the department budget to account for savings associated with positions that are currently or will become vacant during fiscal year 2013-14. 3 10 Custody Services – West County Detention Facility Increase Revenue 0.0 ($225,892) Increase revenue in the West County Detention Facility to reflect new revenue and reimbursements related to the Southwest Border Prosecution Initiative (SWBPI) grant program. 4 14 Field Operations – Patrol Division Increase Revenue 0.0 ($34,035) Increase revenue in the Patrol Division to reflect new revenue from the Supplemental Law Enforcement Services Account (SLESA) allocation for front line law enforcement activities. 5 5 Custody Services - Administration Increase Revenue 0.0 ($17,902) Increase revenue in Custody Services Administration to reflect one-time reimbursements from prior year SLESA allocation for use in detention facilities. 6 14 Field Operations – Patrol Division Add two patrol deputies 2.0 $268,726 Improve patrol coverage and reduce service delivery delays Countywide Program Modification List County of Contra Costa FY 2013-2014 Recommended Budget D-5 Library Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net Library Fund Impact Impact 1 4 Library Support Services Reduce purchase of library materials - ($29,331) Reduction in current library materials available to the public 2 3 Library Community Services Reduce purchase of library materials - ($179,976) Reduction in current library materials available to the public Special District: Contra Costa County Fire Protection District Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net Fund Impact Impact 1 1 Operations Fire Protection Services 18.0 ($3,050,76 2) Reduced permanent salaries, benefits, and overtime by de-staffing two engine companies within the District. Countywide Program Modification List Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net County Cost Impact Impact   D-6 County of Contra Costa FY 2013-14 Recommended Budget Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-1 Agriculture/Weights & Measures 1 Administration M D 1,211,359 0 1,211,359 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 3,046,784 2,946,346 100,438 32.1 No Provide enforcement of State laws and County ordinances in regard to pesticide use and worker safety regulations, enforcement of quarantine regulations, exotic pest eradication and pest management, organic produce and quality assurance programs involving fruits, nuts, vegetables, eggs, nursery stock and seed. Assist the public with pest identification and control techniques using environmentally safe pest management practices. 3 Weights & Measures M D 1,044,111 823,050 221,061 9.0 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 231,571 0 231,571 1.0 No Program works with County farmers to assure a sustainable food system that is safe, productive, environmentally friendly and economically viable; 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 Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-2 County of Contra Costa FY 2013-2014 Recommended Budget Animal Services 1 Animal Care & Housing M M 5,959,687 3,369,656 2,590,031 45.0 No Provides humane care and veterinary treatment to animals that are being held pending location of owners or other disposition. AB 1856 and SB 1785 have increased mandated holding times and require treatment for sick/injured animals to become potentially adoptable. 2 Animal Licensing M D 243,981 1,066,031 (822,050) 1.0 No Licensing program for dogs throughout the County to assist in identification of lost animals and control of rabies. 3 Field Enforcement M D 3,973,124 2,246,438 1,726,686 30.0 No Enforces State laws and County ordinances in the unincorporated areas of the County and within incorporated cities that have agreements with the County. 4 Spay/Neuter Clinic D D 561,407 839,258 (277,851) 2.0 No Provides low cost pet spay/neuter services to the public. Assessor 1 Appraisal M D 7,025,805 785,225 6,240,580 48.0 No Secured property appraisal mandated by R&T Code Sections 50-93, 101-2125. 2 Business M D 1,794,124 196,306 1,597,818 12.0 No Unsecured property appraisal mandated by R&T Code Sections 2901-2928.1. 3 Support Services M D 6,429,913 678,149 5,751,764 55.0 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 1,126,759 124,921 1,001,838 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. 5 Property Tax Administration Program M D 3,031,671 3,031,671 0 0.0 No Provides funding from the State-County Property Tax Administration Program to be used to improve operations and enhance computer applications and systems.    Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-3 Auditor-Controller 1 Admin/Systems M D 1,636,951 272,639 1,364,312 6.0 Yes This Division assists in supporting the County's primary financial systems: Finance, Payroll, and Property Tax. The System's staff develops Intranet tools to assist all County departments in maintaining proper, accurate financial records. The Administrative staff participates on countywide projects that support the infrastructure, such as P.O.B, TRANS, PeopleSoft/Kronos Project Team, etc. State law requires that the Auditor be the chief accounting officer of the County. 2 General Accounting/AP M D 2,549,651 2,104,294 445,357 19.0 Yes The Division maintains the general ledger, enforces accounting policies, procedures, and processes and ensures financial reporting in accordance with county, state, and federal guidelines. The Division also provides infrastructure support by processing demands, invoices, and contracts for County departments. 3 Internal Audit M D 870,458 502,600 367,858 7.0 No The Division provides reports to management that include objective analyses, appraisals, comments and recommendations on County financial operations. The Internal Audit division also produces the Comprehensive Annual Financial Report. 4 Property Tax/Payroll M D 3,199,661 2,640,948 558,713 20.0 Yes This Division ensures that all County departmental employees are paid on a timely and accurate basis. Additionally, the Division builds the tax roll and allocates and accounts for property tax apportionment and assessments. 5 Special Accounting/Budgets M D 486,927 193,477 293,450 4.0 Yes This division assists in preparing the budget documents for the County and special districts, including monitoring expenditures for budget compliance. Additionally, the Division assists in administering the Tax and Revenue Anticipation Notes and other bond programs that greatly enhance the County's financial status. The Division also is responsible for a variety of governmental fiscal reports. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-4 County of Contra Costa FY 2013-2014 Recommended Budget 6 Automated Systems Development D D 200,000 200,000 0 N/A 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 5,769,236 213,579 5,555,657 31.0 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 Board Mitigation Programs D D 457,500 150,000 307,500 0.0 No Provides funding for mitigation programs out of the North Richmond Waste and Recovery Fee and the Solid Waste Transfer Facility Host Community Mitigation Fee. Central Support 1 Clerk of the Board M D 1,000,878 99,500 901,378 8.0 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 29,248 14,248 15,000 0.0 No Provides funding to the Arts Commission to promote the arts throughout the County. 3 LAFCO M M 165,000 0 165,000 0.0 No Encourages orderly formation and development of local government agencies and approves, amends, or disapproves applications to create new cities or special districts, and modifies boundaries of existing agencies. 4 Merit Board M D 87,083 30,959 56,124 0.5 Yes Hears and makes determinations on appeals of employees and oversees merit system to ensure that merit principles are upheld. 5 Mgmt Info System D D 697,000 350,000 347,000 0.0 Yes Computer support to small depts, Productivity Investment Fund, Geographic Information System Program. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-5 6 Plant Acquisition D D 40,000 0 40,000 0.0 No 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. 7 Risk Management M D 9,088,794 5,290,794 3,798,000 33.0 Yes Net cost represents GF premiums paid to Insurance Trust Funds. 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. Child Support Services 1 Child Support Enforcement Program M M 18,902,523 18,902,523 0 171.0 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 1 Elections M M 9,012,524 1,706,076 7,306,448 31.0 No Conducts federal, State, local and district elections in an accurate and timely manner. 2 Recorder M M 3,762,104 6,931,770 (3,169,666) 39.0 No Maintains and preserves all official records relating to real property, subdivision maps, assessment districts, and records of surveys. 3 Recorder Micro/Mod (Special fund) D M 10,098,956 10,098,956 0 11.0 No Provides and maintains procedures, equipment, computers, and staffing to place all recorded documents in medium allowing faster identification and location for public and other County users. Conflict Defense 1 Conflict Defense M D 4,750,000 0 4,750,000 0.0 No Mandated legal representation provided to indigents in conflict cases provided by appointed private attorneys. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-6 County of Contra Costa FY 2013-2014 Recommended Budget Conservation and Development 1 Administration M D 1,455,399 1,455,399 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 8,019,972 8,019,972 0 34.0 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 155,034 155,034 0 1.0 No Develop and maintain long-range policy planning processes through the County General Plan to anticipate and respond to changes in new legal mandates and local priorities. 4 Water Planning D D 924,469 924,469 0 6.0 No Develop County's water policy and administration of the County Water Agency, which includes administration of the Coastal Impact Assistance Program, the Open Space Funding Measure and the East Contra Costa Habitat Conservation Plan Association. The Water Agency is a County special district whose operating budget is included with the County Special District budgets. 5 Conservation/Solid Waste M D 1,432,823 1,432,823 0 3.0 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. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-7 6 Transportation Planning M D 1,283,554 1,283,554 0 4.0 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 CDBG/Housing and Economic Development (includes Successor Agency) D D 1,032,693 1,032,693 0 6.0 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 Admin/Information Services D D 4,076,268 4,076,268 0 21.0 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 6,793,804 6,793,804 0 26.0 No Review plans, issue building permits, and inspect the construction of buildings. 10 Code Enforcement M D 1,485,698 1,485,698 0 11.0 No Respond to building and zoning complaints, perform on-site investigations, abate hazards, and perform inspections. 11 Weatherization D D 1,192,500 1,192,500 0 13.0 No Free home weatherization services to low income residents. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-8 County of Contra Costa FY 2013-2014 Recommended Budget 12 Application & Permit Center M D 2,519,677 2,519,677 0 18.0 No Manage and help process applications and permits. 13 Clean Water M D 25,000 25,000 0 0.0 No Inspection services for development projects requiring compliance with Clean Water regulations. 14 Residential Rental Inspection D D 12,582 12,582 0 0.0 No Inspection services for all rental units in unincorporated portions of the County 15 Vehicle Abatement Program D D 151,909 151,909 0 0.0 No Inspection services to remove abandoned vehicles that possess a hazard or public nuisance. 16 Service Contracts/Satellite Locations D D 3,622,500 3,622,500 0 5.0 No Inspection services to various contract cities and remote locations within the unincorporated county. 17 Multi-Year Special Projects M D 1,016,000 1,016,000 0 0.0 No Inspection services for large projects where fees received are used to cover multiple service years. 18 Plant Acquisition D D 0 0 0 0.0 No Funding for the acquisition and rehabilitation of a department financed central operations office 19 Energy Upgrade CA D D 50,000 50,000 0 0.0 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. 20 Keller Canyon Mitigation Fee D D 1,200,000 1,200,000 0 0.0 No Funding for mitigation programs within East County community. 21 Housing Rehabilitation D D 385,087 385,087 0 3.0 No Financial assistance to low and moderate-income families performing housing rehabilitation. 22 HOPWA Grant D D 1,290,500 1,290,500 0 0.0 No Provide housing opportunities for people with HIV/AIDS. 23 HUD Block Grant D M 3,301,589 3,301,589 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 400,000 400,000 0 0.0 No Emergency Shelter Grant program provides homeless persons with basic shelter and essential supportive services. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-9 25 HUD Home Block Grants D D 8,514,864 8,514,864 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 ARRA EECBG Project D D 0 0 0 0.0 No Develop and implement projects funded by ARRA EECBG to improve energy efficiency and reduce energy use and fossil fuel emissions. 27 ARRA-HPRP/CDBG-R Grant Summary D D 0 0 0 0.0 No To create suitable living environments, provide decent affordable housing and create economic opportunities for persons of low/moderate incomes. 28 Abandoned Vehicle Abatement Service Authority D D 0 0 0 0.0 No Receives funds from State DMV which are disbursed to cities and unincorporated county related to the abatement of abandoned vehicles in Contra Costa 29 Used Oil Recycling Grant D M 80,000 80,000 0 0.0 No Used Oil Block Grant funds to help establish or enhance permanent, sustainable used oil recycling programs. 30 Fish and Game Protection M D 30,000 30,000 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. 31 Livable Communities D D 0 0 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. 32 HUD Neighborhood Stabilization D D 2,651,033 2,651,033 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. 33 CDBG Small Business & Microenterprise Loan D M 0 0 0 0.0 No Loans to small businesses within the unincorporated County. 34 Private Activity Bond D M 793,665 793,665 0 0.0 No Bond revenue received from single and multiple family housing programs that is used primarily Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-10 County of Contra Costa FY 2013-2014 Recommended Budget to fund program staff costs and finance property acquisition related to affordable housing and economic development projects. 35 Affordable Housing D M 120,000 120,000 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. 36 HUD Neighborhood Preservation D M 1,070,500 1,070,500 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. 37 CDBG First-Time Homebuyer Loan Program D D 0 0 0 0.0 No Provides down-payment assistance to first-time homeowners through a revolving loan program using CDBG funds. 38 Transportation Improvement - Measure C/Measure J D D 2,006,000 2,006,000 0 0.0 No Measure C monies are allocated based upon a 7-year Capital Improvement Program approved by the Board of Supervisors and other agencies for specific transportation projects. 39 PH Bart Greenspace Mtce D D 50,500 50,500 0 0.0 No Construction/development of a green-space/respite on the Iron Horse Corridor between Coggins to Treat Blvd, including the south portion of former Del Hombre Lane. Contingency Reserve 1 Contingency Reserve D D 3,110,000 0 3,110,000 0.0 Yes Provide funding for unforeseen emergencies or unanticipated new expenditures occurring during the fiscal year, which have no other funding source. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-11 County Administrator 1 Affirmative Action D D 261,101 100,000 161,101 1.0 No Coordinates various state, federal and locally approved affirmative action programs. 2 Board Support & Gen Administration M D 3,808,540 552,055 3,256,485 16.0 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, inform 3 CCTV & Public Info D D 1,018,798 1,018,798 0 6.0 No Administers cable franchises and community access (CCTV). Supported by cable TV franchise fees. 4 AB109 D D 4,485,000 4,485,000 0 1.0 No Administers the AB 109 State Realignment allocation from the State to provide for the reentry and reintegration of the formerly incarcerated, including administrative oversight and data evaluation. County Counsel 1 General Law M D 5,140,693 2,896,385 2,244,308 20.0 Yes Legal services provided to County Departments and Special Districts. 2 Social Service Probate M M 2,991,217 2,991,217 0 19.0 No Legal services provided to Employment and Human Services, Public Guardian, Dependent Children, & LPS proceedings. 3 Risk Mgt/Tort Unit M D 1,734,901 1,734,901 0 10.0 Yes Services reimbursed by General Liability Trust Fund. Provides litigation services in-house. Crockett/Rodeo Revenues 1 Crockett/Rodeo Revenues D D 576,000 0 576,000 0.0 No Appropriations attributable to the property tax increment from the co-generation facility in Crockett and the UNOCAL Reformulated Gasoline Project at the Rodeo facility for both capital and program uses. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-12 County of Contra Costa FY 2013-2014 Recommended Budget Debt Service 1 Debt Service D M 0 0 0 0.0 Yes Allows County to issue notes, permitting it to borrow money in order to meet short term cash flow deficiencies, pending receipt of taxes and revenues. 2 County/State West Contra Costa Healthcare District (WCCHCD) D M 0 3,000,000 (3,000,000) 0.0 Yes To account for the West Contra Costa Healthcare District's second reallocation of $11.5 million in property tax revenue over a period of approximately four years, commencing with the fiscal year beginning July 1, 2011 and ending June 30, 2014. 3 Retirement/UAAL Bond Fund D M 68,405,500 68,405,500 0 0.0 Yes To accumulate and payout the principal and interest costs for the Pension Obligation bonds for employee retirement liabilities, covering the general County group of funds including the General, Library and Land Development Funds. The bond obligation rate is adjusted each year to take into account the prior year’s variances in operational costs and recovery. 4 Notes and Warrants Interest D M 0 0 0 0.0 Yes To budget for the interest and administrative costs associated with Teeter Plan borrowing program and other funding sources. 5 Retirement Litigation Settlement Debt Service D M 2,759,911 2,759,911 0 0.0 Yes To provide funding for the Retirement Litigation debt services repayment schedule, which resulted from a court case requiring the County to pay $28.1 million over a period of approximately 20 years. Department of Information Technology 1 Administration D D 2,139,137 2,137,681 1,456 11.0 Yes Provides accounting and administrative services to Dept. Provides a Customer Service Center and an Electronic Government Liaison to coordinate Countywide Internet Efforts. 2 Information Security D D 511,556 511,557 (1) 1.0 Yes Maintains the Countywide Information Security Program including Information Security Awareness, Risk Assessment and Business Resumption programs. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-13 3 Network Services D D 1,390,488 1,390,489 (1) 7.0 Yes Provides business and technical assistance, including overall IT infrastructure design, implementation, project mgmt, system integration, storage services, e-mail & internet access. 4 Operations D D 3,703,511 3,704,964 (1,453) 8.0 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 491,941 441,941 50,000 3.0 Yes Supports Countywide Geographic Information System program. 6 Systems and Programming D D 4,855,236 4,855,237 (1) 21.0 Yes Provides information application services to Depts via consultation; proposes solutions to meet business goals and incorporating technology solutions by designing, implementing and maintaining departmental systems. 7 Telecommunications D D 8,542,651 8,447,651 95,000 20.0 Yes Responsible for planning, operating, maintaining, and managing the County's communication systems including radio, telephone, voice mail and microwave. 8 Wide-Area-Network Services D D 2,911,526 2,961,526 (50,000) 4.0 Yes Insures on-going support and maintenance of the County's Wide-Area-Network (WAN) Infrastructure. District Attorney 1 Mainline Prosecution M D 20,731,608 12,908,426 7,823,182 120.0 No Attends the courts and conducts on behalf of the people all prosecutions for public offenses occurring in Contra Costa County, including homicide, gang crimes, sexual assault, juvenile, general felony, and misdemeanor crimes 2 Special Prosecution M D 5,154,836 5,062,509 92,327 22.0 No Attends the courts and conducts on behalf of the people all special prosecutions, including auto, real estate, and worker's compensation fraud; environmental crimes, high-tech crimes, and family violence crimes Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-14 County of Contra Costa FY 2013-2014 Recommended Budget 3 Investigation M D 3,062,631 92,000 2,970,631 16.0 No Investigates all types of crime under the District Attorney's jurisdiction, locates and interviews suspects and witnesses, assists in grand jury investigations, writes search warrant affidavits, serves search warrants, conducts searches for fugitives, conducts surveillance, makes arrests and appears and testifies as witnesses in criminal and civil cases. 4 Victim/Witness Advocacy M D 514,975 569,432 (54,457) 6.0 No Victim liaison providing assistance in obtaining protective orders and restitution, advice to the Bench on bail levels, and victim advocacy 5 Public Administrator M D 300,029 200,000 100,029 2.0 No As ordered by the court where the decedent had no known will or heirs, or had not appointed an executor, investigates cases to locate a will, heirs or relatives; if none, continues to locate and protect assets, arranges for burial, and administers estate 6 Public Assistance Fraud M D 406,000 406,000 0 2.0 No Works with personnel from various social service agencies to detect, investigate and successfully prosecute individuals who attempt to defraud various public assistance programs. 7 Administration M D 3,291,043 252,000 3,039,043 9.0 No Operations, fiscal, personnel, procurement, and facilities management, and resource development Employee/Retiree Benefits 1 Employee Benefits M D 1,764,010 91,440 1,672,570 0.0 Yes Funds PeopleSoft Project (Payroll). 2 Retiree Health Benefits M D 1,484,319 300,000 1,184,319 0.0 Yes Retiree health costs for Court employees not paid for by the State as well as for former employees retired from defunct departments. Employment and Human Services Aging and Adult Services Bureau 1 Agency on Aging HICAP D M 305,337 305,337 0 2.0 No Health Insurance Counseling and Advocacy Program provides health insurance counseling and community education services to over Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-15 8,000 individuals. 2 Agency on Aging Title III/VII Grants M D 3,927,348 3,781,495 145,853 7.0 No Provides supportive social services, congregate meals, home delivered meals, in-home services and elder abuse prevention to over 15,000 seniors annually. 3 Adult Protective Services M D 2,903,625 2,777,317 126,308 19.0 No Provides social worker response to investigate reports that older or dependent adults are exploited, neglected or physically abused. 4 Cal Fresh Eligibility M M 37,390,652 35,274,790 2,115,862 186.0 No Provides eligibility determination for food stamps for non-cash assisted families. 5 In-Home Supportive Services Administration M D 7,330,768 6,136,720 1,194,048 46.0 No Funds administration and payments to providers of in-home supportive services for eligible people who are unable to care for themselves at home. 6 In-Home Supportive Services Provider Costs M M 25,488,637 24,591,003 897,634 0.0 No Provides funds for wages, health and retirement benefits for individuals who provide in-home supportive services to eligible individuals who are unable to care for themselves. 7 Medi-Cal Eligibility M M 40,725,353 40,384,027 341,326 110.0 No Provides eligibility determination for Medi-Cal programs. 8 Public Authority M D 1,930,004 1,930,004 0 14.0 No Provides registry and referral services, screens registry applicants, assists IHSS recipients with hiring IHSS provider. The program also trains providers and recipients and serves as employer of record for providers. NCC for this special fund is provided through In Home Supportive Services. Children and Family Services Bureau 9 Adoptions D M 2,683,458 2,683,458 0 18.4 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. 10 Foster Care/ Adoption Assistance M M 3,106,817 3,106,817 0 17.0 No Provides eligibility determination for cash assistance for care of children placed in foster homes and institutions. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-16 County of Contra Costa FY 2013-2014 Recommended Budget Eligibility 11 Child Abuse Prevention D M 333,892 333,892 0 0.0 No Provides child abuse prevention services authorized by AB 1733; supports the Zero Tolerance for Domestic Violence implementation plan. 12 Child Welfare Services M M 36,056,184 36,056,260 (76) 233.9 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 a permanent family. 13 Family Preservation Program D M 1,764,847 1,764,847 0 0.4 No Provides intensive social work services to children and families when the child is at risk of out-of-home placement. 14 Foster Home Licensing D M 1,652,908 1,652,908 0 6.0 No Processes applications for foster home licenses and provides support services to licensed foster care parents. 15 Aid to Adoptions Program M M 17,849,529 17,849,529 0 0 No Provides payments to families in the adoption process or who have adopted children. 16 Foster Care Payments M M 30,133,277 30,133,277 0 0 No Federal, state and county funded program that provides payment for care of foster children in the custody of the county. 17 Independent Living Skills M D 712,676 712,676 0 6.0 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. 18 Ann Adler Children & Family Trust D D 45,753 45,753 0 0 No Provides support programs for care of abused, neglected and at risk children. 19 County Children's Trust Fund D D 185,000 185,000 0 0 No Provides child abuse prevention services. Service Integration Program 20 SIT D D 125,000 125,000 0 0 No Provides integrated delivery of human services provided by various county departments. Workforce Development Board Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-17 21 WIA Employment & Training/Adult/ Dislocated Worker Programs M D 8,585,000 8,585,000 0 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. 22 WIA Small Business Development D D 515,000 515,000 0 1.0 No Provides training, counseling, and technical assistance to small businesses and startups to support economic development and stimulate job growth in Contra Costa County and the region. Workforce Services Bureau 23 CalWORKs Eligibility Services M M 45,826,616 45,826,616 0 488.0 No Provides eligibility determination for CalWORKs cash aid, supportive services, and includes ongoing case management. Eligibility is limited to a maximum of 48 months. 24 CalWORKs Cash Assistance (TANF) - Temporary Assistance to Needy Families M M 58,668,525 57,197,865 1,470,660 0.0 No Provides cash assistance to eligible families based on income levels. Eligibility is limited to a maximum of 48 months. 25 CalWORKs Employment Services M D 1,200,000 1,200,000 0 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. 26 Child Care Program M M 5,918,394 5,918,394 19.6 No Determines eligibility and ongoing case management under Stage 1 subsidized child care. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-18 County of Contra Costa FY 2013-2014 Recommended Budget 27 General Assistance Eligibility M M 6,084,151 0 6,084,151 41.8 No Provides eligibility determination for General Assistance (GA). GA is cash assistance for indigent adults not currently eligible for state or federally funded assistance programs. Included are other services required to maintain eligibility (or full cash assistance) such as mental health, substance abuse treatment and shelter beds. On-going case management is also included. 28 GA Payments M D 3,176,692 0 3,176,692 0.0 No Provides cash assistance to adults not eligible for state or federal assistance. 29 SSI Advocacy D D 0 796,522 0 6.4 No Assists GA and CalWORKs clients with a verified disability, which has lasted or is expected to last 12 months, apply for Supplemental Security Income (SSI) benefits and as needed to appeal the denial of benefits. 30 Refugee Programs Eligibility M M 130,826 130,826 0 0.2 No Provides eligibility determination and grant maintenance activities for eligible Refugee Cash Assistance (RCA) and Cash Assistance Program for Immigrants (CAPI) recipients. 31 Refugee Payments M D 84,607 84,607 0.0 No Provides funds for cash assistance payments for immigrants. 32 Indigent Interment M M 117,810 16,226 101,584 0.0 No Provides cremation and burial, in cemetery lots or niches, of indigent decedents. Community Services Bureau 33 Child Development D M 22,138,189 22,138,189 0 138.0 No State-funded general childcare program serving 1,106 children in 17 centers with 59 classrooms 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 Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-19 34 Child Nutrition D M 1,062,059 1,062,059 0 14.6 No Nutritional counseling for families and meal services for low-income and disabled children serving approximately 1,445 children and families and delivers approximately 628,496 meals. 35 Child Start D M 8,437,664 8,437,664 0 123.0 No Combines Head Start, Early Head Start, and Child Development funds to provide full-day, full-year childcare for 963 children of low-income working parents. 36 Community Action D M 3,317,851 3,192,129 125,722 21.0 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. 37 Community College Child Development D M 2,163,125 2,163,125 0 6.0 No State-funded childcare program through Community College serving 148 children in 3 centers with 12 classrooms located in East, West, and Central County. 38 Early Head Start D M 3,901,786 3,901,786 0 8.0 No Federally-funded childcare program for infants and toddlers ages 0-3, serving 401 income eligible and disabled infants and toddlers and their families. 39 Head Start D M 22,402,673 22,402,673 0 75.0 No Federally-funded childcare services that provide part-day and full-day educational and comprehensive services for children ages 3-5, serving 1,797 income eligible and disabled children and families. 40 Housing & Energy D M 2,140,778 2,107,712 33,066 6.0 No Federally-funded program that provides utility bill payment assistance, energy education, and weatherization services to approximately 5,790 low-income residents of the County. 41 Childcare Enterprise D M 74,089 74,089 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. Zero Tolerance - Domestic Violence 42 General Fund D D 1,832,513 504,266 1,328,247 0.0 No Coordinated Services designed to reduce domestic and family violence and elder abuse. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-20 County of Contra Costa FY 2013-2014 Recommended Budget 43 Special Revenue Fund M D 275,000 275,000 0 1.8 No Provides oversight and coordination of domestic violence programs. Supported by recording fees authorized by State law (SB 968) 44 Victim Assistance M M 120,000 120,000 0 0 No Provides funding for emergency shelter, counseling, health and social welfare services to victims of domestic violence. Supported by marriage license fees as authorized in SB 91, the Domestic Violence Center Act and codified under Welfare & Institutions Code 18290-18307. Administration 45 Administration D D 12,647,758 11,738,835 908,923 153.0 Yes Provides administrative support to all areas of the Department including implementation and operation of a new eligibility system for food stamps, Medi-Cal and cash assistance programs. General Purpose Revenue 1 General County Revenues M D 0 321,484,000 (321,484,000) 0.0 No Receives revenues which are not attributable to specific County services and which are available for County General Fund expenditures. Health Services Hospital & Ambulatory Care Centers 1 Administrative Services D D 11,069,112 11,069,112 0 24.0 Yes Provides centralized Department-wide administrative support to all Health Services divisions, e.g. IT, Payroll, Personnel. 2 Ambulatory Care Centers M M 92,785,183 90,447,276 2,337,907 488.8 No Provides for operation of the 12 medical ambulatory care centers located throughout the County. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-21 3 Charges from Other County Depts M D 15,453,310 0 15,453,310 0.0 Yes Provides centralized charges to Health Services Department from other County departments, e.g. GSD. 4 Emergency Medical Services M M 1,672,268 1,672,268 0 4.0 Yes Provides overall coordination of the emergency ambulance services throughout the County, and coordination of medical disaster response efforts. 5 Fixed Assets D D 14,863,396 14,863,396 0 0.0 No Debt services principal payments, and acquisition of new and replacement capital equipment. 6 Hospital & Emergency Care M M 269,085,372 262,305,231 6,780,141 1,190.8 No Provides for operation of the 164 beds at Contra Costa Regional Medical Center and the medical and psychiatric emergency rooms. 7 Physician Services M M 83,388,147 81,287,017 2,101,130 215.5 No Provides for operation of medical staff at the Medical Center and at the 12 ambulatory care clinics and the Family Practice Residency Program. Contra Costa Health Plan - EF2 8 Medi-Cal Members M M 86,035,863 86,035,863 0 143.5 No Serves County residents enrolled in Contra Costa Health Plan that qualify for Medi-Cal and are not seniors or persons with a disability. 9 Medi-Cal Seniors and Persons with Disabilities Members D M 107,164,662 107,164,662 0 0.0 No Serves County residents enrolled in Contra Costa Health Plan who are seniors or persons with a disability that qualify for Medi-Cal. 10 Charges from Other County Depts D D 2,937,606 2,937,606 0 0.0 No Provides centralized charges to Health Services Department from other County departments, e.g. GSD. Contra Costa Community Health Plan - EF3 11 Commercial Groups, including Basic Health Care D M 97,771,019 97,771,019 0 0.0 No Serves county residents enrolled in Contra Costa Health Plan whose premiums are paid by either themselves or their employers. Also includes those who qualify for Medicare coverage. BHC: Serves medically indigent County residents where household income is 300% of the Federal Poverty Level or less, whose medical care is managed by the Contra Costa Health Plan. Includes Health Care for Indigent eligibles. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-22 County of Contra Costa FY 2013-2014 Recommended Budget 12 In-Home Supportive Services D M 11,516,166 7,779,878 3,736,288 0.0 No Serves county residents enrolled in Contra Costa Health Plan whose premiums are paid by either themselves or their employers. Also includes those who qualify for Medicare coverage. BHC: Serves medically indigent County residents where household income is 300% of the Federal Poverty Level or less, whose medical care is managed by the Contra Costa Health Plan. Includes Health Care for Indigent eligibles. Behavioral Health Division - Alcohol and Other Drugs 13 Narcotic Treatment Program D D 4,148,306 4,148,306 0 0.0 No Provides outpatient methadone maintenance for opiate dependent adults, especially those persons at risk of HIV infection through IV drug use. 14 Non-Residential Program D D 692,298 647,070 45,228 0.0 No Provides outpatient substance abuse recovery services for adults, youth/adolescents and family members who have alcohol and other drug problems, persons at risk or addicted to alcohol and other drugs. 15 Prevention Services D D 1,451,181 1,451,181 0 4.0 No Provides alcohol and other drugs education, drug-free activities, community-based initiatives, problem identification and referral for youth and adults. 16 Residential Services Program D D 3,564,966 3,332,064 232,902 17.0 No Provides recovery services for men, women, women and their children, and adolescents, and detoxification for adults. 17 SAMHWORKs Program D D 399,757 399,757 0 0.0 No Provides assessment, referrals and treatment for CalWORKs clients referred through Employment and Human Services Department. 18 Special Programs D D 4,824,182 4,824,182 0 2.0 No Time-limited federal and State special initiatives and demonstration projects including Perinatal Substance Abuse Treatment, CSAT, Proposition 10, BASN Project and Drug Court projects. 19 Support Services and Countywide Prev D D 371,045 371,045 0 16.0 No Management of all substance abuse services, including personnel, budgets, program planning and evaluation, contracted services, Countywide prevention activities and monitoring service delivery. Behavioral Health Division - Homeless Program Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-23 20 Administration D D 526,638 162,000 364,638 3.5 Yes Administration includes staffing (except for Shelter Plus Care), occupancy costs, costs incurred for the Continuum of Care Board, and costs associated with grant writing and consultation. 21 Outreach and Engagement Services D D 283,096 283,096 0 0.0 No These services are aimed at identifying homeless individuals and families in need of services and assisting them in accessing the services necessary to end their homelessness. Outreach and engagement services include an interim housing intake line, outreach teams, and multi-service centers. 22 Interim Housing and Support Services D D 1,092,689 335,765 756,924 1.0 No Interim Housing and Support Services offer short-term shelter and support services that allow for stabilization, referral and preparation for permanent housing and/or mental health and treatment services. 23 Supportive Housing Program D D 735,670 735,670 0 0.0 No The Supportive Housing Program 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. 24 Contra Costa Youth Continuum of Services (CCYCS) for Runaway and Homeless Youths D D 740,188 524,403 215,785 1.0 No Contra Costa's Youth Continuum of Services provides outreach, shelter, transitional, and permanent housing and services to youth ages 14-21. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-24 County of Contra Costa FY 2013-2014 Recommended Budget 25 Homeless Management Information System D D 147,269 86,738 60,531 0.0 No The Homeless Management Information System (HMIS) is a shared homeless service and housing database system administered by the County Homeless Program and includes community based homeless service providers. HMIS enables the collection and sharing of uniform client data information; analysis of program effectiveness; longitudinal data collection for analysis of client and program outcomes, in reference to the goals & objectives of the 10 Year Plan to End Homelessness. Also includes participation in a Bay Area Wide data collection system for analysis of client outcome data and service utilization patterns of homeless persons. Behavioral Health Division - Mental Health 26 Adult Services M D 41,888,645 39,135,412 2,753,233 124.3 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. 27 Child & Adolescent Services M D 43,533,208 40,590,049 2,943,159 81.1 No Provides comprehensive mental health services to seriously emotionally disabled children and youth 0-17 and their families, including hospitalization, intensive day treatment, outpatient, outreach, case management and wraparound services. 28 Local Hosp Inpatient Psychiatric M M 10,172,281 7,412,694 2,759,587 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. 29 Medi-Cal Managed Care M M 5,800,420 5,800,420 0 6.0 No Provides community-based acute psychiatric inpatient hospital services and outpatient specialty mental health services for Medi-Cal eligible adults and children. 30 Crisis Stabilization M M 10,221,225 7,400,111 2,821,114 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. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-25 31 Mental Health Services Act M D 29,888,041 29,888,041 0 131.7 No Expands Mental Health care programs for children, transition age youth, adults and older adults. (Proposition 63) 32 Support Services D D 8,056,456 8,056,456 0 47.6 No Provides personnel administration, contract negotiation, program planning and development, monitoring service delivery and quality assurance, and interagency coordination. Public Health 33 Communicable Disease Control M/D D 12,454,231 8,320,120 4,134,111 63.0 No Identification, investigation and treatment of persons who have communicable disease or who have been exposed or are at risk for a communicable disease. 34 Community Wellness & Prevention D D 7,234,443 5,819,983 1,414,460 58.0 No Provides for prevention of chronic disease and injuries. 35 Family, Maternal & Child Health M/D D 5,775,898 2,655,494 3,120,404 27.0 No Promotes health and welfare of families and children. 36 Fixed Assets D D 110,000 0 110,000 0.0 No Provides for acquisition of capital equipment and for needed capital improvement projects. 37 PH Administration & Management D D 5,156,431 2,161,599 2,994,832 26.0 Yes Provides program oversight. 38 Public Health Clinical Services D D 10,371,716 7,894,239 2,477,477 97.0 No Provides full scope pediatric clinics, women's health and family planning, sexually transmitted disease clinics, occupational health clinics, immunization clinics, public health nursing visits to new babies and mothers, and health care for the homeless. 39 Senior Nutrition Program D D 1,390,788 1,294,999 95,789 3.0 No Provides 450,000 meals per year including 250,000 meals delivered to the residences of frail homebound elders and AIDS patients Countywide via 60+ volunteer driven delivery routes, and 200,000 meals served in 21 community and senior centers. Environmental Health 40 Environmental Health M M 10,455,796 10,517,963 (62,167) 60.0 No Provides retail food programs, consumer protection programs, solid waste program, medical waste program and land use programs. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-26 County of Contra Costa FY 2013-2014 Recommended Budget 41 Fixed Assets D D 44,068 44,068 0 0.0 No Provides for acquisition of capital equipment and for needed capital improvement projects. 42 Hazardous Materials Program M M 8,622,830 8,684,997 (62,167) 35.0 No Provides emergency response program, hazardous waste program, hazardous materials program, underground tanks program and accidental release program. Detention Facility Program 43 Detention Facility Med Services M D 19,781,907 236 19,781,671 56.3 No Provides primary care medical services for inmates in County detention facilities. 44 Detention Facility MH Services M D 1,858,400 62,300 1,796,100 13.8 No Provides assistance to Sheriff's Department in identification and management of mentally ill in the main County detention facility. 45 Juvenile Hall Medical Services M D 1,357,679 1,357,679 0 11.5 No Provides primary care medical services to inmates at Juvenile Hall. Expenditures are transferred to the Probation Department. 46 Juvenile Justice Facilities D D 488,476 488,476 0 0.0 No Crisis intervention, medication evaluation and consultation. California Children's Services Program 47 California Children's Services M M 9,023,360 6,475,749 2,547,611 56.0 No Provides habilitation or rehabilitation of children with specific handicapping conditions, in need of specialist care, and whose families are unable to pay for the required care. Conservatorship/Guardianship Program 48 Conservatorship/ Guardianship M M 3,197,140 437,041 2,760,099 21.0 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. Emergency Medical Services SB-12 49 Administration D D 205,169 205,169 0 0.0 No Reimbursement for County incurred costs related to Emergency Medical Services program collections and disbursements. 50 Emergency Medical Services D M 313,956 313,956 0 0.0 No Reimbursement for County operated Emergency Medical Services program. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-27 51 Hospitals D M 461,699 461,699 0 0.0 No Payments to hospitals for emergency room care provided to indigents. 52 Physicians D M 1,071,146 1,071,146 0 0.0 No Payments to physicians for emergency services to indigents. 53 Pediatric Trauma Centers D M 91,358 91,358 0 0.0 No Reimbursement to physicians and hospitals for uncompensated services provided at pediatric trauma centers. Ambulance Services Areas (Measure H) 54 Zone A D M 631,991 631,991 0 0.0 No Provides funds for EMS first responder medical equipment, supplies, communication equipment and training of medical dispatchers. 55 Zone B D M 6,203,260 6,203,260 0 7.0 No Provides funds for pre-hospital care coordinators, EMS data analyst, EMS first responder equipment, communications equipment, hazardous materials charges and ambulance services. Major Risk Medical Insurance Program 56 Major Risk Medical Insurance D M 1,233,645 1,233,645 0 0.0 No Provides services to Contra Costa residents who qualify for the Access for Infants and Mothers (AIM) program and the Major Risk Medical Insurance Program (MRMIP). Contra Costa Health Plan is a contracted health plan carrier for these programs, which are administered by the State's Managed Risk Medical Insurance Board. Human Resources 1 Employee Benefits Administration M D 4,980,706 4,980,706 0 13.0 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. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-28 County of Contra Costa FY 2013-2014 Recommended Budget 2 Employee Child Care D M 46,586 46,586 0 0.0 No Board mandate & must follow IRS regs. Provides for the funding and development of child care programs for employees. Funded by benefit admin fee and forfeited Dependent Care Assistance Program monies. 3 Labor Relations/Admin M D 2,375,006 2,322,957 52,049 10.0 Yes Administers County's labor management relations programs including the collective bargaining process, grievance investigation, training and counseling. 4 Personnel Services M M 2,236,842 165,000 2,071,842 20.0 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 & Justice System Dev D D 2,061,965 161,965 1,900,000 3.0 Yes Develops and installs automated info systems for justice departments. 2 Automated ID & Warrant D M 2,423,194 672,481 0 0.0 No Special fund to finance a Countywide warrant system and to replace and enhance the automated fingerprint identification equipment. 3 Courthouse Construction D M 2,017,676 1,370,500 0 0.0 Yes Special fund created for penalty assessments levied on court fines for the purpose of courthouse construction. 4 Criminal Justice Facility D M 1,285,000 1,285,000 0 0.0 Yes Special fund created for penalty assessments levied on court fines for criminal justice facility constructions, systems development and operations. 5 Vehicle Theft Program D M 905,623 905,623 0 0.0 No Provides local funding programs relating to vehicle theft crimes. 6 DNA Identification D M 270,000 270,000 0 0.0 No Provides for the collection of DNA specimens, samples and print impressions. 7 Local Community Corrections M D 19,285,330 19,285,330 0 0.0 No Special fund created for Communities Corrections Grant under AB109 as a pass-through for the cities' share of SLESF funding. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-29 8 SLESF - AB109 M M 6,134,468 6,134,468 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. Library 1 Administration D D 4,365,326 4,365,326 0 18.6 No Provides administrative, shipping, and facilities management while organizing and directing the operation of the County Library. 2 Countywide Services D D 1,569,831 1,569,831 0 10.4 No Directly provides library service to patrons countywide and supports community library services and operations. These services include: telephone reference service, periodicals, and program support in adult, young adult, and youth services. 3 Lib-Community Services D D 14,067,523 14,067,523 0 118.9 No Includes the provision of community library services through 26 County Library facilities. These services include materials collections, public services, and programs that are tailored for each community. 4 Support Services D D 3,647,704 3,647,704 0 27.0 No Support Services includes automation, technical services, and collection management. Probation Care of Court Wards 1 Out-of-Home Placement M M 6,897,082 3,505,553 3,391,529 0.0 No Court-ordered board and care costs for minors placed outside of County facilities by the Juvenile Court. 2 California Dept. of Juv. Justice Fees M M 120,000 0 120,000 0.0 No Fees paid to the California Division of Juvenile Justice for incarceration costs of juveniles. 3 Medical Services in Juvenile Facilities M M 1,846,688 295,900 1,550,788 0.0 No Fees paid to Health Services for medical care of juvenile residents in County facilities. Juvenile Facilities Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-30 County of Contra Costa FY 2013-2014 Recommended Budget 4 Juvenile Hall M M 18,335,216 499,986 17,835,230 106.5 No Maximum security facility designed for the mandated detention of minors before and after Court hearings. Approximately 1,700 juveniles are booked annually. (W&I 850) 5 Orin Allen Youth Rehabilitation D M 6,851,963 6,507,042 344,921 41.0 No Correctional facility providing 100 beds for seriously delinquent boys committed by the courts. Approximately 300 juveniles are committed annually for an average stay of six months. (W&I 880) 6 Home Supervision M M 366,901 333,900 33,001 2.0 No Provides electronic monitoring / GPS support to juvenile probation deputies and intensive supervision to minors released to the community prior to sentencing 7 Youthful Offender Treatment Program D M 427,336 2,117,678 (1,690,342) 3.0 No 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. Probation Programs 8 Adult Investigations & Supervision M D 8,781,108 7,167,107 1,614,001 57.0 No Over 4,200 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 and SB678 funded positions. 9 Drug Grant D M 152,036 108,331 43,705 1.0 No Intensive monitoring of drug usage and supervision of 150 offenders annually. 10 Vehicle Theft (Adult) D M 158,820 145,967 12,853 1.0 No Cooperative program among the California Highway Patrol, Sheriff, District Attorney and Probation depts. Provides close supervision to a caseload of auto thieves placed on felony probation. This program is partially funded by the State via vehicle license fees. 11 Domestic Violence D M 765,197 553,489 211,708 5.0 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) Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-31 12 Office of Traffic Safety DUI Program D M 156,876 156,876 0 1.0 No California Office of Traffic Safety provides grant funding for intensified supervision of felony drunk drivers. The grant does not cover indirect costs. 13 Juvenile Investigation/Supervision/ Special Services M D 6,978,632 4,340,501 2,638,131 45.0 No Further investigation into alleged offenses, including recommendations regarding the continuing disposition of the minor offender. The department performs over 3,000 intake and court investigations annually. 14 Field Services Support D D 1,898,241 296,464 1,601,777 23.0 No Provides support services to Deputy Probation Office staff in adult and juvenile programs. 15 School Probation Officers D M 1,756,215 1,450,269 305,946 11.0 No Case management services for juveniles referred by school districts as well as those on active probation. 16 Community Probation D M 1,273,396 1,062,384 211,012 8.0 No Partners deputy probation officers with eight police jurisdictions to provide intensive supervision to high-risk youth. 17 Youthful Offender Treatment Program D M 658,657 77,228 581,429 4.0 No Aftercare supervision for institution commitment treatment program for male youthful offenders. 18 Training M D 99,547 150,975 (51,428) 2.0 Yes State required and approved training for Probation staff. (PC 6035) 19 Administration/ Personnel / Info Tech M D 8,004,916 378,316 7,626,600 16.0 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. 20 Probation Collections Unit D D 578,553 640,000 (61,447) 5.0 No Collections unit was added to the Probation Department in FY2010/11 upon the closure of the Office of Revenue Collections. The unit is responsible for collecting fees. Public Defender 1 Public Defender M D 18,789,824 944,136 17,845,688 90.5 No Mandated legal representation provided to indigent adult defendants in criminal proceedings, of juveniles upon appointment by the Court, and of persons involved in mental illness proceedings and probate guardianships. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-32 County of Contra Costa FY 2013-2014 Recommended Budget Public Works 1 Public Works Services /Administration (0650) M D 42,777,639 42,777,639 0 266.8 No Administrative support to the department to ensure completion of projects. This support includes personnel, clerical, finance/budget and surveyor functions. The budget for all Public Works personnel are in this program. 2 Non-County Funded Road Construction (0661) M D 6,107,500 6,107,500 0 0.0 No Non-county road construction projects funded by other governmental agencies. 3 County Drainage Maintenance (0330) M D 760,000 760,000 0 0.0 No Drainage maintenance for County owned drainage facilities. 4 Rd Fund-Construction & Road Planning/Admin. M D 21,506,000 21,506,000 0 0.0 No Road construction projects for county roads. Includes administration and planning costs. 5 Rd Fund Maintenance & Misc. Property M D 18,749,451 18,749,451 0 0.0 No Maintenance for county streets and roads. 6 PW Land Development M M 2,670,200 2,670,200 0 0.0 No Engineering services and regulation of land development. 7 Airport D D 4,465,397 4,465,397 0 16.0 No Operation and capital development of airports. 8 Other Special Rev. Funds D M 21,368,715 21,368,715 0 0.0 No Use based on special revenue agreements. 9 Area of Benefit Fees D M 2,441,850 2,441,850 0 0.0 No Fees on development for future road projects. 10 Purchasing M D 924,278 436,161 488,117 6.0 Yes Purchasing services for all County departments. 11 Fleet Services/ Fleet Services ISF D D 14,553,275 14,553,275 0 17.0 Yes Maintenance, repair, and vehicle acquisition for County departments & fire district. 12 General Property D D 11,595,735 157,329 11,438,406 0.0 Yes General funded building and grounds maintenance. This program area includes fixed costs for expenses related to utilities, taxes, debt service, building insurance, custodial contracts, common area maintenance, rents, and elevator maintenance. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-33 13 GSD Outside Agency Services D D 1,275,970 1,275,970 0 0.0 Yes Outside Agency services. This program area includes occupancy costs, print & mail services, and fleet services. 14 Facilities Maintenance Building & Grounds D D 91,478,914 91,478,914 0 163.0 Yes General maintenance and repairs of County buildings & facilities. 15 Print and Mail Services D D 4,013,103 4,013,103 0 19.0 Yes Copy, printing, and mail services for County departments. 16 Resource Recovery M D 408,546 408,546 0 0.0 Yes Recycling services for County departments. Sheriff Administrative Services Bureau 1 Central Administration D D 17,153,984 1,547,116 15,606,868 37.0 No Comprised of the Sheriff's executive, fiscal, and personnel units which provide centralized administrative oversight of the Office of the Sheriff. 2 Inspection and Control M D 1,487,388 (7,527) 1,494,915 7.0 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 Training Division D D 2,135,002 174,019 1,960,983 4.0 No Responsible for the coordination of the training of personnel for the State Training for Corrections (STC) and Police Officers Standards and Training (POST) and for in-service training. Custody Services Bureau 4 Custody Alternative M M 3,524,675 1,261,302 2,263,373 20.0 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. 1 Custody Services Admin M D 3,030,245 29,226,424 (26,196,179) 17.0 No Provides inmate classification, training, and other detention management services. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-34 County of Contra Costa FY 2013-2014 Recommended Budget 5 Detention Transportation D D 3,758,050 (254,654) 4,012,704 21.0 No Provides inmate transportation between detention facilities and the Courts. 2 AB109 Program M M 7,899,072 7,899,072 0 30.0 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. 6 Marsh Creek Detention Facility M M 4,530,645 (24,399) 4,555,044 22.0 No Located in Clayton, this facility is primarily responsible for the care, custody, and control of sentenced minimum-security male inmates, but unsentenced inmates may also be held at this facility. 3 Martinez Detention Facility M M 23,513,656 166,042 23,347,614 132.0 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. 7 West Co Detention Facility M M 19,900,107 291,579 19,608,528 126.0 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. Field Operations Bureau 8 Coroner M D 2,680,701 150,294 2,530,407 10.0 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. 9 DA Investigations D M 222,924 230,000 (7,076) 1.0 No Provides Investigation services to the District Attorney's Office. 10 Investigations M D 8,108,998 195,738 7,913,260 40.0 No This division conducts narcotics enforcement and follow-up investigation of all reported serious crimes that occur in the unincorporated area of Contra Costa County, as well as in the cities and districts that contract for investigative services. 11 Marine Patrol D D 4,309,608 1,955,623 2,353,985 12.0 No Responsible for patrol of the navigable waterways within the County and enforcement of all applicable laws. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-35 12 Avoid the 25 D M 154,085 118,337 35,748 0.0 No Avoid the 25 is a grant sponsored by the State of California to fight DUIs on County roadways. 13 Sheriff's Helicopter Program D D 584,050 584,050 0 0.0 No Provides air support throughout the County and through contract with the City of Vallejo. 14 Unincorporated Patrol M D 25,353,863 39,530,389 (14,176,526) 137.0 No Provides patrol services throughout the unincorporated area of the County using a community based policing model. Contract Services Budget 15 Cities/Districts Contracts D M 20,769,124 20,769,124 0 98.0 No Contract city law enforcement services provided in the cities of Danville, Lafayette, Oakley, and Orinda; and to AC transit and the U.S. Army Military Ocean Terminal Concord. 16 Facility Security Contracts D M 4,232,851 4,232,851 0 31.0 No Contract facility security services for the Health Services Department and the Employment and Human Services Department. 17 Court Security M M 13,549,059 13,549,059 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. Support Services Bureau 18 Civil M M 1,999,810 396,062 1,603,748 13.0 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. 19 AB 1109 Vehicle Program M M 91,310 91,310 0 0.0 No Restricted funding for vehicle usage by the Civil unit. 20 AB 709 Automated Program M M 144,000 144,000 0 0.0 No Restricted funding for automation services by the Civil unit. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-36 County of Contra Costa FY 2013-2014 Recommended Budget 21 Communications/ Dispatch M M 7,053,877 3,163,560 3,890,317 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. 22 Automated Regional Information Exchange Systems (ARIES) D D 166,500 166,500 0 1.0 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. 23 Criminalistics M M 8,864,738 3,218,321 5,646,417 45.0 No Conducts firearms, forensic biology and trace evidence examinations. Conducts DNA profiling on evidence materials; submits DNA profiles to the Calif. Dept of Justice database of unsolved crimes. Responds to crime scenes to document and collect evidence. 24 Information Services D D 3,401,911 29,420 3,372,491 11.0 No Provides communication and programming for networks, jail management, communication system and ARIES. 25 Property and Evidence Services M M 641,074 89,000 552,074 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. 26 Records M M 2,312,486 211,000 2,101,486 25.0 No Provides for the release, inspection and production of law enforcement records, and fingerprint identification. 27 Federal Grants D D 295,297 295,297 0 0.0 No Federal grants for forensic equipment and supplies. 28 CAL-ID D D 4,195,825 4,195,825 0 14.5 No Operates a computerized system for the identification of fingerprints. 29 Technical Services Administration D D 1,146,661 (44,337) 1,190,998 6.0 No Provides administrative oversight for the Technical Services Division. 30 Vehicle Anti-Theft Program D D 3,650 474,500 (470,850) 0.0 No Investigates and gathers evidence on stolen vehicles throughout Contra Costa County. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-37 31 Emergency Services Support D D 2,155,516 (121,495) 2,277,011 9.0 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. 32 Emergency Services D D 2,260,683 469,752 1,790,931 13.0 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. 33 Community Warning System D D 1,246,068 1,246,068 0 3.0 No Manages the countywide all hazard Community Warning System. The CWS is funded entirely from private industry funds and/or fines. Shows negative appropriation due to budget of expenditure transfers. 34 Homeland Security Grants D D 2,762,382 2,762,382 0 0.0 No Homeland Security grant management and centralization. 35 East Bay Regional Comm System D D 1,650,000 1,650,000 0 0.0 Yes Regional communication system development for public safety interoperability communications. 36 Special Weapons and Tactics (SWAT) Team D D 173,487 20,000 153,487 0.0 No The Special Weapons and Tactics team is used in situations involving hostage taking, armed barricaded subjects, snipers, or other situations that present a high degree of danger to life or property. Special Funds 37 Central ID Bureau D M 1,150,070 1,070,000 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. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-38 County of Contra Costa FY 2013-2014 Recommended Budget 38 County Law Enforcement Capital Projects D D 5,021,035 457,000 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. 39 Controlled Substance Analysis D D 115,125 17,500 0 0.0 No Provides criminalistics laboratory analysis of controlled substances, in order to increase the effectiveness of criminal investigation and prosecution. 40 Law Enforcement Training Center D D 1,480,594 1,481,854 0 5.0 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. 41 Narcotic Forfeiture D M 1,530,521 183,700 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 Inmate Welfare Summary D M 1,771,912 1,610,180 0 6.0 No Provides for the revenues associated primarily with detention commissary and commission from detention pay telephones. Funds are restricted to funding educational opportunities for inmates and enhancing inmate welfare. 43 Supplemental Law Enforcement Services Funds D M 400,892 417,736 0 0.0 No 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. 44 Traffic Safety M M 387,824 25,600 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. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation County of Contra Costa FY 2013-2014 Recommended Budget E-39 45 Trial Court Security M D 13,039,624 13,039,624 0 0.0 No Provides AB 109 Public Safety Realignment (State) funding for bailiff and court security services for the Superior Court. 46 Countywide Gang and Drug Trust D D 1,332,344 102,000 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. Superior Court Functions 1 Civil Grand Jury M D 145,493 0 145,493 0.0 No An investigative body which 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 85,000 0 85,000 0.0 No Examine evidence presented by the District Attorney and return criminal indictments directly to the Superior Court. 3 Trial Ct. Programs M M 17,026,113 7,056,606 9,969,507 0.0 No Provide 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. 4 Dispute Resolution M D 250,000 250,000 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 Family Law Center - Debt Service D M 3,437,317 0 0 0.0 No Provides for the Superior Court's share of the annual debt service payment obligations for the Family Law Center. Treasurer-Tax Collector 1 Treasurer M D 1,200,314 85,850 1,114,464 6.7 No Administers a comprehensive investment program for the County and districts to ensure maximum yield on investments. Mandatory/Discretionary Program Listing – By DEPARTMENT Program Service Level Gross Amount Revenue Offset General Fund NCC Infrastructure FTE Support Explanation  E-40 County of Contra Costa FY 2013-2014 Recommended Budget 2 Tax Collections M M 3,238,860 2,765,150 473,710 19.3 No Collects property taxes for all cities, school districts, special districts and County government. 3 Business License M D 142,939 123,500 19,439 1.3 No Chapter 64-14.202 Purpose and authority: The purpose of this chapter is to effectuate Revenue and Taxation Code Section 7284 (CH 466, Stats. 1990; Cal. Const. Art. IV, § 8(c)(2)) in order to levy a business license tax in the unincorporated area of the county. (Ord. 91-35 § 1). State law permits the levy of such tax. Veterans Services 1 Veterans Services D D 858,103 175,000 683,103 6.5 No Provides assistance to veterans, their dependents and survivors in obtaining veteran's benefits. Crockett-Carquinez Fire Protection District 1 Administration and Operations M D 527,558 471,554 0 0.0 No Paid-on-Call district providing fire suppression, emergency, and non-emergency services to the community including: incidents requiring medical assistance, rescue, hazard management, weed abatement, and public education. Contra Costa County Fire Protection District 1 Administration and Operations M D 93,812,313 86,922,000 0 293.0 No Provides fire suppression responses to both structure and wildland fires, emergency medical services including paramedic responses, technical rescue responses, and hazardous condition responses. Service Key: M = Mandated by law (must be legal mandate NOT a Board mandate) Level Key: M = Mandated by law D = Discretionary D = Discretionary level Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-1 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 1 Sheriff (Support Svcs) AB 1109 Vehicle Program M M 91,310 91,310 0 0.0 No Restricted funding for vehicle usage by the Civil unit. 2 Sheriff (Support Svcs) AB 709 Automated Program M M 144,000 144,000 0 0.0 No Restricted funding for automation services by the Civil unit. 3 Sheriff (Custody Svcs) AB109 Program M M 7,899,072 7,899,072 0 30.0 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. 4 Employment and Human Services (CFS) Aid to Adoptions Program M M 17,849,529 17,849,529 0 No Provides payments to families in the adoption process or who have adopted children. 5 Health Services (Hosp & Clinics) Ambulatory Care Centers M M 92,785,183 90,447,276 2,337,907 488.8 No Provides for operation of the 12 medical ambulatory care centers located throughout the County. 6 Animal Services Animal Care & Housing M M 5,959,687 3,369,656 2,590,031 45.0 No Provides humane care and veterinary treatment to animals that are being held pending location of owners or other disposition. AB 1856 and SB 1785 have increased mandated holding times and require treatment for sick/injured animals to become potentially adoptable. 7 Conservation and Development Building Inspection Services M M 6,793,804 6,793,804 0 26.0 No Review plans, issue building permits, and inspect the construction of buildings. 8 Employment and Human Services (AAS) Cal Fresh Eligibility M M 37,390,652 35,274,790 2,115,862 186.0 No Provides eligibility determination for food stamps for non-cash assisted families. 9 Health Services (CCS) California Children's Services M M 9,023,360 6,475,749 2,547,611 56.0 No Provides habilitation or rehabilitation of children with specific handicapping conditions, in need of specialist care, and whose families are unable to pay for the required care. 10 Probation (Care of Court Wards) California Dept. of Juv. Justice Fees M M 120,000 0 120,000 0.0 No Fees paid to the California Division of Juvenile Justice for incarceration costs of juveniles. 11 Employment and Human Services (WFS) CalWORKs Cash Assistance (TANF) - Temporary Assistance to Needy Families M M 58,668,525 57,197,865 1,470,660 0.0 No Provides cash assistance to eligible families based on income levels. Eligibility is limited to a maximum of 48 months. 12 Employment and Human Services (WFS) CalWORKs Eligibility Services M M 45,826,616 45,826,616 0 488.0 No Provides eligibility determination for CalWORKs cash aid, supportive services, and includes ongoing case management. Eligibility is limited to a maximum of 48 months. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-2 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 13 Employment and Human Services (WFS) Child Care Program M M 5,918,394 5,918,394 0 19.6 No Determines eligibility and ongoing case management under Stage 1 subsidized child care. 14 Child Support Services Child Support Enforcement Program M M 18,902,523 18,902,523 0 171.0 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. 15 Employment and Human Services (CFS) Child Welfare Services M M 36,056,184 36,056,260 (76) 233.9 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 a permanent family. 16 Sheriff (Support Svcs) Civil M M 1,999,810 396,062 1,603,748 13.0 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. 17 Sheriff (Support Svcs) Communications/ Dispatch M M 7,053,877 3,163,560 3,890,317 58.0 No Provides a basic emergency telephone answering system as provided in articles 53100-53120 of the Calif. Govt Code. Shall provide public safety answering point system for telecommunications from the public for reporting, police, fire, ambulance, and medical related incidents. 18 Health Services (Conservatorship) Conservatorship/ Guardianship M M 3,197,140 437,041 2,760,099 21.0 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. 19 Sheriff (Contract Svcs) Court Security M M 13,549,059 13,549,059 0 86.0 No Provides bailiff and court security services for the Superior Court. This division is responsible for all security in and around court buildings, and must provide officers for additional security at all court appearances of high-risk cases. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-3 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 20 Sheriff (Support Svc) Criminalistics M M 8,864,738 3,218,321 5,646,417 45.0 No Conducts firearms, forensic biology and trace evidence examinations. Conducts DNA profiling on evidence materials; submits DNA profiles to the Calif. Dept of Justice database of unsolved crimes. Responds to crime scenes to document and collect evidence. 21 Health Services (Mental Health) Crisis Stabilization M M 10,221,225 7,400,111 2,821,114 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. 22 Sheriff (Custody Svcs) Custody Alternative M M 3,524,675 1,261,302 2,263,373 20.0 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. 23 Clerk - Recorder Elections M M 9,012,524 1,706,076 7,306,448 31.0 No Conducts federal, State, local and district elections in an accurate and timely manner. 24 Health Services (Hosp & Clinics) Emergency Medical Services M M 1,672,268 1,672,268 0 4.0 Yes Provides overall coordination of the emergency ambulance services throughout the County, and coordination of medical disaster response efforts. 25 Health Services (EHS) Environmental Health M M 10,455,796 10,517,963 (62,167) 60.0 No Provides retail food programs, consumer protection programs, solid waste program, medical waste program and land use programs. 26 Employment and Human Services (CFS) Foster Care Payments M M 30,133,277 30,133,277 0 No Federal, state and county funded program that provides payment for care of foster children in the custody of the county. 27 Employment and Human Services (CFS) Foster Care/Adoption Assistance Eligibility M M 3,106,817 3,106,817 0 17.0 No Provides eligibility determination for cash assistance for care of children placed in foster homes and institutions. 28 Employment and Human Services (WFS) General Assistance Eligibility M M 6,084,151 0 6,084,151 41.8 No Provides eligibility determination for General Assistance (GA). GA is cash assistance for indigent adults not currently eligible for state or federally funded assistance programs. Included are other services required to maintain eligibility (or full cash assistance) such as mental health, substance abuse treatment and shelter beds. On-going case management is also included. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-4 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 29 Health Services (EHS) Hazardous Materials Program M M 8,622,830 8,684,997 (62,167) 35.0 No Provides emergency response program, hazardous waste program, hazardous materials program, underground tanks program and accidental release program. 30 Probation (Juvenile Facilities) Home Supervision M M 366,901 333,900 33,001 2.0 No Provides electronic monitoring / GPS support to juvenile probation deputies and intensive supervision to minors released to the community prior to sentencing 31 Health Services (Hosp & Clinics) Hospital & Emergency Care M M 269,085,372 262,305,231 6,780,141 1,190.8 No Provides for operation of the 164 beds at Contra Costa Regional Medical Center and the medical and psychiatric emergency rooms. 32 Employment and Human Services (WFS) Indigent Interment M M 117,810 16,226 101,584 0.0 No Provides cremation and burial, in cemetery lots or niches, of indigent decedents. 33 Employment and Human Services (AAS) In-Home Supportive Services Provider Costs M M 25,488,637 24,591,003 897,634 0.0 No Provides funds for wages, health and retirement benefits for individuals who provide in-home supportive services to eligible individuals who are unable to care for themselves. 34 Probation (Juvenile Facilities) Juvenile Hall M M 18,335,216 499,986 17,835,230 106.5 No Maximum security facility designed for the mandated detention of minors before and after Court hearings. Approximately 1,700 juveniles are booked annually. (W&I 850) 35 Central Support LAFCO M M 165,000 0 165,000 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. 36 Health Services (Mental Health) Local Hosp Inpatient Psychiatric M M 10,172,281 7,412,694 2,759,587 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. 37 Sheriff (Custody Svcs) Marsh Creek Detention Facility M M 4,530,645 (24,399) 4,555,044 22.0 No Located in Clayton, this facility is primarily responsible for the care, custody, and control of sentenced minimum-security male inmates, but unsentenced inmates may also be held at this facility. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-5 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 38 Sheriff (Custody Svcs) Martinez Detention Facility M M 23,513,656 166,042 23,347,614 132.0 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. 39 Employment and Human Services (AAS) Medi-Cal Eligibility M M 40,725,353 40,384,027 341,326 110.0 No Provides eligibility determination for Medi-Cal programs. 40 Health Services (Mental Health) Medi-Cal Managed Care M M 5,800,420 5,800,420 0 6.0 No Provides community-based acute psychiatric inpatient hospital services and outpatient specialty mental health services for Medi-Cal eligible adults and children. 41 Health Services (CCHP) Medi-Cal Members M M 86,035,863 86,035,863 0 143.5 No Serves County residents enrolled in Contra Costa Health Plan that qualify for Medi-Cal and are not seniors or persons with a disability. 42 Probation (Care of Court Wards) Medical Services in Juvenile Facilities M M 1,846,688 295,900 1,550,788 0.0 No Fees paid to Health Services for medical care of juvenile residents in County facilities. 43 Probation (Care of Court Wards) Out-of-Home Placement M M 6,897,082 3,505,553 3,391,529 0.0 No Court-ordered board and care costs for minors placed outside of County facilities by the Juvenile Court. 44 Human Resources Personnel Services M M 2,236,842 165,000 2,071,842 20.0 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. 45 Health Services (Hosp & Clinics) Physician Services M M 83,388,147 81,287,017 2,101,130 215.5 No Provides for operation of medical staff at the Medical Center and at the 12 ambulatory care clinics and the Family Practice Residency Program. 46 Sheriff (Support Svc) Property and Evidence Services M M 641,074 89,000 552,074 4.0 No Provides storage, security and disposition of items of evidence, seized contraband, safekeeping weapons and found property for the Sheriff's Office, its 5 contract cities, West Narcotics Enforcement Team and the Superior Court. 47 Public Works PW Land Development M M 2,670,200 2,670,200 0 0.0 No Engineering services and regulation of land development. 48 Clerk - Recorder Recorder M M 3,762,104 6,931,770 (3,169,666) 39.0 No Maintains and preserves all official records relating to real property, subdivision maps, assessment districts, and records of surveys. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-6 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 49 Sheriff (Support Svc) Records M M 2,312,486 211,000 2,101,486 25.0 No Provides for the release, inspection and production of law enforcement records, and fingerprint identification. 50 Employment and Human Services (WFS) Refugee Programs Eligibility M M 130,826 130,826 0 0.2 No Provides eligibility determination and grant maintenance activities for eligible Refugee Cash Assistance (RCA) and Cash Assistance Program for Immigrants (CAPI) recipients. 51 Justice System Development/Planning SLESF - AB109 M M 6,134,468 6,134,468 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. 52 County Counsel Social Service Probate M M 2,991,217 2,991,217 0 19.0 No Legal services provided to Employment and Human Services, Public Guardian, Dependent Children, & LPS proceedings. 53 Treasurer-Tax Collector Tax Collections M M 3,238,860 2,765,150 473,710 19.3 No Collects property taxes for all cities, school districts, special districts and County government. 54 Sheriff (Special Funds) Traffic Safety M M 387,824 25,600 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. 55 Superior Court Functions Trial Ct. Programs M M 17,026,113 7,056,606 9,969,507 0.0 No Provide 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. 56 Employment and Human Services (DV) Victim Assistance M M 120,000 120,000 0 No Provides funding for emergency shelter, counseling, health and social welfare services to victims of domestic violence. Supported by marriage license fees as authorized in SB 91, the Domestic Violence Center Act and codified under Welfare & Institutions Code 18290-18307. 57 Sheriff (Custody Svcs) West Co Detention Facility M M 19,900,107 291,579 19,608,528 126.0 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. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-7 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 58 Auditor-Controller Admin/Systems M D 1,636,951 272,639 1,364,312 6.0 Yes This Division assists in supporting the County's primary financial systems: Finance, Payroll, and Property Tax. The System's staff develops Intranet tools to assist all County departments in maintaining proper, accurate financial records. The Administrative staff participates on countywide projects that support the infrastructure, such as P.O.B, TRANS, PeopleSoft/Kronos Project Team, etc. State law requires that the Auditor be the chief accounting officer of the County. 59 Agriculture/ Weights & Measures Administration M D 1,211,359 0 1,211,359 4.0 No Provides direction and financial control, develop and implement policies and procedures in support of the operations of the department. 60 District Attorney Administration M D 3,291,043 252,000 3,039,043 9.0 No Operations, fiscal, personnel, procurement, and facilities management, and resource development 61 Conservation and Development Administration M D 1,455,399 1,455,399 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. 62 Contra Costa County Fire Protection District Administration and Operations M D 93,812,313 86,922,000 0 293.0 No Provides fire suppression responses to both structure and wild land fires, emergency medical services including paramedic responses, technical rescue responses, and hazardous condition responses. 63 Crockett-Carquinez Fire Protection District Administration and Operations M D 527,558 471,554 0 0.0 No Paid-on-Call district providing fire suppression, emergency, and non-emergency services to the community including: incidents requiring medical assistance, rescue, hazard management, weed abatement, and public education. 64 Probation Administration/Personnel / Info Tech M D 8,004,916 378,316 7,626,600 16.0 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. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-8 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 65 Assessor Administrative Services M D 1,126,759 124,921 1,001,838 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. 66 Probation Adult Investigations & Supervision M D 8,781,108 7,167,107 1,614,001 57.0 No Over 4,200 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 and SB678 funded positions. 67 Employment and Human Services (AAS) Adult Protective Services M D 2,903,625 2,777,317 126,308 19.0 No Provides social worker response to investigate reports that older or dependent adults are exploited, neglected or physically abused. 68 Health Services (Mental Health) Adult Services M D 41,888,645 39,135,412 2,753,233 124.3 No Provides comprehensive mental health services to seriously and persistently mentally disabled adults including hospitalization, residential care, intensive day treatment, outpatient, outreach and case management. 69 Conservation and Development Advance Planning M D 155,034 155,034 0 1.0 No Develop and maintain long-range policy planning processes through the County General Plan to anticipate and respond to changes in new legal mandates and local priorities. 70 Employment and Human Services (AAS) Agency on Aging Title III/VII Grants M D 3,927,348 3,781,495 145,853 7.0 No Provides supportive social services, congregate meals, home delivered meals, in-home services and elder abuse prevention to over 15,000 seniors annually. 71 Agriculture/ Weights & Measures Agricultural Division M D 3,046,784 2,946,346 100,438 32.1 No Provide enforcement of State laws and County ordinances in regard to pesticide use and worker safety regulations, enforcement of quarantine regulations, exotic pest eradication and pest management, organic produce and quality assurance programs involving fruits, nuts, vegetables, eggs, nursery stock and seed. Assist the public with pest identification and control techniques using environmentally safe pest management practices. 72 Animal Services Animal Licensing M D 243,981 1,066,031 (822,050) 1.0 No Licensing program for dogs throughout the County to assist in identification of lost animals and control of rabies. 73 Conservation and Development Application & Permit Center M D 2,519,677 2,519,677 0 18.0 No Manage and help process applications and permits. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-9 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 74 Assessor Appraisal M D 7,025,805 785,225 6,240,580 48.0 No Secured property appraisal mandated by R&T Code Sections 50-93, 101-2125. 75 County Administrator Board Support & Gen Administration M D 3,808,540 552,055 3,256,485 16.0 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, inform 76 Assessor Business M D 1,794,124 196,306 1,597,818 12.0 No Unsecured property appraisal mandated by R&T Code Sections 2901-2928.1. 77 Treasurer-Tax Collector Business License M D 142,939 123,500 19,439 1.3 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. 78 Employment and Human Services (WFS) CalWORKs Employment Services M D 1,200,000 1,200,000 0 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. 79 Health Services (Hosp & Clinics) Charges from Other County Depts M D 15,453,310 0 15,453,310 0.0 Yes Provides centralized charges to Health Services Department from other County departments, e.g. GSD. 80 Health Services (Mental Health) Child & Adolescent Services M D 43,533,208 40,590,049 2,943,159 81.1 No Provides comprehensive mental health services to seriously emotionally disabled children and youth 0-17 and their families, including hospitalization, intensive day treatment, outpatient, outreach, case management and wraparound services. 81 Superior Court Functions Civil Grand Jury M D 145,493 0 145,493 0.0 No An investigative body which examines County accounts, and inquires 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  F-10 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 82 Conservation and Development Clean Water M D 25,000 25,000 0 0.0 No Inspection services for development projects requiring compliance with Clean Water regulations. 83 Central Support Clerk of the Board M D 1,000,878 99,500 901,378 8.0 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 84 Conservation and Development Code Enforcement M D 1,485,698 1,485,698 0 11.0 No Respond to building and zoning complaints, perform on-site investigations, abate hazards, and perform inspections. 85 Conflict Defense Conflict Defense M D 4,750,000 0 4,750,000 0.0 No Mandated legal representation provided to indigents in conflict cases provided by appointed private attorneys. 86 Conservation and Development Conservation/Solid Waste M D 1,432,823 1,432,823 0 3.0 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. 87 Sheriff (Field Ops) Coroner M D 2,680,701 150,294 2,530,407 10.0 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. 88 Public Works County Drainage Maintenance (0330) M D 760,000 760,000 0 0.0 No Drainage maintenance for County owned drainage facilities. 89 Superior Court Functions Criminal Grand Jury M D 85,000 0 85,000 0.0 No Examine evidence presented by the District Attorney and return criminal indictments directly to the Superior Court. 90 Conservation and Development Current Planning M D 8,019,972 8,019,972 0 34.0 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. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-11 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 91 Sheriff (Custody Svcs) Custody Services Admin M D 3,030,245 29,226,424 (26,196,179) 17.0 No Provides inmate classification, training, and other detention management services. 92 Health Services (Detention) Detention Facility Med Services M D 19,781,907 236 19,781,671 56.3 No Provides primary care medical services for inmates in County detention facilities. 93 Health Services (Detention) Detention Facility MH Services M D 1,858,400 62,300 1,796,100 13.8 No Provides assistance to Sheriff's Department in identification and management of mentally ill in the main County detention facility. 94 Superior Court Functions Dispute Resolution M D 250,000 250,000 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. 95 Employee/Retiree Benefits Employee Benefits M D 1,764,010 91,440 1,672,570 0.0 Yes Funds PeopleSoft Project (Payroll). 96 Human Resources Employee Benefits Administration M D 4,980,706 4,980,706 0 13.0 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. 97 Animal Services Field Enforcement M D 3,973,124 2,246,438 1,726,686 30.0 No Enforces State laws and County ordinances in the unincorporated areas of the County and within incorporated cities that have agreements with the County. 98 Conservation and Development Fish and Game Protection M D 30,000 30,000 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. 99 Employment and Human Services (WFS) GA Payments M D 3,176,692 3,176,692 0.0 No Provides cash assistance to adults not eligible for state or federal assistance. 100 Auditor-Controller General Accounting/AP M D 2,549,651 2,104,294 445,357 19.0 Yes The Division maintains the general ledger, enforces accounting policies, procedures, and processes and ensures financial reporting in accordance with county, state, and federal guidelines. The Division also provides infrastructure support by processing demands, invoices, and contracts for County departments. 101 General Purpose Revenue General County Revenues M D 0 321,484,000 (321,484,000) 0.0 No Receives revenues which are not attributable to specific County services and which are available for County General Fund expenditures. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-12 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 102 County Counsel General Law M D 5,140,693 2,896,385 2,244,308 20.0 Yes Legal services provided to County Departments and Special Districts. 103 Employment and Human Services (CFS) Independent Living Skills M D 712,676 712,676 0 6.0 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. 104 Employment and Human Services (AAS) In-Home Supportive Services Administration M D 7,330,768 6,136,720 1,194,048 46.0 No Funds administration and payments to providers of in-home supportive services for eligible people who are unable to care for themselves at home. 105 Sheriff (Admin Svcs) Inspection and Control M D 1,487,388 (7,527) 1,494,915 7.0 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. 106 Auditor-Controller Internal Audit M D 870,458 502,600 367,858 7.0 No The Division provides reports to management that include objective analyses, appraisals, comments and recommendations on County financial operations. The Internal Audit division also produces the Comprehensive Annual Financial Report. 107 District Attorney Investigation M D 3,062,631 92,000 2,970,631 16.0 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. 108 Sheriff (Field Ops) Investigations M D 8,108,998 195,738 7,913,260 40.0 No This division conducts narcotics enforcement and follow-up investigation of all reported serious crimes that occur in the unincorporated area of Contra Costa County, as well as in the cities and districts that contract for investigative services. 109 Health Services (Detention) Juvenile Hall Medical Services M D 1,357,679 1,357,679 0 11.5 No Provides primary care medical services to inmates at Juvenile Hall. Expenditures are transferred to the Probation Department. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-13 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 110 Probation Juvenile Investigation/Supervision/ Special Services M D 6,978,632 4,340,501 2,638,131 45.0 No Further investigation into alleged offenses, including recommendations regarding the continuing disposition of the minor offender. The department performs over 3,000 intake and court investigations annually. 111 Human Resources Labor Relations/Admin M D 2,375,006 2,322,957 52,049 10.0 Yes Administers County's labor management relations programs including the collective bargaining process, grievance investigation, training and counseling. 112 Board of Supervisors Legislation & Policy Direction M D 5,769,236 213,579 5,555,657 31.0 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. 113 Justice System Development/Planning Local Community Corrections M D 19,285,330 19,285,330 0 0.0 No Special fund created for Communities Corrections Grant under AB109 as a pass-through for the cities' share of SLESF funding. 114 District Attorney Mainline Prosecution M D 20,731,608 12,908,426 7,823,182 120.0 No Attends the courts and conducts on behalf of the people all prosecutions for public offenses occurring in Contra Costa County, including homicide, gang crimes, sexual assault, juvenile, general felony, and misdemeanor crimes 115 Health Services (Mental Health) Mental Health Services Act M D 29,888,041 29,888,041 0 131.7 No Expands Mental Health care programs for children, transition age youth, adults and older adults. (Proposition 63) 116 Central Support Merit Board M D 87,083 30,959 56,124 0.5 Yes Hears and makes determinations on appeals of employees and oversees merit system to ensure that merit principles are upheld. 117 Conservation and Development Multi-Year Special Projects M D 1,016,000 1,016,000 0 0.0 No Inspection services for large projects where fees received are used to cover multiple service years. 118 Public Works Non-County Funded Road Construction (0661) M D 6,107,500 6,107,500 0 0.0 No Non-county road construction projects funded by other governmental agencies. 119 Auditor-Controller Property Tax/Payroll M D 3,199,661 2,640,948 558,713 20.0 Yes This Division ensures that all County departmental employees are paid on a timely and accurate basis. Additionally, the Division builds the tax roll and allocates and accounts for property tax apportionment and assessments. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-14 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 120 Assessor Property Tax Administration Program M D 3,031,671 3,031,671 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. 121 District Attorney Public Administrator M D 300,029 200,000 100,029 2.0 No As ordered by the court where the decedent had no known will or heirs, or had not appointed an executor, investigates cases to locate a will, heirs or relatives; if none, continues to locate and protect assets, arranges for burial, and administers estate 122 District Attorney Public Assistance Fraud M D 406,000 406,000 0 2.0 No Works with personnel from various social service agencies to detect, investigate and successfully prosecute individuals who attempt to defraud various public assistance programs. 123 Employment and Human Services (AAS) Public Authority M D 1,930,004 1,930,004 0 14.0 No Provides registry and referral services, screens registry applicants, assists IHSS recipients with hiring IHSS provider. The program also trains providers and recipients and serves as employer of record for providers. NCC for this special fund is provided through In Home Supportive Services. 124 Public Defender Public Defender M D 18,789,824 944,136 17,845,688 90.5 No Mandated legal representation provided to indigent adult defendants in criminal proceedings, of juveniles upon appointment by the Court, and of persons involved in mental illness proceedings and probate guardianships. 125 Public Works Public Works Services / Administration (0650) M D 42,777,639 42,777,639 0 266.8 No Administrative support to the department to ensure completion of projects. This support includes personnel, clerical, finance/budget and surveyor functions. The budget for all Public Works personnel is in this program. 126 Public Works Purchasing M D 924,278 436,161 488,117 6.0 Yes Purchasing services for all County departments. 127 Public Works Rd Fund Maintenance & Misc. Property M D 18,749,451 18,749,451 0 0.0 No Maintenance for county streets and roads. 128 Public Works Rd Fund-Construction & Road Planning/Admin. M D 21,506,000 21,506,000 0 0.0 No Road construction projects for county roads. Includes administration and planning costs. 129 Employment and Human Services (WFS) Refugee Payments M D 84,607 84,607 0 0.0 No Provides funds for cash assistance payments for immigrants. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-15 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 130 Public Works Resource Recovery M D 408,546 408,546 0 0.0 Yes Recycling services for County departments. 131 Employee/Retiree Benefits Retiree Health Benefits M D 1,484,319 300,000 1,184,319 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. 132 Central Support Risk Management M D 9,088,794 5,290,794 3,798,000 33.0 Yes Net cost represents GF premiums paid to Insurance Trust Funds. 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. 133 County Counsel Risk Mg/Tort Unit M D 1,734,901 1,734,901 0 10.0 Yes Services reimbursed by General Liability Trust Fund. Provides litigation services in-house. 134 Auditor-Controller Special Accounting/Budgets M D 486,927 193,477 293,450 4.0 Yes This division assists in preparing the budget documents for the County and special districts, including monitoring expenditures for budget compliance. Additionally, the Division assists in administering the Tax and Revenue Anticipation Notes and other bond programs that greatly enhance the County's financial status. The Division also is responsible for a variety of governmental fiscal reports. 135 District Attorney Special Prosecution M D 5,154,836 5,062,509 92,327 22.0 No Attends the courts and conducts on behalf of the people all special prosecutions, including auto, real estate, and worker's compensation fraud; environmental crimes, high-tech crimes, and family violence crimes 136 Employment and Human Services (DV) Special Revenue Fund M D 275,000 275,000 0 1.8 No Provides oversight and coordination of domestic violence programs. Supported by recording fees authorized by State law (SB 968) 137 Assessor Support Services M D 6,429,913 678,149 5,751,764 55.0 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, 138 Probation Training M D 99,547 150,975 (51,428) 2.0 Yes State required and approved training for Probation staff. (PC 6035) Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-16 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 139 Conservation and Development Transportation Planning M D 1,283,554 1,283,554 0 4.0 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. 140 Treasurer-Tax Collector Treasurer M D 1,200,314 85,850 1,114,464 6.7 No Administers a comprehensive investment program for the County and districts to ensure maximum yield on investments. 141 Sheriff (Special Funds) Trial Court Security M D 13,039,624 13,039,624 0 0.0 No Provides AB 109 Public Safety Realignment (State) funding for bailiff and court security services for the Superior Court. 142 Sheriff (Field Ops) Unincorporated Patrol M D 25,353,863 39,530,389 (14,176,526) 137.0 No Provides patrol services throughout the unincorporated area of the County using a community based policing model. 143 District Attorney Victim/Witness Advocacy M D 514,975 569,432 (54,457) 6.0 No Victim liaison providing assistance in obtaining protective orders and restitution, advice to the Bench on bail levels, and victim advocacy 144 Agriculture/ Weights & Measures Weights & Measures M D 1,044,111 823,050 221,061 9.0 No Provide assurance of fair business practices by performing inspection of all point-of-sale systems (scanners) used in commercial transactions. Provide regulatory services to ensure commercial sales are made in compliance with State laws. Provide protection for consumers by enforcing State laws designed to prevent deceptive packaging and ensure accurate units of measure. Inspect Weighmasters for compliance with State law. Administer exams to for licensing of device service agents. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-17 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 145 Employment and Human Services (WFDB) WIA Employment & Training/Adult/ Dislocated Worker Programs M D 8,585,000 8,585,000 0 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. 146 Health Services (Public Health) Communicable Disease Control M/D D 12,454,231 8,320,120 4,134,111 63.0 No Identification, investigation and treatment of persons who have communicable disease or who have been exposed or are at risk for a communicable disease. 147 Health Services (Public Health) Family, Maternal & Child Health M/D D 5,775,898 2,655,494 3,120,404 27.0 No Promotes health and welfare of families and children. 148 Employment and Human Services (CFS) Adoptions D M 2,683,458 02,683,458 0 18.4 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. 149 Conservation and Development Affordable Housing D M 120,000 120,000 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. 150 Employment and Human Services (AAS) Agency on Aging HICAP D M 305,337 305,337 0 2.0 No Health Insurance Counseling and Advocacy Program provides health insurance counseling and community education services to over 8,000 individuals. 151 Public Works Area of Benefit Fees D M 2,441,850 2,441,850 0 0.0 No Fees on development for future road projects. 152 Justice System Development/ Planning Automated ID & Warrant D M 2,423,194 672,481 0 0.0 No Special fund to finance a Countywide warrant system and to replace and enhance the automated fingerprint identification equipment. 153 Sheriff (Field Ops) Avoid the 25 D M 154,085 118,337 35,748 0.0 No Avoid the 25 is a grant sponsored by the State of California to fight DUIs on County roadways. 154 Conservation and Development CDBG Small Business & Microenterprise Loan D M 0 0 0 0.0 No Loans to small businesses within the unincorporated County. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-18 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 155 Sheriff (Special Funds) Central ID Bureau D M 1,150,070 1,070,000 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. 156 Employment and Human Services (CFS) Child Abuse Prevention D M 333,892 333,892 0 0.0 No Provides child abuse prevention services authorized by AB 1733; supports the Zero Tolerance for Domestic Violence implementation plan. 157 Employment and Human Services (CSB) Child Development D M 22,138,189 22,138,189 0 138.0 No State-funded general childcare program serving 1,106 children in 17 centers with 59 classrooms 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. 158 Employment and Human Services (CSB) Child Nutrition D M 1,062,059 1,062,059 0 14.6 No Nutritional counseling for families and meal services for low-income and disabled children serving approximately 1,445 children and families and delivers approximately 628,496 meals. 159 Employment and Human Services (CSB) Child Start D M 8,437,664 8,437,664 0 123.0 No Combines Head Start, Early Head Start, and Child Development funds to provide full-day, full-year childcare for 963 children of low-income working parents. 160 Employment and Human Services (CSB) Childcare Enterprise D M 74,089 74,089 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. 161 Sheriff (Contract Svcs) Cities/Districts Contracts D M 20,769,124 20,769,124 0 98.0 No Contract city law enforcement services provided in the cities of Danville, Lafayette, Oakley, and Orinda; and to AC transit and the U.S. Army Military Ocean Terminal Concord. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-19 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 162 Health Services (Comm Health Plan) Commercial Groups, including Basic Health Care D M 97,771,019 97,771,019 0 0.0 No Serves county residents enrolled in Contra Costa Health Plan whose premiums are paid by either themselves or their employers. Also includes those who qualify for Medicare coverage. BHC: Serves medically indigent County residents where household income is 300% of the Federal Poverty Level or less, whose medical care is managed by the Contra Costa Health Plan. Includes Health Care for Indigent eligibles. 163 Employment and Human Services (CSB) Community Action D M 3,317,851 3,192,129 125,722 21.0 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. 164 Employment and Human Services (CSB) Community College Child Development D M 2,163,125 2,163,125 0 6.0 No State-funded childcare program through Community College serving 148 children in 3 centers with 12 classrooms located in East, West, and Central County. 165 Probation Community Probation D M 1,273,396 1,062,384 211,012 8.0 No Partners deputy probation officers with eight police jurisdictions to provide intensive supervision to high-risk youth. 166 Debt Service County/State West Contra Costa Healthcare District (WCCHCD) D M 0 3,000,000 (3,000,000) 0.0 Yes To account for the West Contra Costa Healthcare District's second reallocation of $11.5 million in property tax revenue over a period of approximately four years, commencing with the fiscal year beginning July 1, 2011 and ending June 30, 2014. 167 Justice System Development/ Planning Courthouse Construction D M 2,017,676 1,370,500 0 0.0 Yes Special fund created for penalty assessments levied on court fines for the purpose of courthouse construction. 168 Justice System Development/ Planning Criminal Justice Facility D M 1,285,000 1,285,000 0 0.0 Yes Special fund created for penalty assessments levied on court fines for criminal justice facility constructions, systems development and operations. 169 Sheriff (Field Ops) DA Investigations D M 222,924 230,000 (7,076) 1.0 No Provides Investigation services to the District Attorney's Office. 170 Debt Service Debt Service D M 0 0 0 0.0 Yes Allows County to issue notes, permitting it to borrow money in order to meet short term cash flow deficiencies, pending receipt of taxes and revenues. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-20 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 171 Justice System Development/ Planning DNA Identification D M 270,000 270,000 0 0.0 No Provides for the collection of DNA specimens, samples and print impressions. 172 Probation Domestic Violence D M 765,197 553,489 211,708 5.0 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) 173 Probation Drug Grant D M 152,036 108,331 43,705 1.0 No Intensive monitoring of drug usage and supervision of 150 offenders annually. 174 Employment and Human Services (CSB) Early Head Start D M 3,901,786 3,901,786 0 8.0 No Federally-funded childcare program for infants and toddlers ages 0-3, serving 401 income eligible and disabled infants and toddlers and their families. 175 Health Services (EMS) Emergency Medical Services D M 313,956 313,956 0 0.0 No Reimbursement for County operated Emergency Medical Services program. 176 Human Resources Employee Child Care D M 46,586 46,586 0 0.0 No Board mandate & must follow IRS regs. Provides for the funding and development of child care programs for employees. Funded by benefit admin fee and forfeited Dependent Care Assistance Program monies. 177 Sheriff (Contract Svc) Facility Security Contracts D M 4,232,851 4,232,851 0 31.0 No Contract facility security services for the Health Services Department and the Employment and Human Services Department. 178 Superior Court Functions Family Law Center - Debt Service D M 3,437,317 0 0 0.0 No Provides for the Superior Court's share of the annual debt service payment obligations for the Family Law Center. 179 Employment and Human Services (CFS) Family Preservation Program D M 1,764,847 1,764,847 0 0.4 No Provides intensive social work services to children and families when the child is at risk of out-of-home placement. 180 Employment and Human Services (CFS) Foster Home Licensing D M 1,652,908 1,652,908 0 6.0 No Processes applications for foster home licenses and provides support services to licensed foster care parents. 181 Employment and Human Services (CSB) Head Start D M 22,402,673 22,402,673 0 75.0 No Federally-funded childcare services that provide part-day and full-day educational and comprehensive services for children ages 3-5, serving 1,797 income eligible and disabled children and families. 182 Health Services (EMS) Hospitals D M 461,699 461,699 0 0.0 No Payments to hospitals for emergency room care provided to indigents. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-21 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 183 Employment and Human Services (CSB) Housing & Energy D M 2,140,778 2,107,712 33,066 6.0 No Federally-funded program that provides utility bill payment assistance, energy education, and weatherization services to approximately 5,790 low-income residents of the County. 184 Conservation and Development HUD Block Grant D M 3,301,589 3,301,589 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. 185 Conservation and Development HUD Neighborhood Preservation D M 1,070,500 1,070,500 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. 186 Health Services (Comm Health Plan) In-Home Supportive Services D M 11,516,166 7,779,878 3,736,288 0.0 No Serves county residents enrolled in Contra Costa Health Plan whose premiums are paid by either themselves or their employers. Also includes those who qualify for Medicare coverage. BHC: Serves medically indigent County residents where household income is 300% of the Federal Poverty Level or less, whose medical care is managed by the Contra Costa Health Plan. Includes Health Care for Indigent eligibles. 187 Sheriff (Special Funds) Inmate Welfare Summary D M 1,771,912 1,610,180 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. 188 Health Services (MRMIP) Major Risk Medical Insurance D M 1,233,645 1,233,645 0 0.0 No Provides services to Contra Costa residents who qualify for the Access for Infants and Mothers (AIM) program and the Major Risk Medical Insurance Program (MRMIP). Contra Costa Health Plan is a contracted health plan carrier for these programs, which are administered by the State's Managed Risk Medical Insurance Board. 189 Health Services (CCHP) Medi-Cal Seniors and Persons with Disabilities Members D M 107,164,662 107,164,662 0 0.0 No Serves County residents enrolled in Contra Costa Health Plan who are seniors or persons with a disability that qualify for Medi-Cal. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-22 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 190 Sheriff (Special Funds) Narcotic Forfeiture D M 1,530,521 183,700 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. 191 Debt Service Notes and Warrants Interest D M 0 0 0 0.0 Yes To budget for the interest and administrative costs associated with Teeter Plan borrowing program and other funding sources. 192 Probation Office of Traffic Safety DUI Program D M 156,876 156,876 0 1.0 No California Office of Traffic Safety provides grant funding for intensified supervision of felony drunk drivers. The grant does not cover indirect costs. 193 Probation (Juvenile Facilities) Orin Allen Youth Rehabilitation D M 6,851,963 6,507,042 344,921 41.0 No Correctional facility providing 100 beds for seriously delinquent boys committed by the courts. Approximately 300 juveniles are committed annually for an average stay of six months. (W&I 880) 194 Public Works Other Special Rev. Funds D M 21,368,715 21,368,715 0 0.0 No Use based on special revenue agreements. 195 Health Services (EMS) Pediatric Trauma Centers D M 91,358 91,358 0 0.0 No Reimbursement to physicians and hospitals for uncompensated services provided at pediatric trauma centers. 196 Health Services (EMS) Physicians D M 1,071,146 1,071,146 0 0.0 No Payments to physicians for emergency services to indigents. 197 Conservation and Development Private Activity Bond D M 793,665 793,665 0 0.0 No Bond revenue received from single and multiple family housing program that is used primarily to fund program staff costs and finance property acquisition related to affordable housing and economic development projects. 198 Clerk - Recorder Recorder Micro/Mod (non-general fund) D M 10,098,956 10,098,956 0 11.0 No Provides and maintains procedures, equipment, computers, and staffing to place all recorded documents in medium allowing faster identification and location for public and other County users. 199 Debt Service Retirement Litigation Settlement Debt Service D M 2,759,911 2,759,911 0 0.0 Yes To provide funding for the Retirement Litigation debt services repayment schedule, which resulted from a court case requiring the County to pay $28.1 million over a period of approximately 20 years. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-23 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 200 Debt Service Retirement/UAAL Bond Fund D M 68,405,500 68,405,500 0 0.0 Yes To accumulate and payout the principal and interest costs for the Pension Obligation bonds 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. 201 Probation School Probation Officers D M 1,756,215 1,450,269 305,946 11.0 No Case management services for juveniles referred by school districts as well as those on active probation. 202 Sheriff (Special Funds) Supplemental Law Enforcement Services Funds D M 400,892 417,736 0 0.0 No 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. 203 Conservation and Development Used Oil Recycling Grant D M 80,000 80,000 0 0.0 No Used Oil Block Grant funds to help establish or enhance permanent, sustainable used oil recycling programs. 204 Probation Vehicle Theft (Adult) D M 158,820 145,967 12,853 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. 205 Justice System Development/ Planning Vehicle Theft Program D M 905,623 905,623 0 0.0 No Provides local funding programs relating to vehicle theft crimes. 206 Probation Youthful Offender Treatment Program D M 658,657 77,228 581,429 4.0 No Aftercare supervision for institution commitment treatment program for male youthful offenders. 207 Probation (Juvenile Facilities) Youthful Offender Treatment Program D M 427,336 2,117,678 (1,690,342) 3.0 No 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. 208 Health Services (Amb Svc Areas) Zone A D M 631,991 631,991 0 0.0 No Provides funds for EMS first responder medical equipment, supplies, communication equipment and training of medical dispatchers. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-24 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 209 Health Services (Amb Svc Areas) Zone B D M 6,203,260 6,203,260 0 7.0 No Provides funds for pre-hospital care coordinators, EMS data analyst, EMS first responder equipment, communications equipment, hazardous materials charges and ambulance services. 210 County Administrator AB109 D D 4,485,000 4,485,000 0 1.0 No Administers the AB 109 State Realignment allocation from the State to provide for the reentry and reintegration of the formerly incarcerated, including administrative oversight and data evaluation. 211 Conservation and Development Abandoned Vehicle Abatement Service Authority D D 0 0 0 0.0 No Receives State funds from the Department of Motor Vehicles which are disbursed to cities and unincorporated county related to the abatement of abandoned vehicles in Contra Costa 212 Department of Information Technology Administration D D 2,139,137 2,137,681 1,456 11.0 Yes Provides accounting and administrative services to Dept. Provides a Customer Service Center and an Electronic Government Liaison to coordinate Countywide Internet Efforts. 213 Employment and Human Services (Admin) Administration D D 12,647,758 11,738,835 908,923 153.0 Yes Provides administrative support to all areas of the Department including implementation and operation of a new eligibility system for food stamps, Medi-Cal and cash assistance programs. 214 Health Services (EMS) Administration D D 205,169 205,169 0 0.0 No Reimbursement for County incurred costs related to Emergency Medical Services program collections and disbursements. 215 Health Services (Homeless) Administration D D 526,638 162,000 364,638 3.5 Yes Administration includes staffing (except for Shelter Plus Care), occupancy costs, costs incurred for the Continuum of Care Board, and costs associated with grant writing and consultation. 216 Library Administration D D 4,365,326 4,365,326 0 18.6 No Provides administrative, shipping, and facilities management while organizing and directing the operation of the County Library. 217 Health Services (Hosp & Clinics) Administrative Services D D 11,069,112 11,069,112 0 24.0 Yes Provides centralized Department-wide administrative support to all Health Services divisions, e.g. IT, Payroll, Personnel. 218 County Administrator Affirmative Action D D 261,101 100,000 161,101 1.0 No Coordinates various state, federal and locally approved affirmative action programs. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-25 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 219 Public Works Airport D D 4,465,397 4,465,397 0 16.0 No Operation and capital development of airports. 220 Employment and Human Services (CFS) Ann Adler Children & Family Trust D D 45,753 45,753 No Provides support programs for care of abused, neglected and at risk children. 221 Conservation and Development ARRA EECBG Project D D 0 0 0 0.0 No Develop and implement projects funded by ARRA EECBG to improve energy efficiency and reduce energy use and fossil fuel emissions. 222 Conservation and Development ARRA-HPRP/CDBG-R Grant Summary D D 0 0 0 0.0 No To create suitable living environments, provide decent affordable housing and create economic opportunities for persons of low and moderate incomes. 223 Sheriff (Support Svc) Automated Regional Information Exchange Systems (ARIES) D D 166,500 166,500 0 1.0 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. 224 Auditor-Controller Automated Systems Development D D 200,000 200,000 N/A 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. 225 Board of Supervisors Board Mitigation Programs D D 457,500 150,000 307,500 0.0 No Provides funding for mitigation programs out of the North Richmond Waste and Recovery Fee and the Solid Waste Transfer Facility Host Community Mitigation Fee. 226 Conservation and Development Business Admin/Information Services D D 4,076,268 4,076,268 0 21.0 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 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 computer services. Provide administrative policy and procedure guidance for the department. Respond to data requests for demographic information and public records act. 227 Sheriff (Support Svcs) CAL-ID D D 4,195,825 4,195,825 0 14.5 No Operates a computerized system for the identification of fingerprints. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-26 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 228 County Administrator CCTV & Public Info D D 1,018,798 1,018,798 0 6.0 No Administers cable franchises and community access (CCTV). Supported by cable TV franchise fees. 229 Conservation and Development CDBG First-Time Homebuyer Loan Program D D 0 0 0 0.0 No Provides down-payment assistance to first-time homeowners through a revolving loan program using CDBG funds. 230 Conservation and Development CDBG/Housing and Economic Development (includes Successor Agency) D D 1,032,693 1,032,693 0 6.0 No Responsible for administration of the County’s 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. The Successor Agency oversees the dissolution of the former Redevelopment Agency and staffs the Oversight Board. 231 Sheriff (Admin Svcs) Central Administration D D 17,153,984 1,547,116 15,606,868 37.0 No Comprised of the Sheriff's executive, fiscal, and personnel units which provide centralized administrative oversight of the Office of the Sheriff. 232 Health Services (CCHP) Charges from Other County Depts D D 2,937,606 2,937,606 0 0.0 No Provides centralized charges to Health Services Department from other County departments, e.g. GSD. 233 Sheriff (Support Svc) Community Warning System D D 1,246,068 1,246,068 0 3.0 No Manages the countywide all hazard Community Warning System. The CWS is funded entirely from private industry funds and/or fines. Shows negative appropriation due to budget of expenditure transfers. 234 Health Services (Public Health) Community Wellness & Prevention D D 7,234,443 5,819,983 1,414,460 58.0 No Provides for prevention of chronic disease and injuries. 235 Contingency Reserve Contingency Reserve D D 3,110,000 0 3,110,000 0.0 Yes Provide funding for unforeseen emergencies or unanticipated new expenditures occurring during the fiscal year, which have no other funding source. 236 Health Services (Homeless) Contra Costa Youth Continuum of Services (CCYCS) for Runaway and Homeless Youths D D 740,188 524,403 215,785 1.0 No Contra Costa's Youth Continuum of Services provides outreach, shelter, transitional, and permanent housing and services to youth ages 14-21. 237 Sheriff (Special Funds) Controlled Substance Analysis D D 115,125 17,500 0 0.0 No Provides criminalistics laboratory analysis of controlled substances, in order to increase the effectiveness of criminal investigation and prosecution. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-27 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 238 Agriculture/ Weights & Measures Cooperative Extension D D 231,571 0 231,571 1.0 No Program works with County farmers to assure a sustainable food system that is safe, productive, environmentally friendly and economically viable; 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. 239 Employment and Human Services (CFS) County Children's Trust Fund D D 185,000 185,000 No Provides child abuse prevention services. 240 Sheriff (Special Funds) County Law Enforcement Capital Projects D D 5,021,035 457,000 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. 241 Sheriff (Special Funds) Countywide Gang and Drug Trust D D 1,332,344 102,000 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. 242 Library Countywide Services D D 1,569,831 1,569,831 0 10.4 No Directly provides library service to patrons countywide and supports community library services and operations. These services include: telephone reference service, periodicals, and program support in adult, young adult, and youth services. 243 Crockett/Rodeo Revenues Crockett/Rodeo Revenues D D 576,000 0 576,000 0.0 No Appropriations attributable to the property tax increment from the co-generation facility in Crockett and the UNOCAL Reformulated Gasoline Project at the Rodeo facility for both capital and program uses. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-28 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 244 Sheriff (Custody Svcs) Detention Transportation D D 3,758,050 (254,654) 4,012,704 21.0 No Provides inmate transportation between detention facilities and the Courts. 245 Sheriff (Support Svcs) East Bay Regional Comm System D D 1,650,000 1,650,000 0 0.0 Yes Regional communication system development for public safety interoperability communications. 246 Central Support Economic Development/Arts Commission D D 29,248 14,248 15,000 0.0 No Provides funding to the Arts Commission to promote the arts throughout the County. 247 Sheriff (Support Svcs) Emergency Services D D 2,260,683 469,752 1,790,931 13.0 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. 248 Sheriff (Support Svcs) Emergency Services Support D D 2,155,516 (121,495) 2,277,011 9.0 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. 249 Conservation and Development Energy Upgrade CA D D 50,000 50,000 0 0.0 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. 250 Public Works Facilities MaintenanceBuilding & Grounds D D 91,478,914 91,478,914 0 163.0 Yes General maintenance and repairs of County buildings & facilities. 251 Sheriff (Support Svcs) Federal Grants D D 295,297 295,297 0 0.0 No Federal grants for forensic equipment and supplies. 252 Probation Field Services Support D D 1,898,241 296,464 1,601,777 23.0 No Provides support services to Deputy Probation Office staff in adult and juvenile programs. 253 Health Services (EHS) Fixed Assets D D 44,068 44,068 0 0.0 No Provides for acquisition of capital equipment and for needed capital improvement projects. 254 Health Services (Hosp & Clinics) Fixed Assets D D 14,863,396 14,863,396 0 0.0 No Debt services principal payments, and acquisition of new and replacement capital equipment. 255 Health Services (Public Health) Fixed Assets D D 110,000 0 110,000 0.0 No Provides for acquisition of capital equipment and for needed capital improvement projects. 256 Public Works Fleet Services/ Fleet Services ISF D D 14,553,275 14,553,275 0 17.0 Yes Maintenance, repair, and vehicle acquisition for County departments & fire district. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-29 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 257 Employment and Human Services (DV) General Fund D D 1,832,513 504,266 1,328,247 No Coordinated Services designed to reduce domestic and family violence and elder abuse. 258 Public Works General Property D D 11,595,735 157,329 11,438,406 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. 259 Department of Information Technology GIS Support D D 491,941 441,941 50,000 3.0 Yes Supports Countywide Geographic Information System program. 260 Public Works GSD Outside Agency Services D D 1,275,970 1,275,970 0 0.0 Yes Outside Agency services. This program area includes occupancy costs, print & mail services, and fleet services. 261 Sheriff (Support Svc) Homeland Security Grants D D 2,762,382 2,762,382 0 0.0 No Homeland Security grant management and centralization. 262 Health Services (Homeless) Homeless Management Information System D D 147,269 86,738 60,531 0.0 No The Homeless Management Information System (HMIS) is a shared homeless service and housing database system administered by the County Homeless Program and includes community based homeless service providers. HMIS enables the collection and sharing of uniform client data information; analysis of program effectiveness; longitudinal data collection for analysis of client and program outcomes, in reference to the goals & objectives of the 10 Year Plan to End Homelessness. Also includes participation in a Bay Area Wide data collection system for analysis of client outcome data and service utilization patterns of homeless persons. 263 Conservation and Development HOPWA Grant D D 1,290,500 1,290,500 0 0.0 No Provide housing opportunities for people with HIV/AIDS. 264 Conservation and Development Housing Rehabilitation D D 385,087 385,087 0 3.0 No Financial assistance to low and moderate-income families performing housing rehabilitation. 265 Conservation and Development HUD Emergency Shelter D D 400,000 400,000 0 0.0 No Emergency Shelter Grant program provides homeless persons with basic shelter and essential supportive services. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-30 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 266 Conservation and Development HUD Home Block Grants D D 8,514,864 8,514,864 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. 267 Conservation and Development HUD Neighborhood Stabilization D D 2,651,033 2,651,033 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. 268 Department of Information Technology Information Security D D 511,556 511,557 (1) 1.0 Yes Maintains the Countywide Information Security Program including Information Security Awareness, Risk Assessment and Business Resumption programs. 269 Sheriff (Support Svc) Information Services D D 3,401,911 29,420 3,372,491 11.0 No Provides communication and programming for networks, jail management, communication system and ARIES. 270 Health Services (Homeless) Interim Housing and Support Services D D 1,092,689 335,765 756,924 1.0 No Interim Housing and Support Services offer short-term shelter and support services that allow for stabilization, referral and preparation for permanent housing and/or mental health and treatment services. 271 Health Services (Detention) Juvenile Justice Facilities D D 488,476 488,476 0 0.0 No Crisis intervention, medication evaluation and consultation. 272 Conservation and Development Keller Canyon Mitigation Fee D D 1,200,000 1,200,000 0 0.0 No Funding for mitigation programs within East County community. 273 Justice System Development/Planning Law & Justice System Development D D 2,061,965 161,965 1,900,000 3.0 Yes Develops and installs automated info systems for justice departments. 274 Sheriff (Special Funds) Law Enforcement Training Center D D 1,480,594 1,481,854 0 5.0 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. 275 Library Lib-Community Services D D 14,067,523 14,067,523 0 118.9 No Includes the provision of community library services through 26 County Library facilities. These services include materials collections, public services, and programs that are tailored for each community. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-31 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 276 Conservation and Development Livable Communities D D 0 0 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. 277 Sheriff (Field Ops) Marine Patrol D D 4,309,608 1,955,623 2,353,985 12.0 No Responsible for patrol of the navigable waterways within the County and enforcement of all applicable laws. 278 Central Support Mgmt Info System D D 697,000 350,000 347,000 0.0 Yes Computer support to small depts, Productivity Investment Fund, Geographic Information System Program. 279 Health Services (AODS) Narcotic Treatment Program D D 4,148,306 4,148,306 0 0.0 No Provides outpatient methadone maintenance for opiate dependent adults, especially those persons at risk of HIV infection through IV drug use. 280 Department of Information Technology Network Services D D 1,390,488 1,390,489 (1) 7.0 Yes Provides business and technical assistance, including overall IT infrastructure design, implementation, project mgmt, system integration, storage services, e-mail & internet access. 281 Health Services (AODS) Non-Residential Program D D 692,298 647,070 45,228 0.0 No Provides outpatient substance abuse recovery services for adults, youth/adolescents and family members who have alcohol and other drug problems, persons at risk or addicted to alcohol and other drugs. 282 Department of Information Technology Operations D D 3,703,511 3,704,964 (1,453) 8.0 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. 283 Health Services (Homeless) Outreach and Engagement Services D D 283,096 283,096 0 0.0 No These services are aimed at identifying homeless individuals and families in need of services and assisting them in accessing the services necessary to end their homelessness. Outreach and engagement services include an interim housing intake line, outreach teams, and multi-service centers. 284 Health Services (Public Health) PH Administration & Management D D 5,156,431 2,161,599 2,994,832 26.0 Yes Provides program oversight. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-32 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 285 Conservation and Development PH Bart Greenspace Maintenance D D 50,500 50,500 0 0.0 No Construction/development of a green-space/respite on the Iron Horse Corridor between Coggins to Treat Blvd, including the south portion of former Del Hombre Lane. 286 Central Support Plant Acquisition D D 40,000 0 40,000 0.0 No 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. 287 Conservation and Development Plant Acquisition D D 0 0 0 0.0 No Funding for the acquisition and rehabilitation of a department financed central operations office 288 Health Services (AODS) Prevention Services D D 1,451,181 1,451,181 0 4.0 No Provides alcohol and other drugs education, drug-free activities, community-based initiatives, problem identification and referral for youth and adults. 289 Public Works Print and Mail Services D D 4,013,103 4,013,103 0 19.0 Yes Copy, printing, and mail services for County departments. 290 Probation Probation Collections Unit D D 578,553 640,000 (61,447) 5.0 No Collections unit was added to the Probation Department in FY2010/11 upon the closure of the Office of Revenue Collections. The unit is responsible for collecting fees. 291 Health Services (Public Health) Public Health Clinical Services D D 10,371,716 7,894,239 2,477,477 97.0 No Provides full scope pediatric clinics, women's health and family planning, sexually transmitted disease clinics, occupational health clinics, immunization clinics, public health nursing visits to new babies and mothers, and health care for the homeless. 292 Conservation and Development Residential Rental Inspection D D 12,582 12,582 0 0.0 No Inspection services for all rental units in unincorporated portions of the County 293 Health Services (AODS) Residential Services Program D D 3,564,966 3,332,064 232,902 17.0 No Provides recovery services for men, women, women and their children, and adolescents, and detoxification for adults. 294 Health Services (AODS) SAMHWORKs Program D D 399,757 399,757 0 0.0 No Provides assessment, referrals and treatment for CalWORKs clients referred through Employment and Human Services Department. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-33 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 295 Health Services (Public Health) Senior Nutrition Program D D 1,390,788 1,294,999 95,789 3.0 No Provides 450,000 meals per year including 250,000 meals delivered to the residences of frail homebound elders and AIDS patients Countywide via 60+ volunteer driven delivery routes, and 200,000 meals served in 21 community and senior centers. 296 Conservation and Development Service Contracts/Satellite Locations D D 3,622,500 3,622,500 0 5.0 No Inspection services to various contract cities and remote locations within the unincorporated county. 297 Sheriff (Field Ops) Sheriff's Helicopter Program D D 584,050 584,050 0 0.0 No Provides air support throughout the County and through contract with the City of Vallejo. 298 Employment and Human Services (SIT) SIT D D 125,000 125,000 No Provides integrated delivery of human services provided by various county departments. 299 Animal Services Spay/Neuter Clinic D D 561,407 839,258 (277,851) 2.0 No Provides low cost pet spay/neuter services to the public. 300 Health Services (AODS) Special Programs D D 4,824,182 4,824,182 0 2.0 No Time-limited federal and State special initiatives and demonstration projects including Perinatal Substance Abuse Treatment, CSAT, Proposition 10, BASN Project and Drug Court projects. 301 Sheriff (Support Svc) Special Weapons and Tactics (SWAT) Team D D 173,487 20,000 153,487 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. 302 Employment and Human Services (WFS) SSI Advocacy D D 796,522 6.4 No Assists GA and CalWORKs clients with a verified disability, which has lasted or is expected to last 12 months, apply for Supplemental Security Income (SSI) benefits and as needed to appeal the denial of benefits. 303 Library Support Services D D 3,647,704 3,647,704 0 27.0 No Support Services includes automation, technical services, and collection management. 304 Health Services (Mental Health) Support Services D D 8,056,456 8,056,456 0 47.6 No Provides personnel administration, contract negotiation, program planning and development, monitoring service delivery and quality assurance, and interagency coordination. 305 Health Services (AODS) Support Services and Countywide Prevention D D 371,045 371,045 0 16.0 No Management of all substance abuse services, including personnel, budgets, program planning and evaluation, contracted services, Countywide prevention activities and monitoring service delivery. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-34 County of Contra Costa FY 2013-2014 Recommended Budget Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 306 Health Services (Homeless) Supportive Housing Program D D 735,670 735,670 0 0.0 No The Supportive Housing Program 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. 307 Department of Information Technology Systems and Programming D D 4,855,236 4,855,237 (1) 21.0 Yes Provides information application services to Depts via consultation; proposes solutions to meet business goals and incorporating technology solutions by designing, implementing and maintaining departmental systems. 308 Sheriff (Support Svc) Technical Services Administration D D 1,146,661 (44,337) 1,190,998 6.0 No Provides administrative oversight for the Technical Services Division. 309 Department of Information Technology Telecommunications D D 8,542,651 8,447,651 95,000 20.0 Yes Responsible for planning, operating, maintaining, and managing the County's communication systems including radio, telephone, voice mail and microwave. 310 Sheriff (Admin Svcs) Training Division D D 2,135,002 174,019 1,960,983 4.0 No Responsible for the coordination of the training of personnel for the State Training for Corrections (STC) and Police Officers Standards and Training (POST) and for in-service training. 311 Conservation and Development Transportation Improvement - Measure C/Measure J D D 2,006,000 2,006,000 0 0.0 No Measure C monies are allocated based upon a 7-year Capital Improvement Program approved by the Board of Supervisors and other agencies for specific transportation projects. 312 Conservation and Development Vehicle Abatement Program D D 151,909 151,909 0 0.0 No Inspection services to remove abandoned vehicles that possess a hazard or public nuisance. 313 Sheriff (Support Svc) Vehicle Anti-Theft Program D D 3,650 474,500 (470,850) 0.0 No Investigates and gathers evidence on stolen vehicles throughout Contra Costa County. 314 Veterans Services Veterans Services D D 858,103 175,000 683,103 6.5 No Provides assistance to veterans, their dependents and survivors in obtaining veteran's benefits. Mandatory/Discretionary Program Listing – By SERVICE and LEVEL County of Contra Costa FY 2013-2014 Recommended Budget F-35 Program Service Level Gross Amount Revenue General Infrastructure Offset Fund NCC FTE Support Explanation 315 Conservation and Development Water Planning D D 924,469 924,469 0 6.0 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. 316 Conservation and Development Weatherization D D 1,192,500 1,192,500 0 13.0 No Free home weatherization services to low income residents. 317 Employment and Human Services (WFDB) WIA Small Business Development D D 515,000 515,000 1.0 No Provides training, counseling, and technical assistance to small businesses and startups to support economic development and stimulate job growth in Contra Costa County and the region. 318 Department of Information Technology Wide-Area-Network Services D D 2,911,526 2,961,526 (50,000) 4.0 Yes Insures on-going support and maintenance of the County's Wide-Area-Network (WAN) Infrastructure. Service Key: M = Mandated by law (must be legal mandate NOT a Board mandate) D = Discretionary Level Key: M = Mandated by law D = Discretionary level Mandatory/Discretionary Program Listing – By SERVICE and LEVEL  F-36 County of Contra Costa FY 2013-2014 Recommended Budget Contra Costa County Organizational Chart County of Contra Costa FY 2013-2014 Recommended Budget G-1   Board of Supervisors County Administrator & Divisions* Law and Justice Agriculture & Cooperative Extension Animal Services Conflict Defense District Attorney Fire Districts Justice Systems Development/Planning Probation Public Defender Sheriff-Coroner Superior Court Related Functions General Government Clerk-Recorder County Counsel Dept of Conservation and Development Human Resources Library Public Works Health and Human Services Child Support Services Community Services Employment and Human Services Health Services Veterans Services Finance Assessor Auditor-Controller Crockett/Rodeo Revenues Debt Service Employee/Retiree Benefits Treasurer-Tax Collector *County Administrator Divisions include: Clerk of the Board Department of Information Technology/Telecommunications Law & Justice Systems Risk Management Contra Costa County Organizational Chart   G-2 County of Contra Costa FY 2013-2014 Recommended Budget   Fund Definitions County of Contra Costa FY 2013-2014 Recommended Budget H-1 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. Fund Definitions H-2 County of Contra Costa FY 2013-2014 Recommended Budget County o                                                     of Contra Cos Go sta FY 2013-2   Cou vernmental Funds General F Special Rev Funds Capital Pro Funds Permane Funds Debt Serv Funds 2014 Recom unty Funds und venue oject ent vice Pro F In mended Bud Contra Cos County (all funds prietary Funds Enterprise Funds nternal Servi Funds Budg dget sta ) ice Special (depen Govern Fun Spe De getary Fu Districts ndent) nmental nds cial Revenu Funds ebt Service Funds nd Struct e ture I-1 Budgetary Fund Structure   I-2 County of Contra Costa FY 2013-2014 Recommended Budget   Table of Funds – Financial Fund Order Fund Category Fund Number Fund Title Fund Description County of Contra Costa FY 2013-2014 Recommended Budget Page J-1 County Governmental General 100300 GENERAL To account for resources traditionally associated with government, which are not required legally to be accounted for in another fund. The General Fund is the primary operating fund of the County. County Governmental 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. County Governmental Capital Project 105800 JUVENILE HALL - CAPITAL PROJECT To account for expenditures and revenues for planning the replacement of the County Juvenile Hall. County Governmental Capital Project 105900 ELLINWOOD CAPITAL – PROJECT To account for expenditures and revenues for the Ellinwood - EHS capital project. County Governmental Special Revenue 110000 RECORDER MODERNIZATION To account for the process converting records and modernizing computerized systems in the County Recorder's Office. County Governmental Special Revenue 110100 COURT / CLERK AUTOMATION To account for the cost of automating the Court's recordkeeping system. County Governmental 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. County Governmental 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. County Governmental Special Revenue 110400 CRIMINALISTICS LABORATORY To account for revenue generated from fines levied for various controlled substance violations to be used for laboratory analysis. County Governmental Special Revenue 110500 SURVEY MONUMENT PRESERVATION To account for funding used to retrace major historical land division lines upon which later surveys are based. County Governmental 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. County Governmental 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. County Governmental 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. County Governmental Special Revenue 110900 TRANSPORTATION IMPROVEMENT To account for the development, implementation and maintenance of a County Growth Management Program. Table of Funds – Financial Fund Order Fund Category Fund Number Fund Title Fund Description  Page J-2 County of Contra Costa FY 2013-2014 Recommended Budget County Governmental Capital Project 111000 SANS CRAINTE DRAINAGE To fund design and construction of drainage improvements for the Sans Crainte Drainage area. County Governmental Special Revenue 111100 PRIVATE ACTIVITY BOND To account for County Private Activity Bond fees received from single and multiple-family housing programs that are used to fund program costs and finance property acquisition related to affordable housing and economic development projects. County Governmental 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. County Governmental Special Revenue 111400 NAVY TRANSPORTATION MITIGATION To account for the implementation of various transportation improvement projects near the Concord Naval Weapons Station. County Governmental Special Revenue 111500 TOSCO/SOLANO TRANSPORTATION MITIGATION To account for financing from TOSCO used to implement various transportation improvement projects near Solano Avenue. County Governmental Special Revenue 111600 CHILD DEVELOPMENT FUND To account for the funding from the State to provide low-income residents by providing childcare and related services. County Governmental Special Revenue 111800 HUD NEIGHBORHOOD STABILIZATION PROGRAM To account for funding for the HUD Neighborhood Stabilization Program grants. County Governmental 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. County Governmental Special Revenue 112000 CONSERVATION AND DEVELOPMENT To account for the funding for community development and building inspection functions in the County. County Governmental 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. County Governmental 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). County Governmental 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 Contra Costa County. County Governmental Special Revenue 112400 DISTRICT ATTORNEY CONSUMER PROTECTION To account for funding from court ordered settlements for District Attorney consumer protection projects when individual restitution cannot be determined or is not feasible. Table of Funds – Financial Fund Order Fund Category Fund Number Fund Title Fund Description County of Contra Costa FY 2013-2014 Recommended Budget Page J-3 County Governmental Special Revenue 112500 DOMESTIC VIOLENCE VICTIM ASSISTANCE To account for the funding for emergency shelter, counseling, health and social welfare services to victims of domestic violence as mandated by the Welfare and Institutions Code §18290-18308. Fees generated through marriage licenses and court fines (Penal Code §1203.097). County Governmental Special Revenue 112600 DISPUTE RESOLUTION PROGRAM To account for the costs of supporting dispute resolution services, funded by revenue generated from court filing fees. County Governmental 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). County Governmental 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. County Governmental 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. County Governmental 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. County Governmental 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. County Governmental 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. County Governmental 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. County Governmental 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. 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. County Governmental Special Revenue 113700 AB75 SPECIAL REVENUE FUND To account for the receipt and disbursement of Cigarette and Tobacco Product Surtax fund allocations and Emergency Medical Services Appropriations fund allocations received in odd numbered years. Table of Funds – Financial Fund Order Fund Category Fund Number Fund Title Fund Description  Page J-4 County of Contra Costa FY 2013-2014 Recommended Budget County Governmental Special Revenue 113900 TRAFFIC SAFETY FUND To account for the cost of official traffic control devices, the maintenance of equipment and supplies for traffic law enforcement and traffic accident prevention, the maintenance, improvement or construction of public streets, bridges and culverts, and in some cases, school crossing guards with a Board-governed policy services area. County Governmental 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. County Governmental 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 aimed at prevention, enforcement and prosecution of illegal drug activity. County Governmental 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. County Governmental 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"). County Governmental 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. County Governmental Special Revenue 114600 PROPOSITION 36 MENTAL HEALTHSERVICES ACT To account for monies generated from the Proposition 63 Mental Health Services Act to be used for community planning, community services and supports, capital information and technology, education and training, prevention and early intervention, and innovation. County Governmental 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). County Governmental 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. County Governmental Special Revenue 114900 PROBATION OFFICERS SPECIAL FUND Revolving fund used to account for General Fund monies used for postage, petty cash. County Governmental Special Revenue 115000 AUTOMATED SYSTEMS DEVELOPMENT To account for the interest and administrative costs associated with the Teeter Plan borrowing program and other funding sources to finance maintenance and enhancements for countywide financial systems. Table of Funds – Financial Fund Order Fund Category Fund Number Fund Title Fund Description County of Contra Costa FY 2013-2014 Recommended Budget Page J-5 County Governmental Special Revenue 115100 PROPERTY TAX ADMINISTRATIVE PROGRAM To account for financing from AB 719 used to fund operation improvements in the Assessor's Office. County Governmental 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. County Governmental 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). Governmental Special Revenue 115900 L/M HSG ASSET FD-LMIHAF To account for the winding down of the County's former redevelopment activities in accordance with Assembly Bill No. 1484 and as codified in the State of California's Health and Safety Code. County Governmental Special Revenue 120600 COUNTY LIBRARY To account for the funding of operations for the County library. County Governmental 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. County Governmental Special Revenue 123100 HERCULES/RODEO/CROCKETT AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Hercules/Rodeo Crockett County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). County Governmental 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). County Governmental 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). County Governmental 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). 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). County Governmental 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). Table of Funds – Financial Fund Order Fund Category Fund Number Fund Title Fund Description  Page J-6 County of Contra Costa FY 2013-2014 Recommended Budget County Governmental 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). County Governmental 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). County Governmental 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). County Governmental 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). County Governmental Special Revenue 128100 MARSH CREEK AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Marsh Creek County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). County Governmental 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). County Governmental 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). County Governmental Special Revenue 132800 COUNTY CHILDRENS To account for monies supporting prevention and intervention services to abused and neglected children or to children at risk. Funding generated through birth certificate fees (AB2994). County Governmental Special Revenue 133200 ANIMAL BENEFIT To account for donations limited to items that directly benefit animals. County Governmental 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. County Governmental 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. Table of Funds – Financial Fund Order Fund Category Fund Number Fund Title Fund Description County of Contra Costa FY 2013-2014 Recommended Budget Page J-7 County Governmental 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). County Governmental 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). County Governmental 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. 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. County Governmental Debt Service 135000 RETIREMENT UAAL BOND FUND To accumulate and payout the principle and interest costs for Pension Obligation bonds for employee retirement liabilities. County Governmental Debt Service 135200 RETIREMENT LITIGATION SETTLEMENT DEBT SERVICE To account for funding for the Retirement Litigation debt services repayment schedule, which resulted from a court case requiring the County to pay $28.1 million over a period of approximately 20 years. County Governmental 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). County Governmental Special Revenue 138800 SOUTHERN PACIFIC RIGHT-OF-WAY FUND (Southern Pacific Right of Way fund) To Account for the planning of possible future uses, maintenance, and administration of the former Southern Pacific Railroad right of way. (Res 91-813) County Governmental 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). County Governmental 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). County Governmental 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. County Governmental 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). Table of Funds – Financial Fund Order Fund Category Fund Number Fund Title Fund Description  Page J-8 County of Contra Costa FY 2013-2014 Recommended Budget County Governmental Special Revenue 139500 ROAD DEVELOPMENT BAY POINT AREA To account for developer fees used to finance improvements of bridges and major thoroughfares in the West Pittsburg area, mitigating adverse traffic and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). County Governmental Special Revenue 139900 ROAD DEVELOPMENT PACHECO AREA To account for developer fees used to finance improvements of bridges and major thoroughfares in the Pacheco area, mitigating adverse traffic and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). County Proprietary Enterprise 140100 AIRPORT ENTERPRISE To account for the operation and capital development of Buchanan and Byron Airports. County Proprietary 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. 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. County Proprietary Enterprise 145000 HOSPITAL ENTERPRISE To account for the operations of the Contra Costa Regional Medical Center (CCRMC). County Proprietary 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. County Proprietary 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. County Proprietary 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. County Proprietary Internal Service 150100 FLEET INTERNAL SERVICE FUND To account for funding and facilitate regular scheduled replacement of County vehicles. Special District Governmental Various Various FIRE PROTECTION DISTRICTS To account for fire protection services in the County. Services include fire suppression responses, emergency medical services, rescue responses, hazardous condition responses, plan review, code enforcement, fire/arson investigation, weed abatement, public education, and permits issuance required by Fire Code. Primarily funded by property taxes. Table of Funds – Financial Fund Order Fund Category Fund Number Fund Title Fund Description County of Contra Costa FY 2013-2014 Recommended Budget Page J-9 Special District Governmental Various Various FLOOD CONTROL DISTRICTS To account for activities related to regional drainage facility planning, collection and analysis of rainfall data, and project. Funded by drainage fees, property tax assessments and interest earnings. Special District Governmental Various Various STORM DRAINAGE DISTRICTS To account for accumulated monies for payment of storm drainage bonds. Financed provided by specific property tax levies. Special District Governmental Various Various STORMWATER UTILITY DISTRICTS To account for activities related to: new development and construction controls; public education and industrial outreach; municipal maintenance; inspection activities; and illicit discharge control activities in order to comply with the National Pollutant Discharge Elimination System permit (Clean Water Act). Activities are funded by Stormwater Utility parcel assessments. Special District Governmental 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. 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. Special District Governmental Various Various MISCELLANEOUS DISTRICTS To account primarily for development of the County's water policy and oversight ship channel navigation projects. Funding provided by property tax assessments and some interagency agreements. Additionally, there are funds to support a park and ride program in Discovery Bay which is funded by property tax assessments and interest earnings. Special District Governmental 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. Special District Governmental 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. Special District Governmental 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. Special District Governmental Various Various SANITATION DISTRICTS To account for sewage collection, treatment, and disposal for the unincorporated areas of the County. Funded by user fees. Table of Funds – Financial Fund Order Fund Category Fund Number Fund Title Fund Description  Page J-10 County of Contra Costa FY 2013-2014 Recommended Budget Special District Governmental 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. Special District Governmental Various Various SERVICE AREA - LIGHTING To account for the flow of funds for ongoing operation, maintenance, and servicing of street lighting in the public right-of-way through the unincorporated areas of the County. Funded by property tax assessments. Fund – Department Relationship County of Contra Costa FY 2013-2014 Recommended Budget K-1 Fund Department 100300 - General Fund Agriculture-Weights & Measures Animal Services Assessor Auditor-Controller Board of Supervisors Central Support Services Conservation & Development County Administrator County Clerk-Recorder District Attorney Employment & Human Services General County Services Health Services Human Resources Miscellaneous Services Probation Public Defender Public Works Sheriff-Coroner Superior Court - Jury Comm Treasurer-Tax Collector 105900 - Ellinwood Capital Project Public Works 106000 - Facility Lifecycle Improvement Fund General County Services 105600 - County Law Enforcement Capital Projects Sheriff-Coroner 105700 - Public Protection - Capital Project Fund Central Support Services 105800 - Juvenile Hall - Capital Project Central Support Services 110000 - Recorder Modernization County Clerk-Recorder 110100 - Court/Clerk Automation Superior Court - Jury Comm County Clerk-Recorder 110200 - Fish and Game Conservation & Development 110300 - Land Development Fund Public Works 110400 - Criminalistics Laboratory Sheriff-Coroner 110500 - Survey Monument Preservation Public Works 110600 - Criminal Justice Facility Construction Plant Acquisition 110700 - Courthouse Construction Plant Acquisition 110800 - Road Fund Public Works Fund – Department Relationship   K-2 County of Contra Costa FY 2013-2014 Recommended Budget  Fund Department 110900 - Transportation Improvement Conservation & Development 111000 - Sans Crainte Drainage Public Works 111100 - Private Activity Bond Conservation & Development 111300 - Affordable Housing Special Revenue Conservation & Development 111400 - Navy Trans Mitigation Public Works 111500 - Tosco/Solano Trans Mitigation Public Works 111600 - Child Development Fund Employment & Human Services 111800 - HUD NSP Conservation & Development 111900 - Used Oil Recycling Grant Conservation & Development 112000 - Conservation & Development Conservation & Development 112100 - CDD/PWD Joint Review Fee Public Works 112200 - Drainage Deficiency Public Works 112300 - Public Works Public Works 112400 - DA Consumer Protection District Attorney 112500 - Domestic Violence Victim Assistance Employment & Human Services 112600 - Dispute Resolution Program Justice System Planning 112700 - Zero Tolerance - Domestic Violence Employment & Human Services 112900 - DA Revenue Narcotics District Attorney 113000 - DA Environ/OSHA District Attorney 113100 - DA Forfeiture-Fed-DOJ District Attorney 113200 - Walden Green Maintenance Conservation & Development 113300 - R/Estate Fraud Prosecution District Attorney 113400 - CCC Dept of Child Support Services Child Support Services 113500 - Emergency Med Svcs Fund Health Services 113600 - Prop 36-Sub Abuse Cp Act Health Services 113700 - Ab75 Tobacco Tax Fund Health Services 113900 - Traffic Safety Fund Sheriff-Coroner 114000 - Pub Protect-Spec Rev Fund Justice System Planning 114100 - Sheriff Narc Forfeit-St/Local Sheriff-Coroner 114200 - Sheriff Forfeit-Fed-DoJ Sheriff-Coroner 114300 - Sup Law Enforcement Svcs Justice System Planning Sheriff-Coroner Probation District Attorney 114500 - Sheriff Forfeit-Fed Treasury Sheriff-Coroner 114600 - Prop 63 Mh Svcs Acct Health Services Fund – Department Relationship County of Contra Costa FY 2013-2014 Recommended Budget K-3 Fund Department 114700 - Prisoners Welfare Fund Sheriff-Coroner 114800 - Comm Coll Child Dev-Fund Employment & Human Services 114900 - Probation Officers Special Fund Probation 115000 - Automated Sys Dvlpmnt General County Services Auditor-Controller 115100 - Property Tax Admin Assessor 115300 - Cnty Local Rev Fund 2011 Health Services Employment & Human Services Justice System Planning Sheriff-Coroner Probation District Attorney Public Defender 115500 - IHSS Public Authority Employment & Human Services 115600 - DNA Identification Fund Justice System Planning 115700 - Comm Corr Prfmc Incntv Fd Probation 115800 - No Rich Wst&Rcvy Mtgn Fee Board of Supervisors 115900 – L/M HSG Asset FD-LMIHAF Conservation & Development 120600 - County Library Library 120700 - Casey Library Gift Library 123100 - Hercul/Rodeo Crock Area of Benefit Public Works 123200 - West County Area of Benefit Public Works 123400 - North Richmond Area of Benefit Public Works 124000 - Martinez Area of Benefit Public Works 124100 - Briones Area of Benefit Public Works 124200 - Central Co Area of Benefit Public Works 124300 - So Wal Crk Area of Beneft Public Works 126000 - Alamo Area of Benefit Public Works 127000 - South Co Area of Benefit Public Works 128000 - Pitts/Antioch Area of Benefit Public Works 128100 - Marsh Crk Area of Benefit Public Works 128200 - East County Area of Benef Public Works 129000 - Bethel Isl Area Of Beneft Public Works 132800 - County Childrens Employment & Human Services 133200 - Animal Benefit Animal Services 133400 - Co-Wide Gang And Drug Sheriff-Coroner Fund – Department Relationship   K-4 County of Contra Costa FY 2013-2014 Recommended Budget  Fund Department 133700 - Livable Communities Fund Conservation & Development 134000 - AVA Service Authority County Administrator 134700 - CDBG Small Business & Microent Loan Conservation & Development 134800 - CDBG First-Time Homebuyer Loan Conservation & Development 134900 - ARRA HUD Bldg Insp NPP Conservation & Development 135000 - Retirement Uaal Bond Fund General County Services 135200 - Retirement Litigation Settlement Debt Service General County Services 135400 - Family Law Ctr-Debt Svc General County Services 136000 - Central Identify Bureau Sheriff-Coroner 138800 - SPRW Fund Public Works 138900 - East/Cent Travel Corridor Public Works 139000 - Rd Dvlpmnt Discovery Bay Public Works 139200 - Road Improvement Fee Public Works 139400 - Rd Development Rich/El Sobrt Public Works 139500 - Road Development Bay Point Public Works 139900 - Rd Development Pacheco Area Public Works 140100 - Airport Enterprise Public Works 142000 - Sheriff Law Enf Trng Cntr Sheriff-Coroner 142500 - Childcare Enterprise Employment & Human Services 145000 - Hospital Enterprise Health Services 145200 - Creekside Snf Hospital Enterprise Health Services 146000 - Hmo Enterprise Health Services 146100 - Hmo Enterprise-Comm Plan Health Services 146200 - Major Risk Med Insur Ent Health Services 150100 - Fleet ISF Public Works       Glossary of Terms     County of Contra Costa FY 2013-2014 Recommended Budget L-1   Accrual - an accounting adjustment that recognizes revenues and expenses in the period earned or spent, regardless of the timing of related cash flows. Actuarial Accrued Liability - as assessed by an actuary, relating to pension costs/benefits, represents the present value of fully projected benefits attributable to service credit that has been earned (or accrued) as of the valuation date. 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. American Recovery and Reinvestment Act of 2009 (ARRA) - 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 Agreed-upon Temporary Absences (ATA) – temporary absence program bargained with the majority of the County’s employee groups. The program runs from July 1, 2009 through June 30, 2011 and reduces the hours worked and compensation received by 48 hours in each of the two fiscal years. 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. 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. 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. 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. 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. Capital Expenditures - are 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. Capital Project Fund - a Governmental Fund used to account for resources dedicated to acquiring or constructing major capital facilities. 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. Contingency Reserve (same as Reserves) - appropriations set aside to meet unforeseen economic and/or operational circumstances. Level/amount governed by General Fund Reserve Policy. 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. Debt Service Fund - a Governmental Fund used to account for accumulation of resources dedicated to pay principal and interest on general obligation debt. Discretionary Services - services not required by local, State or Federal mandates; services that are mandated but without specified service levels; and services that are provided at levels higher than mandated or in excess of maintenance-of-effort (MOE) requirements. Glossary of Terms   L-2 County of Contra Costa FY 2013-2014 Recommended Budget  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. 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. Final Budget (Adopted Budget) - adopted by the Board of Supervisors, normally after prior year closing activities are complete and the State budget has passed, as the legal spending authority for a fiscal year; and (b) a publication of financial schedules required by a variety of State statutes (commonly referred to as the County Budget Act) Fines, Forfeitures & Penalties - a Revenue class that includes vehicle code fines, other court fines, forfeitures and penalties, and penalties and costs on delinquent taxes. Fiscal Year (FY) - a 12-month accounting period to which the operating budget applies. In Contra Costa County, the fiscal year is July 1 through June 30. Fixed Assets - tangible items of long-term character such as land, buildings, furniture, and other equipment with a unit cost in excess of $5,000. Fund - a fiscal and accounting entity with a self- balancing set of accounts in which cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attain certain objectives in accordance with special regulations, restrictions or limitations. Fund Balance - the difference between fund assets and fund liabilities remaining at year-end. For budgetary purposes, this represents the sum of over- realized or unanticipated revenues and unspent appropriations or reserves at the end of each fiscal year. General Fund - a Governmental Fund used to account for the general operations of government and any activity not accounted for in another fund. 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. 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. 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. Licenses, Permits and Franchises - a Revenue class that includes animal licenses, business licenses, permits and franchises. 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. Modified Accrual Basis of Accounting - (a) recognizes revenues in the accounting period in which they become available and measureable; and (b) recognizes expenditures in the accounting period in which the fund liability is incurred, if measureable, except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. Net County Cost - the difference between budgeted appropriations and departmental revenues for General Fund budgets and is financed by General Purpose Revenues. Object Level (of Appropriations/Expenditures) - major classification category of proposed or actual expenditures as defined by State regulations. Object Levels include: Salaries & Benefits; Services & Glossary of Terms     County of Contra Costa FY 2013-2014 Recommended Budget L-3   Supplies; Other Charges; Fixed Assets; Intrafund Transfers; and Other Financing Uses. Appropriations are legally adopted at the Object Level within the County budget. 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. 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. 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. 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 Revenue - source of income to an operation from any funding source other than Fund Balance. Revenue Class - similar to Object Level for appropriations/expenditures, the descriptive classes for budgetary classification of Revenue. Major classes include: Taxes; Licenses, Permits and Franchises; Fines, Forfeitures and Penalties; Use of Money and Property; Intergovernmental Revenues; Charges for Services; Interfund Revenues; Miscellaneous Revenue; Other Financing Sources. Salaries & Benefits - an Object Level of appropriations for all expenditures for employee- related costs. Services & Supplies - an Object Level of appropriations for expenditures related to the purchase of goods and services. 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. Total Sources - all revenues and fund balance utilized to finance expenditure needs (requirements). 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 Use of Money and Property - a Revenue class that contains funds received from interest, rent payments or proceeds from the sale of property. Glossary of Terms   L-4 County of Contra Costa FY 2013-2014 Recommended Budget