HomeMy WebLinkAboutMINUTES - 04222014 - D.13RECOMMENDATION(S):
1. OPEN and CONDUCT a public hearing to receive input on the FY 2014-15 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;
3. ACKNOWLEDGE that the employees of Contra Costa County have 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 recent economy;
7. ACKNOWLEDGE that the Recommended Budget does not include any funding changes that may occur in
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 04/22/2014 APPROVED AS RECOMMENDED OTHER
Clerks Notes:CONTINUED to May 6, 2014 at 9:00 a.m.
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 22, 2014
David Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc: Robert Campbell, Auditor-Controller
D.13
To:Board of Supervisors
From:David Twa, County Administrator
Date:April 22, 2014
Contra
Costa
County
Subject:Recommended County and Special District Budgets FY 2014/15
RECOMMENDATION(S): (CONT'D)
the State of California’s 2014-15 fiscal year budget and that, although the outcome is unknown at this point in
time, that over $20 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 and demographic 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 2014-15, 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 maintaining the County 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 13, 2014, the FY 2014-15 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 13,
2014, position additions and eliminations necessary to carry out Board action on the Recommended Budget.
FISCAL IMPACT:
See attached FY 2014/15 Budget Message and Recommended Budget document.
BACKGROUND:
An explanation of the reasons behind the County Administrator’s recommendations presented in the FY 2014/15
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 2014/15 Recommended Budget impacts. Pending Final Budget adoption on
May 13, Position Addition and Elimination lists may be presented to the Board for adoption on that day, with
effective dates effective July 1, 2014.
CONSEQUENCE OF NEGATIVE ACTION:
Not applicable.
CHILDREN'S IMPACT STATEMENT:
None.
CLERK'S ADDENDUM
Speakers: Dan Jamieson, SEIU 1021; Melody How Weintraub, resident of Lafayette; Vince Wells, President
FireFighters' Local 1230. CONTINUED to May 6, 2014 AT 9:00 A.M.
ATTACHMENTS
FY 2014-15 Recommended Budget
Budget Hearing Presentation
Budget Hearing Agenda1. CAO Presentation2. Public Comment3. Board Discussion/Action2
Budget Drivers/Challenges•Recognize sacrifice by Employees that were needed to address long term structural issues and to insure delivery of essential services to the public and to achieve financial stability•Labor negotiations•Continue to support Pension Reform Options that achieve a stable and sustainable Pension System•Build Reserves•Fund Infrastructure Needs (Repair & Maintenance)•Federal Budget •Adequately Fund Public Safety Departments and Public Safety Realignment•Health & Human Services Realignment•Reduce hospital dependency on General Fund as national Health Care Funding occurs•As Successor Agency for Redevelopment, deal with issues of Bond indebtedness, disposal of assets, and related matters•Contra Costa County Fire Protection District structural deficit3
State of the Economy4Unemployment 7 Year Comparison
Contra Costa County 5•In 2008 Beacon Economics made the following prediction:–“Beacon Economics expects property taxes to decline by nearly 11% over the next three years, with the largest declines coming in 2009-10.”•Actual Contra Costa County experience:–2009/10 (7.2% decline)–2010/11 (3.4% decline)–2011/12 (0.48% decline)–2012/13 0.86% increase–2013/14 3.45% increase–2014/15 Projected to increase 6.5%, budgeted at 5%
Reasons for Optimism/ConcernOptimism Concern6Positive Economic Outlook •State Revenues Up•State Budget reasonably stable•Affordable Care Act intact •AV revenue up 3.45% for 2013/14•Projecting 5.0% growth AV revenue in 2014/15Positive County Results•Budget structurally balanced for third year in a row•OPEB managed•Minimal Lay Offs over past 4 years•Have begun pre-funding infrastructure needs•Fund balance increased•Standard & Poor’s Rating Increase to AAA•Pension Obligation Bond Matures 6/1/2014 ($32,991,000)•AB 109 – Structure & Formula unsettled•Economy will continue slow recovery •State Wall of Debt•Labor Negotiations •Pent-up demand•Increased costs of benefits•Limited resources•Pension Liability•Fire - Structure and Funding •ADP time keeping project•Doctors’ Hospital Debt•Health Insurance Exchange Call Center
Cost Avoidance 7Contribution to Hospital Enterprise Fund: 2008/09 $61,349,6862014/15 $30,408,776Potential reduction in General Fund Contribution to the Hospital assuming Affordable Care Act (national Health Care)•2013/14 reduce by $5 Million•2015/16 reduce by $10 Million•2016/17 and beyond – Continued Contribution = $10 Million (Assumption is that we will likely have $10 Million Uncompensated Care burden even after National Health Care)$20,000$25,000$30,000$35,000$40,000$45,000$50,0002011-12Actual2012-13Actual2013-14Budget2014-15Recommended$43,556 $34,146 $30,409 $30,409 Enterprise Fund Subsidy(in thousands of dollars)
8Pension
Retirement/Pension Costs – 5 Year Projections•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;•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% improved the 2012-13 projection;•The CCCERA Board adopted changes in Economic Assumptions, which decreased the Assumed Investment Rate from 7.75% to 7.25%; and•Positive market experience for calendar year 2013 of 16.5% again improved the last projection stabilizing retirement cost over the next five years.9
Segal’s Projection of CCCERA’s RatesRate Change ComponentValuation Date (12/31)2013 2014 2015 2016 2017Deferred (Gains)/Losses-0.76% -1.94% -1.40% -1.06% -1.05%Loss of Investment Income on (Gain)/Loss of Investment Income on Difference Between AVA and MVA-0.12% -0.43% -0.28% -0.17% -0.09%18 Month Rate Delay1.09% 0.50% -0.13% -0.20% -0.17%Incremental Rate Change0.21% -1.87% -1.81% -1.43% -1.31%Cumulative Rate Change0.21% -1.66% -3.47% -4.90% -6.21%10
Resources112001 Pension Obligation bondMatures 6/1/2014 $32,991,0002003 Pension Obligation bondMatures 6/1/2022 $47,382,000$0$200$400$600$800$1,000$1,200Direct Debt Per Capita(as of June 30, 2013)Outstanding POBsCOPs/LRBs/GO Bonds/LeasesCA Cohort Median is $496S&P National Median is $271
Pension Cost Management•Following carefully•Monitoring changes by State and CCCERA BoardoNew PEPRA Tiers as of 1/1/2013oNo extension of amortizationoNo change in 5-year smoothingoNo change in poolingoSignificant change in assumed rate of return.•Updates:o2013 market impactsoNegotiation 2% PEPRA COLAsoFY 2014-15 Recommended BudgetoFY 2015-16 onward based on Segal data12Actual and Projected* Retirement Expense$202$210$224$246$271$329$332$329$327$325$324$200$220$240$260$280$300$320$340FY 09-10ActualFY 10-11ActualFY 11-12ActualFY 12-13ActualFY 13-14Proj.FY 14-15Recom'dFY 15-16Proj.FY 16-17Proj.FY 17-18Proj.FY 18-19Proj.FY 19-20Proj.Millions*Five year projection assumes 7.25% AIR, all POBs, and 2013 market impacts. The compounded impact of the projected increase is -6.21%.
Comparative Pension UAALs and Funded RatiosCounty Pension UAALPension Actuarial Valuation DatePension Funded RatioOutstanding POBsAlameda $1,730,000,000 December 31, 2012 73.9% $367,753,000 Contra Costa 2,279,058,000(1) December 31, 2012 70.6% 310,110,000 Los Angeles 11,770,000,000 June 30, 2012 76.8% 0 Orange 4,458,623,000 December 31, 2011 67.3% 47,523,000 Riverside 762,273,000 June 30, 2013 88.6% 346,790,000 Sacramento 1,413,223,000 June 30, 2013 82.8% 959,633,000 San Bernardino 1,883,718,000 June 30, 2012 79.3% 942,625,000 Santa Clara 1,635,113,000 June 30 2012 82.2% 378,995,000 San Diego 2,623,152,000 June 30, 2013 77.4% 769,068,000 13This chart displayed for a comparison of order of magnitude. It should be noted that the underlying actuarial assumptions for the measurement of the Pension UAAL may vary from county to county; that the Pension Funded Ratio may include funding using pension obligation bonds; and, in the case of Contra Costa, the funded status reflected in the table is based upon the County-only portion of the UAAL and not upon the UAAL of all employers in the Contra Costa County Employees Retirement Association (CCCERA). It should further be noted that CCCERA’s UAAL for all employers was updated as of December 31, 2012 to $2,279,058,000, of which approximately 83% or $1,891,618,000 was attributable to the County. The funded ratio was approximately 70.64%.
General Fund Reserves14
General Fund Reserve Assumptions•June 30, 2013:oTotal general fund revenues were $1,226,614,000 and total fund balance including reserves was $187,508,000. oTotal fund balance is 15.3% of total revenue oOf the $187.5 million•$115.5 million was unassigned •$72.0 million was assigned, committed, restricted or nonspendableoMinimum fund balances of 5% and 10% would be $61,331,000 and $122,661,000 respectively. There was $64,846,000 available over the 10% reserve minimum.•June 30, 2014:oIt is planned and anticipated that Total General Fund Balance including Reserves will remain stable. Projections depend upon labor negotiations.•June 30, 2015:oNo reserve use is recommended in FY 2014-15. Three million payback from West Contra Costa Health Care District is included.15
Reserve UpdateAlthough County fall far short of both Moody’s and Standard & Poor’s Mean for Large and Median sized Counties in California, the gap is closing.16Debt Affordability MeasureBenchmarkBenchmark’sValueCountyActualPercentage of Unassigned * Fund BalanceStandard & Poor’s Mean for AAA Rated Counties Nationwide (At Least 150,000 Population)20.0%14.23%Moody’s Median for Large Aa Rated Counties Nationwide (At Least 1,000,000 Population)7.31%Percentage of Total Fund BalanceStandard & Poor’s Mean for AAA Rated Counties Nationwide (At Least 150,000 Population)25.0%15.29%Moody’s Median for Large Aa Rated Counties Nationwide (At Least 1,000,000 Population)16.69%* The rating agencies add the unassigned, assigned and committed balances together and treat them as the equivalent of what used to be “unreserved” and use the term “unassigned”. This “unassigned” number is not the same as the GASB 54 definition.
Reserve UpdateFund Balances in Sync with Reserves PolicyGoal is to increase Reserves to 20‐25%17Unreserved/Unassigned Fund Balance (as of June 30)7.3%5.5%8.3%9.1%9.6%8.6%8.6%5.9%6.4%7.2%9.4%9.0%5.0%6.0%7.0%8.0%9.0%10.0%2003-04Actual2004-05Actual2005-06Actual2006-07Actual2007-08Actual2008-09Actual2009-10Actual2010-11Actual2011-12Actual2012-13Actual2013-14Budget2014-15Recom'dUnreservedUnassigned
Importance of Reserves for Cash Flow•Although revenues are volatile, expenses (majority for salaries) are quite smooth.•Even with a General Fund Reserve of $187.5 Million, the General Fund has a negative cash flow at least 9 months of the year.•The General Fund cash balance begins the year with a negative cash balance due to large disbursements for advances, pension pre-pay costs, and accrued expenses.•Cash flow is not positive until the second installment of property tax receipts are received in late spring.18
Capital/Facility Maintenance Needs19
Capital Maintenance Costs•Comprehensive building condition assessments identified a total of $270.2 million in deferred facilities maintenance needs and capital renewal requirements•The distribution of costs by level of priority was as follows:oPriority 1 – Currently Critical $ 2,165,000oPriority 2 – Potentially Critical 27,391,000oPriority 3 – Necessary, but not Critical 186,933,000oPriority 4 – Necessary, within 6-10 Years 53,743,000•$10 Million Budgeted in FY 2013/14•$10 Million Budgeted in FY 2014/15 20
Other Post Employment Benefits21
OPEB Liability Significantly Reduced dueto Board Actions and Collective Bargaining•Reduction in 2006 OPEB Liability from $2.6 billion to just under $1 billion•Reduction reflects health plan changes, fixed County premium subsidies, and labor agreements•Total OPEB Trust assets $129.4 million as of December 2013•Board recently revised funding strategic plan•Redirected certain future transfers planned for Trust•Retained current transfers to Trust of $20 million annually•2014 actuarial report out within next two months•The County is still projected to meet the funding target originally adopted June 2007•The Board’s actions have helped the County to achieve an appropriate balance, with the limited resources available, between providing sound health care coverage for employees and retirees and maintaining vital programs and services for the public, particularly for the indigent.22
Comparative OPEB LiabilitiesCountyOPEB Liability OPEB Funded RatioOPEB as % of PayrollOPEB Actuarial Valuation DateAlameda $211,300,000 71.98% 23.70% December 31, 2011Contra Costa 948,310,000 8.27% 158.94% January 1, 2012Los Angeles 22,900,000,000 0.00% 342.62% July 1, 2010Orange 411,835,000 22.10% 33.50% June 30, 2011Riverside 20,706,000 48.45% 0.20% June 30, 2012Sacramento 100,416,000 0.00% 11.40% June 30, 2011San Bernardino 0 100.00% 0.00% Not applicableSanta Clara 1,857,461,000 12.40% 139.70% June 30, 2011San Diego 197,226,000 4.50% 18.00% June 30, 201023It should be noted that the underlying actuarial assumptions for the measurement of the Pension UAAL and OPEB UAAL may vary from county to county. Contra Costa figures are taken from the Comprehensive Annual Financial Report dated 6/30/2012 (Primary Government).
24Labor
Retirements25Abnormally high number of vacant positions due to unprecedented numbers of retirements during calendar year 2011 and 2012. Historically March retirements are the highest.
Labor Contracts26Total NumberContractLabor Organizationof EmployeesExpiration DateAFSCME Local 2700, United Clerical, Technical and Specialized Employees 1,811 6/30/2013AFSCME Local 512, Professional and Technical Employees291 6/30/2013California Nurses Association - Per Diem Unit 357 1/31/2013California Nurses Association 570 7/31/2014IAFF Local 1230283 6/30/2014IHSS SEIU - United Healthcare Workers West 6/30/2012United Chief Officers’ Association 14 6/30/2014Western Council of Engineers 18 3,344 6/30/2013Expired or Expiring as of June 30, 2014 34.5%AFSCME Local 512, Probation Supervisors Unit 22 6/30/2015CCC Deputy District Attorneys’ Association 87 6/30/2015Contra Costa County Defenders Association 77 6/30/2015Deputy Sheriff’s Association, Mgmt Unit and Rank and File Unit 806 6/30/2016District Attorney Investigator’s Association 25 6/30/2016Physicians and Dentists of Contra Costa 304 10/31/2016Probation Peace Officers Association265 6/30/2015Professional & Technical Engineers – Local 21, AFL-CIO901 6/30/2016Public Employees Union, FACS Site Supervisor Unit 15 6/30/2016Public Employees Union, Local One2,454 6/30/2016SEIU Local 1021, Rank and File Unit947 6/30/2016SEIU Local 1021, Service Line Supervisors Unit37 6/30/2016Management Classified & Exempt369 Management Project42 6,351 Total9,695
Budget and Financial Performance27
General Fund Revenues Slow Growth28•General Purpose Revenues comprise about 25% of total General Fund Revenues
Total Revenue $1.36 Billion29
10 Year Expenditure History(in millions)30$1,103$1,128$1,172$1,270$1,288$1,255$1,179$1,203$1,172$1,193$1,3361,353 $1,000$1,050$1,100$1,150$1,200$1,250$1,300$1,350$1,4002003-04Actual2004-05Actual2005-06Actual2006-07Actual2007-08Actual2008-09Actual2009-10Actual2010-11Actual2011-12Actual2012-13Actual2013-14Budgeted2014-15Recom'd
Total Expenditures $1.35 Billion31
General Fund by State Function code $1.35 Billion32
All Funds by State Function code $2.69 Billion33
Distribution of Expenditures34
General Purpose Revenue35FY 2014-15Baseline RequestShare ofTotalFY 2014-15RecommendedShare ofTotalHealth Services 104,585,074 27.8% 84,500,000 24.2%Sheriff-Coroner 78,242,168 20.8% 74,000,000 21.2%Probation 41,366,830 11.0% 40,000,000 11.5%Employment & Human Services 19,050,000 5.1% 19,050,000 5.5% 82.2%Public Defender 18,300,000 4.9% 18,800,000 5.4%Assessor 15,742,913 4.2% 14,750,000 4.2%Public Works 14,500,000 3.9% 14,500,000 4.2%District Attorney 15,085,087 4.0% 14,400,000 4.1%Plant Acquisition 10,500,000 2.8% 10,500,000 3.0%Superior Court Related Functions 10,000,000 2.7% 10,000,000 2.9%Miscellaneous Services 7,103,596 1.9% 7,103,598 2.0%Board of Supervisors 5,907,065 1.6% 5,907,065 1.7%County Clerk-Recorder/Elections 4,925,000 1.3% 4,925,000 1.4%Appropriations for Contingencies 4,855,653 1.3% 4,855,653 1.4%County Administration 4,423,912 1.2% 4,652,404 1.3%Justice System Planning 4,500,000 1.2% 4,500,000 1.3% 17.8%Auditor-Controller 3,470,000 0.9% 3,470,000 1.0%Animal Services 3,429,284 0.9% 3,330,000 1.0%Human Resources 2,794,000 0.7% 2,794,000 0.8%County Counsel 2,406,235 0.6% 2,400,000 0.7%Agriculture 2,100,951 0.6% 2,000,000 0.6%Treasurer-Tax Collector 1,782,000 0.5% 1,782,000 0.5%Veterans Service 707,314 0.2% 701,280 0.2%Conservation and Development 0 0.0% 0 0.0%375,777,082 100.0% 348,921,000 100.0%
Contra Costa CountyCommunity Corrections Partnership•There has been no decision regarding funding allocation methodology for fiscal year 2014-15 and beyond, except that the Governor’s January Proposed Budget recognizes that the formula should be flexible for the next several years. •The Governor’s Proposed Budget contemplates $934.1 million available to counties for implementation of realignment in 2014-15, which is approximately a 6.5% decrease over the statewide allocation in 2013-14 (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 funding methodology going forward and a reduction in statewide funding, it is important to continue to exercise fiscal prudence in the expansion of programming countywide.36
Recommendations37
Focus On•Current Needs •Long term solutions•Increasing Wages to remain competitive as revenues increase•Continuing to harness our organizational discipline and innovation •Providing public services that improve the quality of life of our residents and the economic viability of our businesses38
Recommended Budget Actions1. Open and conduct a public hearing to receive input on the FY 2014-15 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;3. ACKNOWLEDGE that the employees of Contra Costa County have 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 recent economy;7. ACKNOWLEDGE that the Recommended Budget does not include any funding changes that may occur in the State of California’s 2014-15 fiscal year budget and that, although the outcome is unknown at this point in time, that over $20 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;39
Recommended Budget Actions9. ACKNOWLEDGE that, due to significant market losses in the Contra Costa County Employees Retirement Association assets in 2008 and changes to economic and demographic 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 2014-15, 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 maintaining the County 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 13, 2014, the FY 2014-15 County and Special District Budgets, as modified, to incorporate any changes directed by the Board during these public hearings; and15. DIRECT the County Administrator to prepare for consideration by the Board of Supervisors on May 13, 2014, position additions and eliminations necessary to carry out Board action on the Recommended Budget.40
Contra Costa CountyFire Protection District41
Contra Costa County Fire Protection District42•FY 2014/15 Structural Deficit: ($9.8 million)•Contemplates 302 FTE, which reflects staffing of 23 stations (27 FTE SAFER Positions added separately on April 1, 2014 Fire Board Agenda)•Net increase to Retirement Expense of $8.1 million•Funds $1.0 million for fixed asset/capital costs associated with equipment maintenance and replacement.•Begins to fund new lease management program for a fleet of 80 light duty vehicles(Battalion Chief, fire inspector vehicles, etc.) at $305,000 annually.•Based on current projections, the District would end fiscal year 2014/15 with approximately $13.4 millionin fund balance.•Absent additional revenue, the District will continue to have a structural deficit through fiscal year 2017/18
43
44
County of
Contra Costa
California
R ECOMMENDED BUDGET
Fiscal Year 2014 – 2015
COUNTY OF CONTRA COSTA
RECOMMENDED BUDGET
2014-2015
Presented to the Board of Supervisors
KAREN MITCHOFF
Chair
Supervisor, District IV
JOHN M. GIOIA CANDACE ANDERSEN
Supervisor, District I Supervisor, District II
MARY N. PIEPHO FEDERAL D. GLOVER
Supervisor, District III Supervisor, District V
By David Twa
County Administrator
April 4, 2014
Board of Supervisors
Contra Costa County
Martinez, CA 94553
Dear Board Members:
As the current fiscal year draws to a close, and we look forward to fiscal year 2014-15, it is clear
that the County is moving in the right direction. After years of significant challenge we are
seeing improvement in our financial status. Contra Costa County has managed the economic
downturn of the past several years through cooperation between the County Board,
Department Heads, and Employees by making prudent fiscal choices, living within our means,
and continuing 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.
Cautious and thoughtful fiscal management has placed us on solid economic footing.
Continuing that approach will keep us there, and avoid future fiscal ups and downs. The Board,
Department Heads, and the entire County workforce will continue to work together to retain the
balance in this $2.7 billion ($1.4 billion General Fund) budget for FY 2014-15 and beyond.
In addition to a structurally balanced budget for the third consecutive year, there have been a
number of key accomplishments this past year.
• Standard & Poor’s (S&P) has raised Contra Costa County’s credit rating to “AAA” from
“AA”, a reflection on the County’s prudent management of finances as the Bay Area
eases out of the recession. S&P credited the strong management of the County and the
capacity to meet ongoing financial commitments. S&P forecasts a stable outlook for the
County, expecting it to maintain strong reserves and a balanced budget over the critical
next few years. The ratings agency also raised its long term ratings to “AA+” from “AA-“
on Contra Costa’s existing lease revenue bonds and pension obligation bonds. Only a
handful of other California counties have the “AAA” designation, which is the highest
rating that S&P gives.
• The Federal Court vacated a long standing consent decree. In doing so, the Court found
that, in addition to having made great strides in diversity, the County has also developed
and implemented policies and laws that promote diversity and prevent discrimination in
a broader range than was encompassed by the consent decree. Contra Costa adopted
a Merit System Ordinance broadly prohibiting discrimination in county employment,
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
-ii-
hired an affirmative action officer, developed an affirmative action plan and established
a hiring outreach oversight committee that reviews the statistical data of female and
minority hiring and then makes recommendations regarding recruitment. Based on all of
these circumstances, the court found that the County has substantially complied with the
consent decree, and that the ongoing day to day supervision of county activities under
the consent decree was no longer necessary.
• The County Library system was awarded the 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.
• The County partnered with Covered CA to conduct multiple news conferences
highlighting the availability of health care under the Affordable Care Act; generated
dozens of print and electronic news stories encouraging residents to sign up for
insurance or Medi-Cal. Bay Area enrollment numbers have been very strong in
comparison to other parts of the state, in large part due to outreach by the County.
• 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.
• The realignment of public safety programs (described in more detail later) has
transferred to counties the fiscal and programmatic responsibility for many Criminal
Justice and Health and Human Service programs previously administered by the State.
The Public Protection Committee has approved ongoing and one-time funding for
County departments and community programming deigned to prevent recidivism and
protect the public.
Key Budget Issues
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
contract with the majority of our labor unions. In the last few contract periods, with their help we
have implemented 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 departmental
staff resources in the upcoming budget and has virtually eliminated the need for lay-offs.
-iii-
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 or impacted the
development of our budget for next year.
• Property Tax Recovery: Low growth in the housing market in the recent past has
significantly impacted the County budget as 82.7% of General Purpose revenues and 25.9%
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. In the current year, assessed value increased by 3.45%. 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 very high growth of 5% for
FY 2014-15. In years prior to FY 2008-09, growth had been atypically high and,
unfortunately, our expenditures counted on that growth. A more modest annual growth of
3% is projected for FY 2015-16 and beyond.
• Employee Benefits and Retiree Health Care/Other Post-Employment Benefits (OPEB):
Another key issue is the continued financial pressure related to the cost of benefits,
including health care, for employees and retirees. Over the last few years, the County
reached agreement with the majority of our employee groups to reduce the County’s cost for
current employees and to eliminate retiree health care 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 in annual contributions 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 significantly reduced its
OPEB liability and annually required contribution. The annually required contribution fell
from $216.3 million in 2006 to $99.7 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 an important 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. The 2014 OPEB valuation will be released in the
next few weeks.
-iv-
• Pension Benefits: A major issue for FY 2014-15 and beyond continues to be the impact of
the 2008 equity market losses in our pension fund. While the five year smoothing period will
end in FY 2014-15, the County will continue to pay for these losses over the remaining
thirteen year amortization period. We paid off a significant pension obligation bond in FY
2013-14. Projected relief was eliminated, however, by the pension board’s recent reduction
of the assumed investment rate from 7.75% to 7.25% (see the Retirement/Pension Costs –
Future Year Projection/Budgets section of this letter for more information on pension). The
County has begun to benefit from new lower cost PEPRA pension plans. Additionally the
County has negotiated a 2% cost of living adjustment to the PEPRA plans with the majority
of its bargaining units.
• 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
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: The state’s continuing economic recovery, prior budget cuts, and the
additional, temporary taxes provided by Proposition 30 have combined to bring the state
budget to a much improved financial condition. The Legislative Analyst’s Office (LAO) is
indicating that with continued growth in the economy and restraint in new program
commitments, the state budget could see multibillion-dollar operating surpluses within a few
years. The state’s FY 2013-14 budget plan assumed a year-end reserve of $1.1 billion. The
LAO’s revenue forecast in November 2013 anticipated $6.4 billion in higher revenues for
2012-13 and 2013-14 combined, though revenues are trending higher than anticipated.
These higher revenues are offset by $5 billion in increased expenditures, almost entirely due
to greater required spending for schools and community colleges. Combined with a
projected $3.2 billion operating surplus for the state in 2014-15, these factors lead the LAO
to project in November that, absent any changes to current laws and policies, the state
would end 2014-15 with a $5.6 billion reserve. The administration’s multiyear budget
projection, however, which reflects both its updated revenue and expenditure projections, as
well as projections of various proposals made by the Governor in his 2014–15 budget plan,
shows more modest surplus projections. The administration projects that General Fund
revenues will annually exceed expenditures after 2014–15, resulting in an operating surplus
of $1.7 billion in 2015–16, growing to $2.3 billion in 2017–18. This disparity results in large
part from a few billion dollars in each year for wall of debt payments that are not included in
the LAO forecast.
However, the LAO notes that continued caution is needed since the state's fiscal recovery is
dependent on a number of assumptions that may not come to pass. The forecast assumes
continuing economic growth and slow but steady growth in stock prices. A significant
portion of the recent revenue surge probably results from capital gains–related Personal
Income Tax, caused by large increases in stock prices throughout 2013. “As we know from
past experience, this revenue surge may prove short–lived. The Legislature should prioritize
increasing the size of the Governor’s proposed reserves and setting aside additional funds
in anticipation of making bigger payments on the state’s key retirement liabilities (including
payments to address California State Teachers’ Retirement System unfunded obligations).
-v-
In order to keep the state on a sound fiscal footing, the state would be wise to make only
limited and targeted ongoing program commitments from additional revenues that may be
identified this Spring”.
• Capital Improvement Plan: Despite having accrued substantial deferred maintenance and
capital renewal needs, the County continues to make great strides in planning the
recovery/rebuilding of our infrastructure in order to provide high quality and accessible
services to our residents. Significant fiscal constraints in FY 2008-09 through 2011-12
prevented any appropriations for facilities maintenance or capital renewal from the general
fund. A comprehensive building condition analysis report completed in FY 2007-08 revealed
the level of deferred maintenance and improvements that would 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. Based on the information in that report, beginning in FY 2011-12
funding was allocated from the Tax Losses Reserve Fund, including $10 million in the FY
2014-15 Recommended Budget.
Currently an updated evaluation is underway. The assessment, which is targeted for June
2014, will provide much needed information in developing a formal Real Estate Master Plan
of County facilities. Such a plan will be used to assist the County with its strategic plan for
the use of County owned and leased facilities. The Master Plan will also be a key tool for
the Board of Supervisors’ future allocation of capital investments. The amount of funds
required to be allocated for facilities will, by default, affect the County’s current and future
operating budget and services that are provided. The Board and administration will work
diligently to balance the service needs of residents and facility needs to provide the
services. For detailed information on the County’s capital program and progress, see
Capital Improvement Plan, Page 420.
• Bonded Debt Limitation and Assessed Valuation Growth: The statutory debt limitation
for counties is 5% of assessed valuation (Government Code Section 29909), but it is
actually 1.25% of assessed valuation pursuant to the California Constitution which requires
taxable property to be assessed at full cash value rather than ¼ of that value. The California
Constitution limit applies to all County-controlled agencies, including the County General
and Enterprise Funds, Successor Redevelopment Agencies, Housing Authority and Special
Districts. For technical auditing purposes, only pension obligation bonds and tax allocation
bonds are counted as “general obligation bonded debt” even though neither form of debt
requires voter approval; lease revenue bonded debt and assessment district debt are not
required to be included. As of June 30, 2013 the County’s outstanding bonded debt was
$404.5 million leaving a statutory margin of $6.8 billion and a Constitutional margin of $1.8
billion. (See Current Debt Position, Page 423 for details.)
• State Realignment: In October 2011, the Governor began implementing massive changes
to the relationship between State funding and management of County operated programs.
The realignment of public safety programs has transferred to counties the fiscal and
programmatic responsibility for many Criminal Justice and Health and Human Service
programs previously administered by the State. Public Safety Realignment transferred
oversight of 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.
-vi-
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. On February 24,
2014, the Public Protection Committee approved a $22.4 million budget package, as
recommended by the CCP-Executive Committee, for fiscal year 2014-15. This includes
$21.3 million in ongoing and $1.1 million in one-time costs, by County departments and
through community programming. In addition, the Committee provided direction to staff to
encumber up to $1.2 million of fiscal year 2013-14 funding as one-time, start-up funding for
implementation of regional reentry plans in West and Central/East county. In addition, it
should be noted that the Sheriff’s Office will continue to work on an upgrade to the West
County Detention Facility (WCDF) cell locking mechanisms, funded at $1.6 million in the
fiscal year 2013-14 budget, during fiscal year 2014-15 as well.
In November 2012, voters approved Proposition 30, which, among other things, secured a
constitutional guarantee that local community corrections funding would continue to
counties. Although the funding has been guaranteed it is important to understand that (1)
funding comes from a portion of the Auto Vehicle License Fees and the sales tax, both of
which are subject to the ups and downs of the economy, and (2) 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 decision regarding funding allocation methodology for fiscal year 2014-15 and
beyond, except that the Governor’s January Proposed Budget recognizes that the formula
should be flexible for the next several years. The Governor’s Proposed Budget
contemplates $934.1 million available to counties for implementation of realignment in 2014-
15, which is approximately a 6.5% decrease over the statewide allocation in 2013-14
(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
funding methodology going forward and a reduction in statewide funding, it is important to
continue to exercise fiscal prudence in the expansion of programming countywide.
Historical Perspective
Between FY 2003-04 and FY 2007-08, total expenditures for the General Fund grew by an
average of 4.0%. Then declined by 2.6% in FY 2008-09 and another 6.1% in FY 2009-10.
Although they were budgeted to grow by approximately 4.3% in FY 2010-11, actual growth was
within 2% and was funded with one-time resources. The one-time resources were not available
in FY 2011-12 and expenditures dropped by 2.6% to below FY 2009-10 expenditures. The
current year budget shown in the graph below displays more growth in expenditures than
expenditure projections indicate. This is due to a high number of vacant positions.
-vii-
10 Year Actual Expenditure History (in millions)
$1,103
$1,128
$1,172
$1,270 $1,288
$1,255
$1,179
$1,203
$1,172 $1,193
$1,336 1,353
$1,000
$1,050
$1,100
$1,150
$1,200
$1,250
$1,300
$1,350
$1,400
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
Actual
2013-14
Budgeted
2014-15
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 3.1% 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
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
Actual
2013-14
Budget
2014-15
Recom'd
General Purpose Revenue Other Local Revenue Federal Assistance State Assistance
As shown below, the County has struggled with maintaining a structurally balanced budget over
the years; however, all Recommended Budgets since FY 2012-13 have been structurally
balanced. State impacts on FY 2014-15 are currently unknown. Appropriations for Contingency
have been budgeted to address mid-year unanticipated issues.
-viii-
Change in General Fund Actual Status (in millions)
$1,050
$1,100
$1,150
$1,200
$1,250
$1,300
$1,350
$1,400
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
Actual
2013-14
Budgeted
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 and 2013-14 Recommended Budgets 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 2014-15 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 9.4% 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 projected to reach
budgeted figures in the current year (reduced revenue will decrease the ratio between the two).
As noted, actual expenditures are expected to be less than budget.
-ix-
Unreserved/Unassigned Fund Balance (as of June 30)
7.3%
5.5%
8.3%
9.1%
9.6%
8.6%8.6%
5.9%
6.4%
7.2%
9.4%
9.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
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
Actual
2013-14
Budget
2014-15
Recom'd
Unreserved Unassigned
General Fund Revenue and Appropriations
The County Summary Information available beginning on page 369 of the Recommended
Budget depicts history and recommendations for all revenue sources and uses for all County
funds. The recommended General Fund budget of $1.353 billion is supported by local, federal,
and State resources. Almost half of the revenue, $571.6 million, or 42.1%, is dependent upon
State and federal allocations (down slightly from 44.7% last year). General Purpose revenue
available from sources such as property tax and interest income is $351.9 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 89 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.
-x-
Total Revenues: $1.356 Billion
Other Local,
$432,794,873,
32%
Federal,
$264,309,661,
19%
State,
$307,321,577,
23%
General
Purpose,
$351,921,000,
26%
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: $1.353 Billion
Salaries and
Benefits,
$773,664,903,
57%
Provisions for
Contingencies,
$4,855,653,
<.0036%
Services and
Supplies,
$408,401,817,
30%
Other
Charges,
$230,523,283,
17%
Fixed Assets,
$17,859,092,
1%
Expenditure
Transfers,
($81,957,638),
(6%)
-xi-
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 2014-15 Recommended Budget. Distribution of resources has
tracked very closely to these ratios for many years.
Distribution of Expenditures ($1.353 Billion)
General
Government,
$242,881,739, 18%
Health & Human
Services,
$734,296,783, 54%
Law & Justice,
$376,168,588, 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 2014-15 General Fund budget that balances
annual expenses and revenues, addresses revenue restraints, pension cost increases, and
includes an appropriation for partially pre-funding the County’s OPEB liability and capital
replacement.
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.
-xii-
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). Contra Costa County has been awarded over $77 million in ARRA funds. 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.
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 a sequestration whereby across
the board cuts in the federal budget for non-entitlement items were implemented. The
sequestration includes a reduction of the federal subsidies. 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 2014-15. 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 2014-15 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, approximately $995,000 was allocated for projects that ranged from
auto-dialers to programming tools to develop workflow processes to automate repetitive tasks.
In FY 2014-15, departments requested over $1.4 million and the County Administrator is
recommending the full $1 million for projects. Projects include servers, automation of
countywide forms and specialized software.
-xiii-
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;
• 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% improved the 2012-13
projection;
• The CCCERA Board adopted changes in Economic Assumptions, which decreased the
Assumed Investment Rate from 7.75% to 7.25%; and
• Positive market experience for calendar year 2013 of 16.5% again improved the last
projection stabilizing retirement cost over the next five years.
In a letter dated January 31, 2014, CCCERA’s actuary issued a report which projected
employer contribution rate changes based on an estimated 16.5% gross market value
investment return for 2013 and other changes in economic and demographic assumptions. The
projection is derived from the December 31, 2012 actuarial valuation results, which are the
most current available. A new five year projection will be available in the Fall using December
31, 2013 valuation figures. 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,
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 -6.21% (as of December 31, 2017). These projected rate
changes are implemented 18 months after the actuarial date. Therefore, the projected
decrease of 0.21% in in the chart below for 2013 will be implemented on July 1, 2015.
Note that because the actuary estimated the allocation of the rate changes across the cost
groups, the actual rate changes by group will differ from those shown in the exhibit, even if the
plan-wide rate changes are close to those shown below. For instance, the cost of a General
Tier III employee is projected to increase by 0.16% for 2013 (rate increase date of July 1,
-xiv-
2015), a County Safety employee by 0.35%, and a Contra Costa County Fire District Safety
employee by 0.51%. The total impact to the County, all things considered, is expected to be
very close to these figures.
Rate Change Component Valuation Date (12/31)
2013 2014 2015 2016 2017
Deferred (Gains)/Losses -0.76% -1.94% -1.40% -1.06% -1.05%
Loss of Investment Income on
(Gain)/Loss of Investment Income on
Difference Between AVA and MVA
-0.12% -0.43% -0.28% -0.17% -0.09%
18 Month Rate Delay 1.09% 0.50% -0.13% -0.20% -0.17%
Incremental Rate Change 0.21% -1.87% -1.81% -1.43% -1.31%
Cumulative Rate Change 0.21% -1.66% -3.47% -4.90% -6.21%
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. 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 2014-15, and a projection based on
the Recommended Budget for FY 2015-16 and beyond (no increases in FTE or wages). A
significant drop in projected expenses in FY 2014-15 due to the retirement of one of the
County’s pension obligation bonds is netted against increased in FY 2014-15. Note that the
Board changed its OPEB funding policy and redirected all the savings achieved ($33 million
annually) towards funding the additional retirement expense due primarily from the reduction in
the assumed rate.
Actual and Projected* Retirement Expenses
$202
$210
$224
$246
$271
$329 $332 $329 $327 $325 $324
$200
$220
$240
$260
$280
$300
$320
$340
FY 09-10
Actual
FY 10-11
Actual
FY 11-12
Actual
FY 12-13
Actual
FY 13-14
Proj.
FY 14-15
Recom'd
FY 15-16
Proj.
FY 16-17
Proj.
FY 17-18
Proj.
FY 18-19
Proj.
FY 19-20
Proj.
Millions
*Five year projection assumes 7.25% AIR, all POBs, and 2013 market impacts. The compounded impact of
the projected increase is -6.21%.
-xv-
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. Taken together, these impacts allowed the County to
achieve a structurally balanced County budget. The vast majority of our labor contracts
expired June 30, 2013. Contract negotiations are on-going. A 4% increase was built into the
FY 2014-15 Recommended Budget, the majority of which was absorbed by departments. The
Recommended Budget for FY 2014-15 includes growth in appropriations and increased general
fund subsidies for many County departments. There was insufficient growth however to fund all
FY 2014-15 baseline requests. The budget includes a net increase of seven 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 27.4% of the funding is through a direct general
purpose revenue allocation. The FY 2014-15 recommendations include increased
departmental salary and benefit costs of $245,000 and an additional $359,000 to pay for a
Labor Relations Attorney and increased support from Information Technology. The County is
currently undertaking a nationwide search for a new Director to move the department into the
21st century.
Library:
The County Library is not part of the General Fund. In excess of 84.9% 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, the Library budget is balanced and structurally sound. Additionally,
the County has hired a new County Librarian to continue the Library’s advancements in
technology and use of media.
HEALTH AND HUMAN SERVICES
Employment and Human Services:
The Employment and Human Services Department (EHSD) General Fund allocation has been
increased by approximately $790,000 over the 2013-14 fiscal year. Increases in salary and
benefits are being offset by increases in County General Fund and current estimates of state
and federal revenue. The Department has undertaken significant organizational changes that
are reflected in the FY 2014-15 Recommended Budget. EHSD transferred responsibility for
determining CalFresh (aka Food Stamps) eligibility and Medi-Cal eligibility from the Adult and
-xvi-
Aging Services (AAS) Bureau to the Workforce Services (WFS) Bureau. EHSD successfully
staffed and opened one of three Covered California Call Centers. EHSD has completed a
conversion to a predominantly paperless operation. The project, referred to as the “Office of the
Future”, allows clients to access department services electronically. The FY 2014-15 budget
recommendations do not take into account any unknown impacts to funding due to the State
budget. 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.
Health Services:
The Recommended Budget for the Health Services Department for the 2014-15 fiscal year
includes a reduction of approximately $675,000 from the 2013-14 current year budget. This is a
$20.1 million reduction from the baseline budget. This 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 Plan (LIHP) levels; (2) the payment rates coupled with the increase
in the Federal Matching Percentage (FMAP) will be sufficient to cover the cost of this
population; and (3) the State take-back of Indigent Realignment Funding is consistent with
revenue growth in this program.
Additionally, under the Delivery System Reform Incentive Pool (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.
Funding is contingent on meeting specified performance milestones. This budget anticipates
receipt of $32.55 million for meeting those milestones.
LAW AND JUSTICE
District Attorney:
The FY 2014-15 budget continues to fund new initiatives established in the 2012-13 budget and
continued in the 2013-14 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. The District Attorney’s budget does include
a minor vacancy factor of $685,087 to balance. Funding initiated in prior budgets related to AB
109 is continued in the 2014-15 budget for the District Attorney.
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. More detailed information is included
in the departmental narrative section of the budget beginning on Page 297.
-xvii-
Probation:
The FY 2014-15 budget will result in service reductions in the Probation Department. This is
due to an anticipated cut in Title IV-E reimbursements to the County for housing juveniles in
imminent danger of being removed from their homes. The Probation Department continues to
work with the California State Association of Counties (CSAC) and the Chief Probation Officer’s
Association of California (CPOC) to restore Title IV-E funding in the State of California. The
department continues to project, under a best case scenario, the restoration of $2.5 million of
Federal revenue to the County which is a $1.7 million reduction from the 2013-14 budget. Due
to the current uncertainty of this situation, the County Administrator is recommending a
departmental vacancy factor of $1.37 million to balance the 2014-15 budget. Should funding be
restored at a level below $2.5 million, or not at all, the department will return to the Board of
Supervisors for additional action. More detailed information is included in the departmental
narrative section of the budget beginning on Page 319.
Public Defender:
The FY 2014-15 budget reflects an increase of 4.0 FTEs in the Public Defender’s Office. These
positions will provide managerial oversight and support to staff recently added to the felony
defense and AB 109 programs. In addition, the 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 is balanced with no vacancy factor. More detailed
information is included in the departmental narrative section of the budget beginning on Page
331.
Sheriff-Coroner:
The FY 2014-15 budget continues to fund services previously restored following several years
of serious expenditure reductions in the Sheriff’s Office. The budget funds negotiated
compensation increases with the Deputy Sheriff’s Association, however, this also results in an
increase to the departmental vacancy factory to $4.2 million. 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, 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 budget also maintains the services established in previous budgets related to AB 109 and
funds $1.1 million in new capital expenditures in county adult detention facilities. The
department will also continue a substantial, $1.6 million project to upgrade cell locking
mechanisms at the West County Detention Facility (WCDF), funded in the 2013-14 AB 109
budget, during 2014-15. More detailed information is included in the departmental narrative
section of the budget beginning on Page 335.
FIRE DISTRICT
Contra Costa County Fire Protection District:
The Contra Costa County Fire Protection District (CCCFPD), a special district within the
County, continues to face significant fiscal difficulties. In July 2013, one additional fire station
was closed in Pittsburg to partially mitigate a continued structural deficit in the District resulting
in a total reduction of seven (7) engine companies since January 2011. In February 2014, the
-xviii-
much anticipated operational study of the District by Fitch & Associates, LLC, was delivered to
the Board. With the study complete, the District continues to work with the County
Administrator’s Office to evaluate District operations to ensure the safety and security of District
residents.
The District’s recommended budget balances by drawing operating reserves in the amount of
$9.8 million. This is primarily due to an increase in retirement expenses of $8.1 million from the
reduction from 7.75% to 7.25% in assumed rates for investment returns by the Contra Costa
County Employee’s Retirement Association (CCCERA). No additional service level reductions
are being recommended in the 2014-15 budget. The County Administrator will continue to
update the Board with multi-year financial projections for the District throughout FY 2014/15.
More detailed information is included in the departmental narrative section of the budget
beginning on Page 361.
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 $1.4 billion, and an All
Funds County budget of $2.7 billion ($2.8 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 2014-15 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;
3. ACKNOWLEDGE that the employees of Contra Costa County have 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;
-xix-
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 recent economy;
7. ACKNOWLEDGE that the Recommended Budget does not include any funding changes
that may occur in the State of California’s 2014-15 fiscal year budget and that, although
the outcome is unknown at this point in time, that over $20 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 and
demographic 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 2014-15, 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 maintaining the
County 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 13, 2014, the
FY 2014-15 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 13, 2014, 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 2014-2015 Recommended Budget 1
OVERVIEW
Organization of Recommended Budget Book ........................................................................ 3
County Profile ........................................................................................................................ 7
Long-Term Financial Planning and Policies .......................................................................... 11
Budget Process ..................................................................................................................... 15
Budgetary Basis for Accounting ............................................................................................ 17
DEPARTMENTAL BUDGET SUMMARIES BY FUNCTIONAL GROUP
General Government: Functional Group Summary .............................................................. 19
Agriculture ...................................................................................................................... 21
Assessor ......................................................................................................................... 27
Auditor–Controller .......................................................................................................... 33
Board of Supervisors ...................................................................................................... 37
Central Support Services ............................................................................................... 41
Clerk-Recorder/Elections ............................................................................................... 47
Conservation and Development ..................................................................................... 57
Contingency Reserve ..................................................................................................... 77
County Administrator ...................................................................................................... 79
County Counsel .............................................................................................................. 83
Crockett/Rodeo Revenues ............................................................................................. 87
Debt Service ................................................................................................................. 89
Department of Information Technology .......................................................................... 91
Employee/Retiree Benefits ............................................................................................. 99
General Purpose Revenue ............................................................................................ 101
Human Resources ....................................................................................................... 103
Library .......................................................................................................................... 107
Public Works ............................................................................................................... 113
Treasurer–Tax Collector .............................................................................................. 141
Health & Human Services: Functional Group Summary .................................................... 145
Child Support Services ................................................................................................. 147
Employment and Human Services ............................................................................... 151
Health Services Department ........................................................................................ 197
Veterans Service .......................................................................................................... 283
Law & Justice: Functional Group Summary ...................................................................... 287
Animal Services ........................................................................................................... 289
Conflict Defense ........................................................................................................... 295
District Attorney ........................................................................................................... 297
Justice Systems Development/Planning ..................................................................... 311
Probation ..................................................................................................................... 319
Public Defender ........................................................................................................... 331
Table of Contents
Page
2 County of Contra Costa FY 2014-2015 Recommended Budget
Sheriff-Coroner ............................................................................................................ 335
Superior Court Related Functions ............................................................................... 353
FIRE DISTRICTS
Contra Costa County Fire Protection District ....................................................................... 361
Crockett-Carquinez Fire Protection District.......................................................................... 367
COUNTY SUMMARY INFORMATION
All County Funds - Recommended Sources Pie Chart ....................................................... 369
All County Funds - Recommended Requirements Pie Chart ............................................. 370
All County Funds - Total Requirements Summary By Fund ............................................... 372
All County Funds - Summary ............................................................................................. 375
All County and Districts Major Funds ................................................................................. 376
Major Fund: General Fund - Summaries By Functional Group .......................................... 380
General Fund Summary of Expenditures and Revenues with Compensation Information . 384
General Purpose Revenue .................................................................................................. 385
Appropriations by Department ............................................................................................. 388
Appropriations by State Function Code .............................................................................. 389
Position Summary .............................................................................................................. 390
Employee Retirement Rate Information .............................................................................. 392
All County Funds – Discussion of Major Revenue Sources ............................................... 393
All County Funds - Revenues By Type .............................................................................. 402
All County Funds - Expenditures By Type ........................................................................... 410
Major Governmental Funds - Changes in Projected Fund Balance .................................... 419
Capital Improvement Plan ................................................................................................... 420
Current Debt Position ......................................................................................................... 423
Performance Measurement Program .................................................................................. 426
APPENDIX
Countywide Program Modification List. ................................................................................ 429
Mandatory/Discretionary List by Department ....................................................................... 433
Mandatory/Discretionary List by Service and Level ............................................................. 487
County Organizational Chart ............................................................................................... 537
County Fund Definitions ...................................................................................................... 539
Budgetary Fund Structure ................................................................................................... 541
Table of Funds – Financial Fund Order ............................................................................... 543
Fund-Department Relationship ........................................................................................... 553
Glossary of Acronyms & Terms ........................................................................................... 557
Overview
County of Contra Costa FY 2014-2015 Recommended Budget 3
ORGANIZATION OF THE RECOMMENDED BUDGET BOOK
This Fiscal Year 2014-15 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 2014-15 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.)
The Departmental Summaries include financial information for All County Funds; unless
otherwise noted, the summaries do not include financial information of component units.
Component units are legally separate organizations for which the elected officials of a primary
government are financing accountable. Component units are blended (i.e. treated as if they are
funds of the County) or discretely presented (i.e. reported in a separate column in the County’s
financial statements.) Blended component units include the Successor Agency to the County
Redevelopment Agency, the County Public Financing Authority, the County Employees’
Retirement Association, the In-Home Supportive Services Public Authority, Special Districts and
Service Areas whose Board is the County Board of Supervisors. The only blended component
units reported on in the Recommended Budget document are the Contra Costa County Fire
Protection District, the Crockett-Carquinez Fire Protection District and the In-Home Supportive
Services Public Authority.
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Department Name
Department Head Name Functional Group
County of Contra Costa FY 2014-2015 Recommended Budget 5
General Fund
2011-12
Actual
2012-13
Budget
2013-14
Baseline
2014-15
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
6 County of Contra Costa FY 2014-2015 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
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
Enforce regulations preventing the movement of the LBAM to new
locations in the county and state.
2014-15
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 2014-2015 Recommended Budget 7
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
8 County of Contra Costa FY 2014-2015 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 1,074,702 as of January 1, 2013.
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)
2009 2010 2011 2012 (2) 2013
Antioch 101,041 102,330 103,055 103,950 105,117
Brentwood 51,950 52,492 52,030 52,635 53,278
Clayton 10,873 10,492 10,942 11,008 11,093
Concord 124,703 125,864 122,599 123,345 123,812
Danville 43,080 43,574 42,217 42,498 42,720
El Cerrito 23,461 23,666 23,649 23,801 23,910
Hercules 24,499 24,693 24,153 24,299 24,403
Lafayette 24,106 24,342 24,024 24,186 24,312
Martinez 36,378 36,663 36,055 36,264 36,578
Moraga 16,216 16,332 16,076 16,168 16,238
Oakley 34,500 35,846 35,998 36,573 37,252
Orinda 17,687 17,866 17,714 17,839 17,925
Pinole 19,400 19,555 18,461 18,581 18,664
Pittsburg 63,827 64,967 63,735 64,779 65,339
Pleasant Hill 33,576 33,844 33,280 33,477 33,633
Richmond 104,602 105,630 104,382 105,004 105,562
San Pablo 31,834 32,131 28,931 29,137 29,266
San Ramon 63,230 64,860 73,111 74,753 76,154
Walnut Creek 65,915 66,584 64,710 65,306 65,684
Subtotal 890,878 901,731 895,122 903,603 910,940
Unincorporated 170,447 171,054 161,184 162,999 163,762
Total 1,061,325 1,073,055 1,056,306 1,066,602 1,074,702
(1) Columns may not total due to independent rounding
(2) Revised
Source: California Department of Finance
Overview
County of Contra Costa FY 2014-2015 Recommended Budget 9
The median age of the population, according to the U.S. Census Bureau, was 38.0 years, down
slightly from 38.6 years in 2009. The percent of population with Bachelor or Graduate Degree,
according to the U.S. Census Bureau, was 38.4% up from 37.6% in 2009.
The County’s employment economy is very diverse: major industries include health care,
petroleum refining, telecommunications, financial and retail services, steel manufacturing,
prefabricated metals, chemicals, electronic equipment, paper products and food processing.
Most of the County’s heavy manufacturing is located along the County’s northern boundary
fronting the Suisun Bay and San Pablo Bay leading to San Francisco Bay and the Pacific
Ocean. The table below highlights the principal, non-government, employers in the County.
Principal Employers (Top Ten)
(Excluding Government Employers)
2013 (1)
Percentage of
Total County
Employment Employer
Estimated
Employees
John Muir Health 2,200 0.40%
Kaiser Foundation Hospital 2,000 0.36
Chevron Corporation 1,329 0.24
Target Corporation 1,262 0.23
Walmart Stores, Inc. 1,150 0.21
Contra Costa Newspapers, Inc. 1,140 0.21
Doctors Medical Center 937 0.17
Shell/Martinez Refinery 900 0.16
Bio-Rad Laboratories 900 0.16
Texaco, Inc. 800 0.15
12,618 2.29%
All Others 536,100
548,718 (2)
(1)Harris Info Source, January 2013-Contra Costa County
(2)State of California Employment Development Department, 2013 annual, not adjusted
Between July 2012 and June 2013 the County’s jobless rate decreased from 9.0% to 7.4%,
significantly below the statewide averages of 10.4% and 8.9%, 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
2008 2009 2010 2011 2012
County Civilian Labor Force (1) 524.5 524.8 523.3 524.1 535.7
Employment 492.2 471.5 465.1 469.6 487.8
Unemployment 32.4 53.4 58.2 54.5 48.0
Unemployment Rate
County 6.2% 10.2% 11.1% 10.4% 9.0%
State of California 7.2% 11.3% 12.4% 11.7% 10.4%
________________________
(1) Based on place of residence
Source: State of California, Employment Development Department, Labor Market Information
Division, March 2013 Benchmark
Overview
10 County of Contra Costa FY 2014-2015 Recommended Budget
Wage and Salary Employment by Industry
Annual Averages (in thousands)
2008 2009 2010 2011 2012
Wage and Salary Employment (1)
Farm 0.7 0.8 0.7 0.9 0.8
Goods Producing 46.5 39.9 36.6 34.8 37.0
Trade, Transportation & Utilities 61.2 57.3 55.9 56.3 57.1
Information 11.8 10.4 9.6 9.0 8.4
Financial Activities 26.6 25.7 25.3 24.5 25.2
Professional & Business Services 49.3 45.9 43.8 45.5 48.1
Education & Health Services 45.6 47.7 48.4 49.2 50.5
Leisure & Hospitality 32.8 31.2 31.3 32.2 33.7
Other Services 12.4 11.7 11.8 12.5 12.4
Government 52.6 51.3 49.2 47.8 48.0
Total (2) 339.5 321.8 312.6 312.7 321.4
________________________
(1) Based on place of work
(2) Columns may not total due to independent rounding.
Source: State of California, Employment Development Department, Labor Market Information Division,
March 2013 Benchmark
Contra Costa County traditionally has 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 2008 through
2012.
Personal Income
Calendar Years 2008 through 2012†
Personal Income
(thousands of
dollars) 2008 2009 2010 2011 2012†
County 59,914 56,221 58,383 62,981 66,544
California 1,610,698 1,516,677 1,564,209 1,645,138 1,768,039
United States 12,430,600 12,082,100 12,435,200 13,191,300 13,743,800
Per Capita
Income (dollars)
County 58,547 54,169 55,465 59,053 61,638
California 44,003 41,034 41,893 44,666 46,477
United States 40,947 38,637 39,791 42,298 43,735
† Most recent year for which annual data is available
Source: United States Department of Commerce, Bureau of Economic
Analysis, Regional Information
Overview
County of Contra Costa FY 2014-2015 Recommended Budget 11
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
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 services to
indigents, including indigent health care in the County; and
o pursue and support Federal and State Legislation.
The OPEB financing plan includes an annual allocation of resources for pre-
funding the OPEB liability. The County has included this allocation in each
adopted annual budget since FY 2008/2009. Health plan changes, caps on
county contributions and labor concessions, in addition to annual pre-funding
contributions, have assisted in reducing the County’s Unfunded Actuarial
Accrued Liability (UAAL) by over 61% since 2006 (from $2.57 billion to under
$1 billion).
Overview
12 County of Contra Costa FY 2014-2015 Recommended Budget
• In 2007, the Board of Supervisors also established a Real Asset Management
Program (RAMP). The objective of RAMP is to maximize the value of unused
and vacant County-owned office space by avoiding and terminating leases.
With the adoption of the FY 2012-13 Recommended Budget, the Board
established a dedicated funding stream for the County’s Capital Improvement
Plan. Capital Improvement Plan information is on Page 420.
• 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 has been 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.
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 May 21, 2013.
Overview
County of Contra Costa FY 2014-2015 Recommended Budget 13
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, 2013. 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
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 15.3% of General Fund revenues and the unreserved
portion was 9.4%. The County's audited financial report for fiscal year 2012-2013 confirms
compliance with the Reserves Policy.
Debt Management Policy In December 2006 the Board of Supervisors established a Debt
Management Policy, which was last updated March 25, 2014, to reflect the County's upgraded
rating tier from Standard and Poor's of "AAA" and updated annual disclosure requirements. The
County Debt Management Policy formalized the guidelines for the issuance and management of
various types of debt instruments and other financial obligations and includes post-issuance tax
compliance procedures for tax-exempt and Build America Bonds. 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 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
Overview
14 County of Contra Costa FY 2014-2015 Recommended Budget
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 March 25, 2014. Current debt position
information is located in on page 423 of the County Summary Information section.
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 2012-13 and was in excess of 92%. 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 decrease 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.
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Overview
16 County of Contra Costa FY 2014-2015 Recommended Budget
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 2014-2015 Budget Development Calendar
2014 Dates Key Budget Meetings/Activities/Deliverables
January 14 Board of Supervisors set Budget Schedule (Board Chambers*)
January 22 Personnel position count, salary and benefits cost projections due from
Departments
January 28 Board of Supervisor's retreat (Board Chambers*): 2014 Key Issues analysis
and budget projections for 2014-15 and beyond
January 31 Department Head meeting discussing 2014-15 budget preparation
January 31 Budget preparation instructions to Departments
January 31 -
February 14
Department staff discuss budgets with respective advisory committees and
solicit written suggestions (as necessary/appropriate)
February 3 - 5 Budget system training sessions for Departmental fiscal staff
February 1 –
February 14 Department fiscal staff meet with CAO analysts (as necessary/appropriate)
February 14 Baseline Budgets due from Departments
February 26 Venture Capital Project Requests (optional) due from Departments
February 26 Program/Recommended Budget Narrative and
Administrative and Program Goals due from Departments
April 8 Public Notice of Hearing
Recommended Budget to Board of Supervisors and posted on County website
February 25 Mid-Year Current Budget Status and Baseline Budget Report presentation
(Board Chambers*)
April 22 State Controller’s Office Recommended Budget Adopted by Board of
Supervisors (Board Chambers*)
April 22 Budget Hearings on County Recommended Budget (Board Chambers*)
May 8 Budget Adoption Board Order to Board of Supervisors
May 13 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.
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
Overview
County of Contra Costa FY 2014-2015 Recommended Budget 17
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.
Overview
18 County of Contra Costa FY 2014-2015 Recommended Budget
G ENERAL GOVERNMENT
County of Contra Costa
Functional Group Summary
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 19
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 $351.9 million in General
Purpose Revenue.
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 112,520,457 129,498,147 137,188,228 136,428,264 (759,964)
Services and Supplies 112,652,641 144,152,986 131,695,887 131,689,652 (6,235)
Other Charges 40,351,059 50,173,488 43,010,021 43,010,021 0
Fixed Assets 4,157,251 10,038,776 9,501,394 9,501,394 0
Expenditure Transfers (75,393,185) (81,241,194) (82,497,837) (82,603,245) (105,408)
TOTAL EXPENDITURES 194,288,222 254,737,109 243,753,346 242,881,739 (871,607)
REVENUE
Other Local Revenue 460,155,028 478,103,345 499,631,953 499,631,953 0
Federal Assistance 12,135,487 14,111,219 11,664,692 11,664,692 0
State Assistance 4,859,703 4,713,084 4,421,110 4,421,110 0
GROSS REVENUE 477,150,218 496,927,648 515,717,755 515,717,755 0
NET COUNTY COST (NCC) (282,861,996) (242,190,539) (271,964,409) (272,836,016) (871,607)
Allocated Positions (FTE) 1,031 1,042 1,042 1,045 3
FINANCIAL INDICATORS
Salaries as % of Total Exp 42% 39% 42% 42%
% Change in Total Exp 31% (4%) 0%
% Change in Total Rev 4% 4% 0%
% Change in NCC (14%) 12% 0%
COMPENSATION
INFORMATION
Permanent Salaries 58,641,288 69,608,643 73,708,575 73,262,347 (446,228)
Temporary Salaries 3,444,164 1,783,704 2,119,035 2,119,035 0
Permanent Overtime 1,271,288 1,003,070 731,177 731,177 0
Deferred Comp 460,517 850,637 881,364 881,364 0
Comp & SDI Recoveries (324,522) (282,321) (242,724) (242,724) 0
FICA/Medicare 4,572,650 5,307,543 5,518,379 5,480,547 (37,832)
Ret Exp-Pre 97 Retirees 270,738 272,648 272,448 272,448 0
Retirement Expense 21,138,580 27,057,165 29,241,044 29,093,564 (147,480)
Excess Retirement 3,313 0 0 0 0
Employee Group Insurance 9,483,025 11,944,878 11,730,448 11,622,532 (107,916)
Retiree Health Insurance 7,456,288 6,131,041 7,235,145 7,235,145 0
OPEB Pre-Pay 3,882,788 3,248,245 3,248,245 3,248,245 0
Unemployment Insurance 237,609 267,059 220,685 219,545 (1,140)
Workers Comp Insurance 1,968,373 2,305,835 2,524,407 2,505,039 (19,368)
Labor Received/Provided 14,357 0 0 0 0
Functional Group Summary
General Government
20 County of Contra Costa FY 2014-2015 Recommended Budget
FY 2014-15
Recommended General Fund Expenditures
General
Government,
$242,881,739, 18%
Law & Justice,
$376,168,588, 28%
Health & Human
Services,
$734,296,783, 54%
Vincent L. Guise, Agriculture Commissioner Agriculture
Director of Weights and Measures General Government
County of Contra Costa FY 2014-2015 Recommended Budget 21
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 3,878,060 4,484,877 4,773,569 4,672,618 (100,951)
Services and Supplies 699,619 609,694 613,628 613,628 0
Fixed Assets 7,306 17,188 0 0 0
Expenditure Transfers 427,121 422,066 375,100 375,100 0
TOTAL EXPENDITURES 5,012,106 5,533,825 5,762,297 5,661,346 (100,951)
REVENUE
Other Local Revenue 1,086,359 1,020,560 1,168,484 1,168,484 0
State Assistance 2,387,295 2,748,836 2,492,862 2,492,862 0
GROSS REVENUE 3,473,655 3,769,396 3,661,346 3,661,346 0
NET COUNTY COST (NCC) 1,538,451 1,764,429 2,100,951 2,000,000 (100,951)
Allocated Positions (FTE) 48 46 48 46.5 (1.5)
FINANCIAL INDICATORS
Salaries as % of Total Exp 85% 88% 89% 88%
% Change in Total Exp 10% 4% (2%)
% Change in Total Rev 9% (3%) 0%
% Change in NCC 15% 19% (5%)
COMPENSATION INFORMATION
Permanent Salaries 2,200,955 2,611,900 2,891,956 2,811,545 (80,411)
Temporary Salaries 158,809 31,000 31,000 31,000 0
Permanent Overtime 30,345 0 0 0 0
Deferred Comp 8,405 23,100 22,080 22,080 0
Comp & SDI Recoveries (12,729) 0 0 0 0
FICA/Medicare 175,637 208,611 220,740 212,572 (8,168)
Ret Exp-Pre 97 Retirees 7,792 9,350 9,350 9,350 0
Retirement Expense 620,702 806,283 856,007 856,007 0
Employee Group Insurance 276,967 336,918 280,027 267,655 (12,372)
Retiree Health Insurance 219,302 215,443 204,979 204,979 0
OPEB Pre-Pay 104,588 104,588 104,588 104,588 0
Unemployment Insurance 9,127 10,325 8,924 8,924 0
Workers Comp Insurance 78,160 127,359 143,918 143,918 0
Agriculture
General Government
22 County of Contra Costa FY 2014-2015 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 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
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: $1,218,129
Financing: 0
Net County Cost: 1,218,129
Funding Sources:
General Fund 100.0% 1,218,129
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: $3,121,244
Financing: 2,691,872
Net County Cost: 429,372
Funding Sources:
State 79.7% $2,489,362
Fees 4.5% 141,010
Interfund Revenue 1.0% 31,000
Other 0.9% 27,000
Forfeitures/Penalties 0.1% 3,500
General Fund 13.8% 429,372
FTE: 32.6
Agriculture
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 23
Weights and Measures
Description: Provides assurance of fair
business practices by performing routine
inspection of all weighing and measuring
devices used in commercial transactions.
Provides regulatory services to ensure
commercial sales are made in compliance with
state laws. This unit enforces laws designed to
prevent deceptive packaging and ensuring
accurate units of measure and accurate
charging on electronic transactions.
Weights and Measures Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,131,025
Financing: 969,474
Net County Cost: 161,551
Funding Sources:
State 0.3% $3,500
Fees 81.0% 915,974
Forf/Penalties 4.4% 50,000
General Fund 14.3% 161,551
FTE: 9.0
Cooperative Extension
Description: Cooperative Extension is a public
outreach arm of the University of California (UC)
that extends research-based information and
resources to professionals working in
agricultural and natural resource industries as
well as to county residents via a wide variety of
extension methods. Through UC funding,
extramural grants/gifts and volunteer hours, the
match for every $1 contributed by Contra Costa
County has increased to an estimated $14:$1
ratio.
The program works with County farmers to
assure a sustainable food system that is safe,
productive, environmentally friendly and
economically viable; educates landscape
managers, pest control operators, and other
urban pest management professionals about the
principals of integrated pest management (IPM),
reducing negative impacts to the environment
and community; works with 4-H volunteers to
create opportunities where youth and their
families build citizenship, leadership, and life
skill competencies necessary for successful
adolescent and adult life; and provides research
and education on critical nutrition issues
including food security, childhood obesity and
chronic disease prevention.
Cooperative Extension Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $190,948
Financing: 0
Net County Cost: 190,948
Funding Sources:
General Fund 100.0% 190,948
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 positions vacant,
resulting in $100,951 savings in salaries and
benefits. The Department will continue this
practice until the revenue streams stabilize.
The FY 2014-15 Recommended Budget for the
Department of Agriculture is balanced while
maintaining current service levels. 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.
Agriculture
General Government
24 County of Contra Costa FY 2014-2015 Recommended Budget
Performance Measurement
The Canine Program continues to be a
success. Two new US Department of
Agriculture (USDA) trained dogs were
brought into this program to replace our two
retired dogs. The two teams continue to
work regionally in 12 Greater Bay Area
counties and alerted on a total of 4,724
parcels at USPS, FedEx, and UPS. A total
of 206 unmarked packages of Agricultural
commodities were intercepted. Within these
parcels, 27 pests were discovered to contain
serious exotic pests. The Canine Program
has successfully expanded to include two
U.S. Post Office facilities.
No new infestation sites of the A-rated pest,
Japanese Dodder, were found in 2013. All
49 historically infested sites were monitored
and found clean of this pest. Total county-
wide eradication of this serious pest is near.
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.
The pest management program surveyed
and/or treated 895 historically invasive
noxious weed infested sites for the 18 target
species of the program. 245 or 29% of these
sites were clean of the species
demonstrating continued success toward
program goals.
The countywide pest detection program did
not find 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 6,311 individual
traps. Several neighboring Bay Area
counties had infestations that resulted in
eradication projects; our lack of infestations
is attributable to the efforts of our diligent
inspectors and canine teams.
The pest detection program continues to
trap for the Asian Citrus Psyllid (ACP) and
European Grape Vine Moth (EGVM)
Currently, ACP is infesting much of
Southern California. EGVM has been
successfully eradicated from several
counties. Only an infestation core area in
Napa County remains. There have been no
EGVM or ACP found in Contra Costa
County.
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.
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 531 inspections and
21 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 1,110
individuals through 45 training sessions,
some of which were given in Spanish.
The Weights & Measures Division filed 52
administrative actions in the past year; forty-
eight 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
$22,446 in investigative 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,
Cooperative Extension (CE) spearheaded
Agriculture
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 25
an aggressive Cherry Buckskin Disease
eradication effort, surveyed over 600 acres
and found no Buckskin disease for the 2nd
year since its discovery in the county in
2002. CE also developed a comprehensive
management program for controlling another
new cherry pest, the Spotted Wing
Drosophila, and successfully educated local
farmers on implementation, preventing
millions of dollars in loss to our Contra Costa
cherry industry. The Farm Advisor continues
to serve as a local resource to help farmers
adapt to changing conditions and pests
using sound science, through direct
consultations, field demonstrations,
research, meetings, newsletters, websites,
emails, publications and other methods.
Cherries are a $2.6 million crop in Contra
Costa.
Under the Nutrition Program, 3,222 low-
income students received an average of 14
hours of nutrition education. In addition,
1015 CalFresh eligible adults learned how to
stretch their food dollars to purchase healthy
foods and 275 low-income families with
children graduated from an eight-week
nutrition series. Evaluations showed that
88% of graduates improved one or more
nutrition practices. A national study reported
that for every dollar spent on this program,
$3 - $17 dollars is saved in healthcare costs
attributable to good nutrition and physical
activity practices.
Trained/managed 197 Master Gardener
volunteers who contributed 15,747 hours
(valued by the Independent Sector at
$389,738) 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.
Trained and managed 151 4-H volunteers
who contributed an estimated 11,325 hours
(valued by the Independent Sector at
$273,838) helping to deliver the 4-H
program. Engaged/enrolled 460 youth in the
yearlong 4-H program. The 4-H program
began with the core are of teaching youth
“real and concrete” life skills in agriculture.
In our 100th year, we now incorporate
citizenship, leadership and/or life skills
development using experienced-based or
“hands-on” educational youth projects in
agriculture, nutrition, leadership, science
and technology, domestic animal husbandry,
and gardening.
Under the new urban Integrated Pest
Management (IPM) program, led by UC
Cooperative Extension Urban IPM Advisor
Andrew Sutherland, trained approximately
493 structural pest control operators,
landscape managers, pest control advisers,
urban agriculture practitioners, municipal
staff, UC Master Gardeners and the general
public with regards to specific IPM strategies
and tactics, invasive pest species
awareness and preparation and urban
surface water concerns related to pest
management. In some cases, pre-post
testing revealed significant specific changes
in knowledge.
Administrative and Program Goals
Enforce regulations preventing the
movement of the Light Brown Apple Moth
(LBAM) to new locations in the county and
state.
Ensure that exotic insect trapping
procedures are followed as defined in
contract agreements with California
Department of Food and Agriculture
(CDFA.)
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.
Continue emphasis on price verification.
Improve farming efficiencies by educating
farmers on how to reduce costs and improve
operations.
Agriculture
General Government
26 County of Contra Costa FY 2014-2015 Recommended Budget
Keep property values high by helping
residents sustain landscaping during
drought while minimizing landscape water
use.
Eliminate fines that municipalities, including
the County, pay due to home garden
pesticide run-off.
Increase the number of youth prepared to
enter science careers by gaining leadership
skills.
Improve the dietary habits, nutritional
understanding and food security of low-
income residents.
Help residents better manage financial
resources.
FY 2014-15
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) ($100,951)
Continue the vacancies of
one full-time Pest Detection
Program Assistant and one
half-time Pest Detection
Specialist.
(1.5) ($100,951)
Assessor
Gus Kramer, Assessor General Government
County of Contra Costa FY 2014-2015 Recommended Budget 27
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 12,176,315 14,205,080 15,351,328 14,358,415 (992,913)
Services and Supplies 3,930,109 2,156,621 2,159,557 2,159,557 0
Other Charges 4,900 4,900 4,900 0
Fixed Assets 10,000 10,000 10,000 0
Expenditure Transfers (178,566) (251,883) (250,822) (250,822) 0
TOTAL EXPENDITURES 15,927,858 16,124,718 17,274,963 16,282,050 (992,913)
REVENUE
Other Local Revenue 1,081,322 1,532,718 1,532,050 1,532,050 0
GROSS REVENUE 1,081,322 1,532,718 1,532,050 1,532,050 0
NET COUNTY COST (NCC) 14,846,536 14,592,000 15,742,913 14,750,000 (992,913)
Allocated Positions (FTE) 122 122 122 122 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 76% 87% 88% 87%
% Change in Total Exp 1% 7% (6%)
% Change in Total Rev 42% 0% 0%
% Change in NCC (2%) 8% (6%)
COMPENSATION INFORMATION
Permanent Salaries 6,120,463 7,207,278 8,121,345 7,551,360 (569,985)
Temporary Salaries 642,736 142,259 142,259 142,259 0
Permanent Overtime 399 15,000 15,000 15,000 0
Deferred Comp 26,320 90,840 85,020 85,020 0
Comp & SDI Recoveries (20,986) (9,120) (9,120) (9,120) 0
FICA/Medicare 489,276 591,026 613,692 568,596 (45,096)
Ret Exp-Pre 97 Retirees 28,267 41,027 41,027 41,027 0
Retirement Expense 2,257,489 3,015,706 3,246,317 3,028,073 (218,244)
Employee Group Insurance 998,871 1,402,224 1,389,144 1,252,416 (136,728)
Retiree Health Insurance 970,482 975,864 955,328 955,328 0
OPEB Pre-Pay 436,063 436,063 436,063 436,063 0
Unemployment Insurance 25,164 29,467 24,319 22,567 (1,752)
Workers Comp Insurance 201,771 267,446 290,934 269,826 (21,108)
Department Description
This table represents information in aggregate
format summarizing expenditures, revenues
and net County costs for four budget units.
Included is data for the following budgets:
Appraisal, Business, Support Services, and
Administrative Services.
Assessor
General Government
28 County of Contra Costa FY 2014-2015 Recommended Budget
Major Department Responsibilities
The Assessor’s Office is responsible for
discovering and assessing all property within
the County; producing and delivering an
assessment roll by July 1 of each year; valuing
all real property; auditing all entities doing
business in the County and valuing all taxable
personal property; establishing and
maintaining a set of 11,000 maps for
assessment purposes, delineating every
parcel of land in the County; and providing
public information to assist taxpayers with
questions about property ownership and
assessment.
Appraisal
Description: Ensure that all secured real and
personal property within the county has been
accurately valued and entered on the regular
and supplemental assessment rolls.
Appraisal Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $6,439,242
Financing: 695,321
Net County Cost: 5,743,921
Funding Sources:
Transfers 1.5% $97,821
Fees 4.9% 312,800
Prop. Tax Admin. 4.4% 284,700
General Fund 89.2% 5,743,921
FTE: 47.0
Business
Description: Ensure that all business
personal property within the county has been
accurately reported and valued and entered
on the regular and supplemental assessment
rolls.
Business Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,879,224
Financing: 196,116
Net County Cost: 1,683,108
Funding Sources:
Transfers 1.5% $27,590
Fees 4.7% 88,226
Prop. Tax Admin. 4.3% 80,300
General Fund 89.5% 1,683,108
FTE: 12.0
Support Services
Description: Enroll all valid exemptions on
the annual and supplemental local
assessment rolls; provide data entry and
drafting services to the department; review
policies and procedures, and make changes
where necessary; and provide public service
to agencies, private organizations and to the
public.
Support Services Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $6,825,551
Financing: 730,977
Net County Cost: 6,094,574
Funding Sources:
Transfers 1.5% $102,837
Fees 4.8% 328,840
Prop. Tax Admin. 4.4% 299,300
General Fund 89.3% 6,094,574
FTE: 56.0
Assessor
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 29
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: $1,388,855
Financing: 160,458
Net County Cost: 1,228,397
Funding Sources:
Transfers 1.6% $22,574
Fees 5.2% 72,184
Prop. Tax Admin. 4.7% 65,700
General Fund 88.5% 1,228,397
FTE: 7.0
Property Tax Administration
Program (Fund 115100)
Description: Provides funding from the State-
County Property Tax Administration Program
to be used to improve operations and enhance
computer applications and systems.
Property Tax Administration Program
Service: Mandatory
Level of Service: Discretionary
Expenditures: $3,043,371
Financing: 0
Net Fund Cost: 3,043,371
Funding Sources:
Fund Balance 100.0% $3,043,371
Fund: 115100
CAO’s Recommendation
The baseline net County cost reflects a
$1,150,913 increase from the fiscal year 2013-
14 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 35 vacant positions
out of 122 authorized positions, which
represents a 29% reduction in workforce.
Reduced staffing levels make it extremely
difficult for the Department to close the regular
and supplemental assessment rolls in a timely
manner, 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 $992,913 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 $992,913 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.
Assessor
General Government
30 County of Contra Costa FY 2014-2015 Recommended Budget
Performance Measurement
• In 2013, despite extremely low staffing
levels, the Assessor’s Office managed to
meet the statutory program obligations and
delivered a timely assessment roll.
• Completed the State Board of Equalization
tax audit survey for the 2012-13 assessment
roll year.
• Reduced the backlog of Proposition 58
(Reassessment Exclusion for Parent-Child
Ownership Transfers) and eliminated the
backlog of Proposition 60 (Transfer of
Property Tax Base For Senior Citizens)
applications, streamlined procedures and
trained staff, which resulted in reducing
errors and improving customer service.
• Developed a computer program to automate
the application of the 10% penalty for non-
filers of Business Property Statements (form
571L).
• Created separate Proposition 8 reduction in
value notices and notices of value
restoration to provide taxpayers with specific
information tailored to each situation which
resulted in improving customer service.
• Coordinated 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.
Administrative and Program Goals
• Continue to recruit aggressively and fill
vacant positions in order to maintain
sufficient staffing levels to perform all of the
mandated functions of the Assessor’s Office
and deliver a timely assessment roll.
• Fully train Standards Division appraisal staff
on policies and procedures regarding
changes in ownership, the proper
application of property tax exemptions and
exclusions, and the preparation of internal
reports and State Board of Equalization
mandated reports.
• Continue to reduce the backlog of
Proposition 58 claims under review to notify
claimants timely and alleviate the duplication
of effort and improper or untimely
assessments.
• Implement the Enrollment Form function of
the online AES valuation program, including
redefining business workflows and training
appraisal and support staff on new
procedures. The online valuation program
will eliminate manual data entry and the
potential for typographical errors, and create
an electronic record of events.
• Create an interface program bridging the
statewide business property statement filing
system with the Assessor’s Office
unsecured database, which will increase the
accuracy of assessments, cut processing
time from hours to minutes, decrease the
number of temporary staff during the busy
filing season, save printing time and
keystrokes, and generate work paper
packages that combine data used for annual
assessment and future audits of businesses.
• Convert various types of paper recorded
documents to digital format. Doing so will
save staff time in printing, sorting and
attaching documents to existing paper
records.
Assessor
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 31
2014-15
Program Modification List
Order
Reference
to
Mand/Disc
List
Programs/
Budget Units Services FTE Net County
Cost Impact Impact
1 1
Appraisal and
Support
Services
Salaries and
Benefits N/A ($992,913)
Vacancy Factor – will
require the department to
manage the filling of
unplanned staff
vacancies in a manner
that achieves the
savings.
Total N/A ($992,913)
Assessor
General Government
32 County of Contra Costa FY 2014-2015 Recommended Budget
Auditor-Controller
Robert R. Campbell, Auditor-Controller General Government
County of Contra Costa FY 2014-2015 Recommended Budget 33
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 6,041,040 6,974,321 7,414,082 7,414,082 0
Services and Supplies 1,668,655 1,815,327 1,875,821 1,875,821 0
Expenditure Transfers (697,440) (415,934) (446,289) (446,289) 0
TOTAL EXPENDITURES 7,012,256 8,373,714 8,843,614 8,843,614 0
REVENUE
Other Local Revenue 5,523,971 5,298,024 5,373,614 5,373,614 0
GROSS REVENUE 5,523,971 5,298,024 5,373,614 5,373,614 0
NET COUNTY COST (NCC) 1,488,285 3,075,690 3,470,000 3,470,000 0
Allocated Positions (FTE) 55 55 56 56 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 78% 79% 80% 80%
% Change in Total Exp 19% 6% 0%
% Change in Total Rev (4%) 1% 0%
% Change in NCC 107% 13% 0%
COMPENSATION INFORMATION
Permanent Salaries 3,263,404 3,735,769 3,972,476 3,972,476 0
Temporary Salaries 71,555 125,000 125,000 125,000 0
Permanent Overtime 61,943 0 0 0 0
Deferred Comp 41,186 56,040 61,440 61,440 0
Comp & SDI Recoveries (2,500) (5,000) (5,000) (5,000) 0
FICA/Medicare 248,249 282,494 299,819 299,819 0
Ret Exp-Pre 97 Retirees 14,773 19,616 19,616 19,616 0
Retirement Expense 1,156,283 1,451,993 1,601,381 1,601,381 0
Employee Group Insurance 507,989 632,227 694,861 694,861 0
Retiree Health Insurance 394,916 393,134 357,521 357,521 0
OPEB Pre-Pay 232,184 232,184 232,184 232,184 0
Unemployment Insurance 12,522 14,205 11,917 11,917 0
Workers Comp Insurance 38,536 36,659 42,867 42,867 0
Department Description
This 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, Special Accounting, Budgets,
Disbursements, General Accounting, Accounts
Payable, Internal Audit, Administration,
Systems, and Automated Systems.
Auditor-Controller
General Government
34 County of Contra Costa FY 2014-2015 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 / Special Accounting
Description: To build the countywide tax roll
and allocate and account for property tax
apportionments and assessments for all
jurisdictions in the County. 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.
Property Tax/Special Accounting Summary
Level of Discretion: Mandatory
Level of Service: Discretionary
Expenditures: $1,893,631
Financing: 1,937,592
Net County Cost: (43,961)
Funding Sources:
Fees 101.1% $1,914,327
Transfers 1.0% 23,265
General Fund (2.1%) (43,961)
FTE: 11.3
Disbursements
Description: To process payroll for all County
departments, most fire districts, some special
districts, and some non-county regional
agencies. To process demands, purchase
orders, and contracts.
Disbursements Summary
Level of Discretion: Mandatory
Level of Service: Discretionary
Expenditures: $2,663,694
Financing: 1,465,783
Net County Cost: 1,197,911
Funding Sources:
Fees 50.1% $1,334,936
Transfers 4.9% 130,847
General Fund 45.0% 1,197,911
FTE: 23.5
General Accounting
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.
Auditor-Controller
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 35
General Accounting Summary
Level of Discretion: Mandatory
Level of Service: Discretionary
Expenditures: $1,132,153
Financing: 850,454
Net County Cost: 281,699
Funding Sources:
Fees 88.9% $1,006,812
Transfers (13.8%) (156,358)
General Fund 24.9% 281,699
FTE: 7.0
Internal Audit
Description: To develop and execute audit
programs for the examination, verification, and
analysis of financial records, procedures, and
internal controls of the County departments. To
produce the Comprehensive Annual Financial
Report.
Internal Audit Summary
Level of Discretion: Mandatory
Level of Service: Discretionary
Expenditures: $759,432
Financing: 475,498
Net County Cost: 283,934
Funding Sources:
Fees 48.0% $364,302
Transfers 14.6% 111,196
General Fund 37.4% 283,934
FTE: 6.0
Administration / Systems
Description: To provide general management
of the financial information and accounts of all
departments, districts, and other agencies
governed by the Board of Supervisors. To
provide employee development, personnel,
payroll, and fiscal administration. To provide
systems development and support. To provide
secretarial support.
Administration & Systems Summary
Level of Discretion: Mandatory
Level of Service: Discretionary
Expenditures: $2,394,704
Financing: 644,287
Net County Cost: 1,750,417
Funding Sources:
Transfers 20.6% $492,781
Fees 5.5% 131,506
Other Funds 0.8% 20,000
General Fund 73.1% 1,750,417
FTE: 8.2
Automated Systems Development
(Non-General Fund)
The following budget units are included:
0009 – Automated Systems Dev. Revenue
0011 – Automated Systems Development
Description: To accumulate interest earnings
from the Teeter Plan borrowing program and
other funding sources to finance maintenance
and enhancement for countywide financial
systems. (Non-General Fund)
Automated Systems Development
Level of Discretion: Discretionary
Level of Service: Discretionary
Expenditures: $200,000
Financing: 15,000
Net Fund Cost: 185,000
Funding Sources:
Interest Earnings 7.5% $15,000
Fund Balance 92.5% 185,000
FTE: 0
Auditor-Controller
General Government
36 County of Contra Costa FY 2014-2015 Recommended Budget
CAO’s Recommendation
Baseline Budget
The baseline net County cost represents a
$394,310 increase over the FY 2013-14
Adjusted Budget.
Salary and benefit costs increased by $439,761
and are mainly due to increases in negotiated
Cost-of-Living-Adjustments, retirement benefits,
and employee group insurance. Other operating
costs increased by $60,494 due to increased
data processing services that support the
ongoing development of automated systems.
Expenditure transfers are estimated to increase
by $30,355.
Revenues are estimated to increase overall by
$75,590
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 2014-15.
Performance Measurement
Complete the implementation of the ADP
Electronic Timekeeping System countywide.
Implementation was not completed and is
targeted for the start of FY 2014-15 or end of FY
2013-14. Complexity of County’s pay rules,
federal standards, multiple bargaining units,
variety of schedules, etc. and System limitations
have delayed implementation.
Update the Disaster Recovery Plan for the
Office of the Auditor-Controller.
Server backup plan process and documentation
is completed.
Continue to complete internal review of
processes and procedures within the Office
to maximize resources.
Completed 58% of the General Accounting
division’s business process review
engagements.
Continue to meet weekly to complete the
remaining tasks associated with this specific
review.
Work with the Department of Human
Resources to improve recruitment for
accounting/auditing positions
Recruited and filled five (5) accountant/auditing
vacancies by working with Human Resources
and utilizing new, outreach/technological
methods to obtain a qualified, diversified
candidate pool.
Implement new accounting standards, legal,
and county mandates timely and accurately.
Implemented electronic payments to healthcare
providers by January 1, 2014 as mandated by
the Patient Protection and Affordable Care Act.
The Office continues to learn about new
accounting standards and mandates and as a
team works together to properly implement and
provide guidance and assistance to other
impacted county departments.
Administrative and Program Goals
• Implement ADP Electronic Timekeeping
System countywide.
• Review independent Districts for compliance
with legal and County requirements and
develop internal procedures that provide
guidance for ensuring that all requirements
are met.
• Coordinate the relocation of staff to another
county building during Finance Building
repairs (approximately 18 months).
• Continue to work on completing the Disaster
Recovery Plan for the Office of the Auditor-
Controller.
• Implement new accounting standards, legal,
and county mandates timely and accurately.
Board of Supervisors
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 37
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 3,643,604 3,916,282 4,106,977 4,106,977 0
Services and Supplies 2,167,352 4,082,656 2,036,702 2,036,702 0
Other Charges 4,357 200 200 200 0
Expenditure Transfers 109,661 69,750 69,750 69,750 0
TOTAL EXPENDITURES 5,924,975 8,068,888 6,213,629 6,213,629 0
REVENUE
Other Local Revenue 1,069,046 363,579 363,579 363,579 0
GROSS REVENUE 1,069,046 363,579 363,579 363,579 0
NET COUNTY COST (NCC) 4,855,928 7,705,309 5,850,050 5,850,050 0
Allocated Positions (FTE) 27 31 31 31 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 63% 49% 67% 67%
% Change in Total Exp 36% (23%) 0%
% Change in Total Rev (66%) 0% 0%
% Change in NCC 59% (24%) 0%
COMPENSATION INFORMATION
Permanent Salaries 2,112,106 2,164,080 2,270,862 2,270,862 0
Temporary Salaries 19,700 67,000 67,000 67,000 0
Deferred Comp 91,026 105,762 100,980 100,980 0
Comp & SDI Recoveries (2,715) 0 0 0 0
FICA/Medicare 158,662 168,312 175,850 175,850 0
Ret Exp-Pre 97 Retirees 9,773 12,867 12,867 12,867 0
Retirement Expense 752,326 860,772 936,807 936,807 0
Employee Group Insurance 340,036 381,537 360,919 360,919 0
Retiree Health Insurance 78,262 78,179 90,477 90,477 0
OPEB Pre-Pay 56,268 56,268 56,268 56,268 0
Unemployment Insurance 6,099 8,304 6,854 6,854 0
Workers Comp Insurance 22,062 13,200 28,092 28,092 0
Department Description
The preceding table represents information in
aggregate format summarizing expenditures,
revenues, and net County costs for 10 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,12 Municipal Advisory Councils,
Unfunded Mandates, the Transfer Station
Mitigation Fee and the North Richmond Waste &
Recovery Mitigation Program.
Board of Supervisors
General Government
38 County of Contra Costa FY 2014-2015 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: $6,027,629
Financing: 213,579
Net County Cost: 5,814,050
Funding Sources:
Property Tax Admin 1.8% $108,579
Transfers 1.7% 105,000
General Fund 96.5% 5,814,050
FTE: 31.0
Municipal Advisory Councils
Description: Advise the Board on matters that
relate to their respective unincorporated areas,
as designated by the Board, concerning services
which are or may be provided to the area by the
County or other local government agencies,
including but not limited to advise on matters of
public health, safety, welfare, public works, and
planning.
Each of the 12 Municipal Advisory Councils
(MAC) will be appropriated $3,000 for FY 2014-
15. In addition to County funds, MACs may
seek and apply for funding from other non-
County sources to supplement their budget. .
District Offices administer MAC budgets within
their district boundaries.
Municipal Advisory Councils Summary
Level of Discretion: Discretionary
Level of Service: Discretionary
Expenditures: $36,000
Financing: 0
Net County Cost: 36,000
Funding Sources:
General Fund 100.0% $36,000
Board Mitigation Programs
Description: Provide funding for programs out
of the Transfer Station Mitigation Fee and the
North Richmond Waste & Recovery Mitigation
Program.
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.
Board of Supervisors
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 39
Board Mitigation Programs Summary
Level of Discretion: Discretionary
Level of Service: Discretionary
Expenditures: $150,000
Financing: 150,000
Net County Cost: 0
Funding Sources:
Transfer Station Mitg 100.0% $150,000
North Richmond Waste & Recovery
Mitigation Fund (Non General Fund)
Level of Discretion: Discretionary
Level of Service: Discretionary
Expenditures: $550,000
Financing: 550,000
Net Fund Cost: 0
Funding Sources:
No. Richmond Waste &
Recovery Mitigation 100.0% $550,000
CAO’s Recommendation
This Budget covers the administration
requirements of the Board of Supervisor’s
operations as well as the costs of membership in
the California State Association of Counties
(CSAC), Association of Bay Area Governments
(ABAG), Urban County Caucus (UCC) and
National Association of Counties (NACO). The
budget also includes electronic support of the
County Code as well as funding for the
Countywide Single Audit.
The large net County cost reduction between the
baseline budget and the current year budget
($1,855,259) is primarily due to budgeting for
CCFutures Fund in the Board Mitigation
Programs Department. The appropriations in
the current year budget are supported by fund
balance and are a source of on-going revenue.
Any available fund balance will be carried over
at the end of FY 2013-14 into FY 2014-15 and
are therefore not included in baseline figures.
The County Administrator is recommending full
baseline funding for FY 2014-15.
Recommended increases include $190,695 due
to salary and retirement cost increases and
$36,000 to support the operations of the 12
Municipal Advisory Councils ($3,000 for each
Council).
Board of Supervisors
General Government
40 County of Contra Costa FY 2014-2015 Recommended Budget
Central Support Services
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 41
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 3,771,864 4,678,725 4,911,503 4,911,503 0
Services and Supplies 2,044,551 5,202,672 4,879,510 4,879,510 0
Other Charges 4,196,895 3,966,230 4,168,230 4,168,230 0
Fixed Assets 2,678,614 8,359,216 8,796,785 8,796,785 0
Expenditure Transfers (168,316) 25,000 (785,452) (785,452) 0
TOTAL EXPENDITURES 12,523,609 22,231,843 21,970,576 21,970,576 0
REVENUE
Other Local Revenue 10,102,738 15,621,253 5,895,813 5,895,813 0
State Assistance 14,012 14,248 14,248 14,248 0
GROSS REVENUE 10,116,750 15,635,501 5,910,061 5,910,061 0
NET COUNTY COST (NCC) 2,406,859 6,596,342 16,060,515 16,060,515 0
Allocated Positions (FTE) 40 42 42 42 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 30% 21% 22% 22%
% Change in Total Exp 78% (1%) 0%
% Change in Total Rev 55% (62%) 0%
% Change in NCC 174% 143% 0%
COMPENSATION INFORMATION
Permanent Salaries 2,070,481 2,519,577 2,646,128 2,646,128 0
Temporary Salaries 50,734 85,882 85,882 85,882 0
Deferred Comp 19,478 35,640 43,860 43,860 0
Comp & SDI Recoveries (7,547) 0 0 0 0
FICA/Medicare 154,998 192,681 202,472 202,472 0
Ret Exp-Pre 97 Retirees 9,324 10,557 10,557 10,557 0
Retirement Expense 741,076 973,775 1,057,346 1,057,346 0
Employee Group Insurance 368,472 474,871 495,990 495,990 0
Retiree Health Insurance 233,213 238,171 234,375 234,375 0
OPEB Pre-Pay 101,306 101,306 101,306 101,306 0
Unemployment Insurance 8,156 9,600 7,936 7,936 0
Workers Comp Insurance 22,173 36,665 25,651 25,651 0
Department Description
The preceding table represents information in
aggregate format summarizing expenditures,
revenues, and net County costs for eight budget
units, including for the following:
0002 – Clerk of the Board
0356 – Local Agency Formation Commission
(LAFCO)
0036 – Merit Board
0025 – Management Information Systems
Central Support Services
General Government
42 County of Contra Costa FY 2014-2015 Recommended Budget
0111/0080 – Capital Projects/Minor non-Capital
Projects
0085 – Facilities Lifecycle Investment Program
0150 – Insurance/Risk Management
0135 – Arts Commission
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 $75,122 increase over the fiscal
year 2013-14 Adjusted Budget. This increase is
the result of increased salary and benefit costs
($60,165), and increased operating costs
($14,957) needed for information technology
services that support the department’s
automation efforts.
Impact: The recommended net County cost will
provide a minimum level of general fund
resources needed to maintain mandated
services in fiscal year 2014-15.
Clerk of the Board Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,076,000
Financing: 99,500
Net County Cost: 976,500
Funding Sources:
Charges for Svcs 1.8% 19,500
Property Tax Adm 1.9% 20,000
Intergovernmental 5.6% 60,000
General Fund 90.7% 976,500
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 increased by
$30,000. The level of appropriations reflects the
anticipated County’s share of LAFCO activity for
fiscal year 2014-15. 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 2014-15. 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: $195,000
Financing: 0
Net County Cost: 195,000
Funding Sources:
General Fund 100% $195,000
Central Support Services
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 43
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 $891.
Impact: The budget was increased to account
for increased salary and benefit costs estimated
for fiscal year 2014-15.
Merit Board Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $87,974
Financing: 30,959
Net County Cost: 57,015
Funding Sources:
Charges 35.2% $30,959
General Fund 64.8% 57,015
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 $961,409.
Impact: The reduction of baseline expenditures
reflects the elimination of one-time rebudgets of
fund balance to GIS, agenda automation and the
venture capital fund from fiscal year 2013-14.
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
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 increased
by $460,000 for minor non-Capital Projects and
decreased by $312,431 for Capital Projects.
Total expenditures increased by a net of
$147,569.
Impact: Appropriations and revenue for specific
capital projects are appropriated each year after
the base budget is adopted. For fiscal year
2014-15, appropriations totaling $500,000 will be
available on an emergency basis for minor
improvements when there is no other funding
available.
Central Support Services
General Government
44 County of Contra Costa FY 2014-2015 Recommended Budget
Plant Acquisition Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $500,000
Financing: 0
Net County Cost: 500,000
Funding Sources:
General Fund 100% $500,000
Facilities Lifecycle Improvement
Description: To address deferred facilities
maintenance and capital renewal in accordance
with the County’s comprehensive management
program for real estate assets relative to
acquisition, use, disposition, and maintenance.
Adjustment: Baseline gross expenditures
increased by $750,000, expenditure transfers
increased by $660,452, and revenue decreased
by $9,910,452. Net County cost increased by
$10,000,000
Impact: County departments are charged a
total of $750,000 on a cost-per-foot basis for
future projects. The $10,000,000 net County
cost reflects the amount allocated to deferred
facilities maintenance and capital renewal from
the County’s Tax Losses Reserve. This amount
was previously recorded as revenue in fiscal
year 2013-14. In fiscal year 2014-15, the
revenue from the Tax Losses Reserve fund will
be reflected in General Purpose Revenue and,
instead, reflected as net County cost in Facilities
Lifecycle Improvement.
Facilities Lifecycle Improvement Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $10,750,000
Financing: 750,000
Net County Cost: 10,000,000
Funding Sources:
Interdept Charges 7.0% $750,000
General Fund 93.0% $10,000,000
Risk Management
Description: To provide for the administration of
workers’ compensation claims, liability and
medical malpractice claims, insurance and self-
insurance programs, and loss prevention
services; to fund the County general liability
program.
Adjustment: Baseline expenditures increased
by $357,012 and revenue increased by
$185,012. The baseline net County cost
increased by $172,000.
Impact: None. The adjustments reflect
increased salary and benefit costs for fiscal year
2014-15. The net County cost reflects the
General Fund subsidy of the County Self-
Insurance Funds.
Risk Management Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $9,445,806
Financing: 5,475,806
Net County Cost: 3,970,000
Funding Sources:
Liability & Benefit
Fees 58.0% $5,475,806
General Fund 42.0% 3,970,000
FTE: 33
Central Support Services
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 45
Contra Costa Arts Commission
Description: To promote the arts throughout
the County.
Adjustment: None.
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
CAO’s Recommendation
The recommended budget for Central Support
Services reflects a net County cost of
$16,060,515. This amount will fund the
aforementioned departments, enabling them to
provide the current level of services into fiscal
year 2014-15. Additionally, appropriations were
added to fund facilities maintenance and capital
renewal as well as minor non-capital
improvements, Countywide.
Central Support Services
General Government
46 County of Contra Costa FY 2014-2015 Recommended Budget
Joseph E. Canciamilla Clerk-Recorder/Elections
Clerk-Recorder and Registrar of Voters General Government
County of Contra Costa FY 2014-2015 Recommended Budget 47
Clerk-Recorder/Elections Budget Summary
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 6,277,160 7,063,397 7,927,121 7,927,121 0
Services and Supplies 5,103,167 5,934,794 5,678,714 5,678,714 0
Other Charges 178 1,200 1,200 1,200 0
Fixed Assets 27,869 1,121,263 25,000 25,000 0
Expenditure Transfers (2,831) (49) (3,208) (3,208) 0
TOTAL EXPENDITURES 11,405,542 14,120,605 13,628,827 13,628,827 0
REVENUE
Other Local Revenue 10,423,906 8,637,846 8,703,827 8,703,827 0
Federal Assistance 20,000 0 0 0 0
GROSS REVENUE 10,443,906 8,637,846 8,703,827 8,703,827 0
NET COUNTY COST (NCC) 961,636 5,482,759 4,925,000 4,925,000 0
Allocated Positions (FTE) 71 70 70 70 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 55% 50% 58% 58%
% Change in Total Exp 0% 24% (3%) 0%
% Change in Total Rev 0% (17%) 1% 0%
% Change in NCC 0% 470% (10%) 0%
COMPENSATION INFORMATION
Permanent Salaries 3,057,177 3,303,005 4,136,857 4,136,857 0
Temporary Salaries 569,778 475,287 300,287 300,287 0
Permanent Overtime 109,042 90,000 90,000 90,000 0
Deferred Comp 24,825 41,700 49,560 49,560 0
Comp & SDI Recoveries (32,954) (23,500) (23,500) (23,500) 0
FICA/Medicare 269,220 291,477 313,981 313,981 0
Ret Exp-Pre 97 Retirees 13,818 13,486 13,486 13,486 0
Retirement Expense 1,089,357 1,492,528 1,642,553 1,642,553 0
Employee Group Insurance 553,150 781,144 771,297 771,297 0
Retiree Health Insurance 267,572 258,100 250,379 250,379 0
OPEB Pre-Pay 130,068 130,068 130,068 130,068 0
Unemployment Insurance 13,538 14,677 11,920 11,920 0
Workers Comp Insurance 212,568 195,425 240,233 240,233 0
Department Description
The table above represents information in
aggregate format summarizing expenditures and
revenues for the following
General Fund budget units administered by the
Clerk-Recorder-Elections Department:
Clerk-Recorder/Elections
General Government
48 County of Contra Costa FY 2014-2015 Recommended Budget
0043 – Elections
0355 – Recorder
The non-General Fund budget unit 0353
includes restricted funds and is included in a
separate table.
2450 – Micrographics
2451 – Recorder Modernization
2452 – Vital Records Improvement Program
2453 – Recorder Redaction Program
2454 – Recorder Electronic Recording Program
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 2014-2015 Recommended Budget 49
Elections
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 3,536,224 3,854,669 4,074,923 4,074,923 0
Services and Supplies 4,589,224 5,374,121 5,132,803 5,132,803 0
Other Charges 178 0 0 0 0
Fixed Assets 27,869 1,121,263 25,000 25,000 0
Expenditure Transfers 7,809 8,448 5,289 5,289 0
TOTAL EXPENDITURES 8,161,303 10,358,501 9,238,015 9,238,015 0
REVENUE
Other Local Revenue 3,823,244 1,706,076 2,456,076 2,456,076 0
Federal Assistance 20,000 0 0 0 0
GROSS REVENUE 3,843,244 1,706,076 2,456,076 2,456,076 0
NET COUNTY COST (NCC) 4,318,059 8,652,425 6,781,939 6,781,939 0
Allocated Positions (FTE) 30 31 31 31 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 43% 37% 44% 44%
% Change in Total Exp 0% (27%) (11%) 0%
% Change in Total Rev 0% (56%) (44%) 0%
% Change in NCC 0% (100%) (22%) 0%
COMPENSATION INFORMATION
Permanent Salaries 1,678,733 1,902,398 2,109,333 2,109,333 0
Temporary Salaries 392,211 375,287 200,287 200,287 0
Permanent Overtime 108,917 86,000 86,000 86,000 0
Deferred Comp 19,140 14,340 28,380 28,380 0
Comp & SDI Recoveries (7,076) (15,000) (15,000) (15,000) 0
FICA/Medicare 158,705 141,473 158,889 158,889 0
Ret Exp-Pre 97 Retirees 7,613 5,782 5,782 5,782 0
Retirement Expense 598,392 743,460 845,197 845,197 0
Employee Group Insurance 231,258 298,090 307,432 307,432 0
Retiree Health Insurance 136,983 119,710 140,895 140,895 0
OPEB Pre-Pay 79,496 79,496 79,496 79,496 0
Unemployment Insurance 7,671 7,242 5,871 5,871 0
Workers Comp Insurance 124,180 96,391 122,361 122,361 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
Clerk-Recorder/Elections
General Government
50 County of Contra Costa FY 2014-2015 Recommended Budget
accurate voter rolls through timely and continual
voter file maintenance. Maintain voter
registration records, conduct voter outreach
programs with civic organizations, political
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: $9,238,015
Financing: 2,456,076
Net County Cost: 6,781,939
Funding Sources:
General Fund 73.4% $6,781,939
Candidate Fees 1.0% 90,000
Election Svc 18.9% 1,750,000
Misc. Svc 0.3% 30,000
Document Sales 0.2% 15,000
Interfund Rev 6.2% 571,076
FTE: 31.0
Clerk-Recorder/Elections
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 51
Recorder
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 2,740,937 3,208,728 3,852,198 3,852,198 0
Services and Supplies 513,943 560,673 545,911 545,911 0
Other Charges 1,200 1,200 1,200 0
Expenditure Transfers (10,640) (8,497) (8,497) (8,497) 0
TOTAL EXPENDITURES 3,244,239 3,762,104 4,390,812 4,390,812 0
REVENUE
Other Local Revenue 6,600,662 6,931,770 6,247,751 6,247,751 0
GROSS REVENUE 6,600,662 6,931,770 6,247,751 6,247,751 0
NET COUNTY COST (NCC) (3,356,423) (3,169,666) (1,856,939) (1,856,939) 0
Allocated Positions (FTE) 41 39 39 39 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 84% 85% 88% 88%
% Change in Total Exp 0% 16% 17% 0%
% Change in Total Rev 0% 5% (10%) 0%
% Change in NCC 0% (6%) (41%) 0%
COMPENSATION INFORMATION
Permanent Salaries 1,378,444 1,400,607 2,027,524 2,027,524 0
Temporary Salaries 177,568 100,000 100,000 100,000 0
Permanent Overtime 125 4,000 4,000 4,000 0
Deferred Comp 5,685 27,360 21,180 21,180 0
Comp & SDI Recoveries (25,878) (8,500) (8,500) (8,500) 0
FICA/Medicare 110,515 150,004 155,092 155,092 0
Ret Exp-Pre 97 Retirees 6,205 7,704 7,704 7,704 0
Retirement Expense 490,965 749,068 797,356 797,356 0
Employee Group Insurance 321,892 483,054 463,865 463,865 0
Retiree Health Insurance 130,589 138,390 109,484 109,484 0
OPEB Pre-Pay 50,572 50,572 50,572 50,572 0
Unemployment Insurance 5,866 7,435 6,049 6,049 0
Workers Comp Insurance 88,389 99,034 117,872 117,872 0
Clerk-Recorder/Elections
General Government
52 County of Contra Costa FY 2014-2015 Recommended Budget
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: $4,390,812
Financing: 6,247,751
Net County Cost: (1,856,939)
Funding Sources:
Fees 100.0% 6,247,751
FTE: 39.0
Clerk-Recorder/Elections
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 53
Recorder Modernization, Vital Records Improvement Program (VRIP), Social
Security Truncation Program (Redaction), Electronic Recording Delivery System
(ERDS)
Modernization Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 712,987 1,130,030 1,162,104 1,162,104 0
Services and Supplies 560,233 10,085,966 9,811,114 9,811,114 0
Other Charges 408,367 507,108 506,355 506,355 0
Fixed Assets 159,014 250,000 250,000 250,000 0
TOTAL EXPENDITURES 1,840,601 11,973,104 11,729,573 11,729,573 0
REVENUE
Other Local Revenue 2,629,996 2,294,000 2,293,247 2,293,247 0
GROSS REVENUE 2,629,996 2,294,000 2,293,247 2,293,247 0
NET FUND COST (789,395) 9,679,104 9,436,326 9,436,326 0
Allocated Positions (FTE) 10 11 11 11 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 39% 9% 10% 10%
% Change in Total Exp 0% 550% (2%) 0%
% Change in Total Rev 0% (13%) 0% 0%
% Change in NCC 0% (1,326%) (3%) 0%
COMPENSATION INFORMATION
Permanent Salaries 372,666 590,217 582,581 582,581 0
Temporary Salaries 73 77,000 77,000 77,000 0
Permanent Overtime 0 1,000 1,000 1,000 0
Deferred Comp 2,820 10,020 6,420 6,420 0
Comp & SDI Recoveries (2,209) 0 0 0 0
FICA/Medicare 28,197 39,108 44,576 44,576 0
Ret Exp-Pre 97 Retirees 1,689 2,000 2,000 2,000 0
Retirement Expense 135,302 195,156 228,132 228,132 0
Employee Group Insurance 89,552 125,982 123,129 123,129 0
Retiree Health Insurance 47,853 47,341 47,225 47,225 0
OPEB Pre-Pay 14,438 14,438 14,438 14,438 0
Unemployment Insurance 1,435 1,944 1,750 1,750 0
Workers Comp Insurance 21,171 25,824 33,853 33,853 0
Description: The Recorder Modernization
special fund is dedicated to provide and
maintain staff, infrastructure and technology for
procedures, equipment and computers that
efficiently process and organize files and
records in the Clerk-Recorder Division in order
Clerk-Recorder/Elections
General Government
54 County of Contra Costa FY 2014-2015 Recommended Budget
to be able to quickly identify and locate
documents for the public and County staff.
This dedicated 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 planned expenditures.
Recorder Micrographics / Modernization /
VRIP / Redaction / Electronic Recording
Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $11,729,573
Financing: 2,293,247
Net Fund Cost: 9,436,326
Funding Sources:
Fees 19.6% $2,293,247
Fund Balance 80.4% 9,436,326
FTE: 11.0
CAO’s Recommendation
General Fund Baseline expenditures reflect a
$491,778 decrease from the current year budget
due to a competitive bidding process that
resulted in two new printers for ballots and
election materials at a cost savings. The
Election Division is scheduled to conduct the
statewide Gubernatorial General election in
November 2014. Salaries and benefits
appropriations are increased accordingly to
reactivate five vacant positions. Not included in
the Baseline Budget are two positions that were
conceptually approved by the Board of
Supervisors in 2013 to implement the voter
Outreach and Education Program; formal
approval for these positions will be sought once
the positions are studied and classified.
General Fund Baseline revenue is projected to
increase by $65,981 over the current year
budget primarily due to a modest increase in
Recorder revenue. The department is still
feeling the effects of revenue that was lost due
to suspended SB 90 and other State
reimbursements for State-ordered services
delivered by the County.
The Clerk-Recorder Division’s negative net
county cost continues to offset a portion of the
Election Division’s net county cost for the
upcoming year, but to a lesser degree than in
prior years as recording volume continues to
recover at a slow pace.
The Recommended Budget funds
entirely the Baseline Budget.
Performance Measurements
• The Clerk-Recorder Division implemented
electronic recording on October 1, 2012,
accomplishing a long term goal dating back to
1997. The Division continues to increase the
proportion of recorded documents that are
presented electronically, now doing more than
50% of its volume by electronic recording.
Due to this increased volume, the Department
was able to eliminate General Fund support
for two positions by reassigning them to the
Electronic Recording dedicated budget.
• The Elections Division solicited proposals for,
researched, and selected two new printers of
ballots and election materials. The new printer
services will allow the division to automate
some processes, which will save the County
time and money.
• The Department successfully prepared for and
conducted the November 2013 UDEL
(Uniform District Election Law) election and
the June 2013 Primary Election as well as
several small district special elections.
Clerk-Recorder/Elections
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 55
Administrative and Program Goals
• The Department successfully transitioned to
new leadership with the appointment of Joe
Canciamilla as Clerk-Recorder and
Registrar and the subsequent recruitment of
a new Assistant Recorder. Along with the
Deputy Clerk-Recorder, the leadership team
is reviewing policies and procedures,
implementing efficiencies, and exploiting
opportunities to improve services to the
public.
• The Department completed its signage
program for the Clerk-Recorder-Elections
facility.
• The Clerk-Recorder Division continues to
participate (with the District Attorney and
Assessor) in the Real Estate Fraud
Notification Program.
• The Department continues to implement the
Clerk-Recorder Division personnel
reorganization and department training
program. This program has been met with
enthusiasm by staff. The Department is
working to bring the same training
components to the Elections Division in the
future. In addition, The Department is
looking at opportunities to share staff across
the Division lines. The management and
supervisorial team are excited about this
prospect.
• The Department continues to pursue
reimbursement for services provided, such
as mandated election costs, having had to
face the hard reality of performing some
mandates (permanent vote-by-mail) without
State reimbursement. While this is counter
to County policy, the Department made a
business and economic decision to continue
the service without State reimbursement, as
the alternative is more costly in the long run.
• The Department continues to work at the
State and federal level on legislation and
policies to benefit California and Contra
Costa County.
• The Department continues to seek new
sources of revenue and areas of potential
savings in the operations of both divisions.
Clerk-Recorder/Elections
General Government
56 County of Contra Costa FY 2014-2015 Recommended Budget
Conservation and Development
Catherine Kutsuris, Director General Government
County of Contra Costa FY 2014–2015 Recommended Budget 57
Land Development Summary
Land Development
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 17,163,931 19,902,399 20,696,375 20,464,355 (232,020)
Services and Supplies 6,662,637 9,953,613 9,055,352 9,055,352 0
Other Charges 1,927,448 1,709,612 1,659,841 1,659,841 0
Fixed Assets 1,985,271 267,500 405,000 405,000 0
Expenditure Transfers (4,109,934) (5,028,685) (4,983,008) (4,983,008) 0
TOTAL EXPENDITURES 23,629,353 26,804,439 26,833,560 26,601,540 (232,020)
REVENUE
Other Local Revenue 22,499,267 26,215,099 26,783,560 26,551,540 (232,020)
Federal Assistance 0 50,000 50,000 50,000 0
GROSS REVENUE 22,499,267 26,265,099 26,833,560 26,601,540 (232,020)
NET FUND COST (NFC) 1,130,087 539,340 0 0 0
Allocated Positions (FTE) 159 150 156 153 (3)
FINANCIAL INDICATORS
Salaries as % of Total Exp 62% 63% 65% 65%
% Change in Total Exp 0% 13% 0% (1%)
% Change in Total Rev 0% 17% 2% (1%)
% Change in NCC 0% (52%) (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 9,487,988 11,066,217 11,667,723 11,537,403 (130,320)
Temporary Salaries 296,556 0 0 0 0
Permanent Overtime 3,400 0 0 0 0
Deferred Comp 56,745 104,460 98,040 92,604 (5,436)
Comp & SDI Recoveries (46,316) 0 0 0 0
FICA/Medicare 711,420 838,189 884,578 876,514 (8,064)
Ret Exp-Pre 97 Retirees 43,970 45,695 45,695 45,695 0
Retirement Expense 3,500,690 4,319,767 4,718,722 4,673,038 (45,684)
Employee Group Insurance 1,431,115 1,720,924 1,699,045 1,660,309 (38,736)
Retiree Health Insurance 909,311 903,861 867,856 867,856 0
OPEB Pre-Pay 376,120 376,120 376,120 376,120 0
Unemployment Insurance 37,463 42,122 35,033 34,637 (396)
Workers Comp Insurance 355,470 485,044 303,563 300,179 (3,384)
Conservation and Development
General Government
58 Contra Costa County FY 2014-2015 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 (112000).
Immediately below is a description of the
programs included in Land Development
Operations. Tables on the following pages
present budget information for DCD’s two other
budget units: General Fund Grant Programs and
Other Special Revenue Programs.
Major Department Responsibilities
The department’s mission is to serve the public
through the formulation and implementation of
the County General Plan for land use, the
administration of the Building Code and
coordination of planning, building, special
housing, economic development, infrastructure,
solid waste and habitat conservation programs.
In FY 2014-15, 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 – Community Development Block
Grant/Housing and Economic
Development
2650 – Business Admin/Information Services
2660 – Building Inspection Services
2670 – Code Enforcement
2675 – Weatherization
2680 – Permit Center
2685 – Clean Water
2690 – Residential Rental Inspection Program
2695 – Vehicle Abatement Program
2700 – Service Contracts/Remote Locations
2725 – Multi-Year Special Projects
0285 – Energy Upgrade CA
0114 – Plant Acquisition
Conservation and Development
General Government
Contra Costa County FY 2014-2015 Recommended Budget 59
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: $1,430,714
Financing: $1,430,714
Net Fund Cost: $0
Funding Sources:
Expenditure Transfers 97.6% $1,395,714
Misc. Revenue 2.4% $35,000
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: $7,725,718
Financing: $7,725,718
Net Fund Cost: $0
Funding Sources:
Planning Services 99.9% $7,722,718
Misc. Revenue 0.1% $3,000
FTE: 31.0
Advance Planning
Description: Develop and maintain long-range
policy planning process through the County
General Plan to anticipate and respond to
changes in legal mandates and local priorities.
Advance Planning Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $208,042
Financing: $208,042
Net Fund Cost: $0
Funding Sources:
Licenses/Permits 100% $208,042
FTE: 1.0
Conservation and Development
General Government
60 Contra Costa County FY 2014-2015 Recommended Budget
Water Planning/Habitat Conservancy
Description: Develop County’s water policy and
administer the County Water Agency, which
includes administration of the Coastal Impact
Assistance Program and the East Contra Costa
County Habitat Conservancy. The Water Agency
is a County special district whose operating
budget is included within the budget for County
special districts.
Water Planning Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $933,207
Financing: $933,207
Net Fund Cost: $0
Funding Sources:
Charges for Services 81.9% $764,913
Misc. Revenue 18.1% $168,294
FTE: 7.0
Conservation/Solid Waste
Description: Administer curbside collection
franchises and implement waste reduction and
recycling programs in unincorporated areas of
the County. Manage rate reviews for curbside
collection in the unincorporated areas of the
County and develop the curbside collection rate
review methodology and related manuals.
Conservation/Solid Waste Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,434,899
Financing: $1,434,899
Net Fund Cost: $0
Funding Sources:
Licenses/Permits 75.1% $1,077,000
Charges for Services 21.5% $307,899
Misc. Revenue 3.4% $50,000
FTE: 2.0
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: $1,373,703
Financing: $1,373,703
Net Fund Cost: $0
Funding Sources:
Charges for Services 67.0% $920,000
Misc. Revenue 29.4% $403,703
Federal 3.6% $50,000
FTE: 7.0
Conservation and Development
General Government
Contra Costa County FY 2014-2015 Recommended Budget 61
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: $1,311,191
Financing: $1,311,191
Net Fund Cost: $0
Funding Sources:
Misc. Revenue 65.6% $860,000
Charges for Services 34.4% $451,191
FTE: 7.0
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: $4,080,503
Financing: $4,080,503
Net Fund Cost: $0
Funding Sources:
Expenditure Transfers 93.5% $3,815,003
Charges for Services 2.0% $80,500
Misc. Revenue 4.5% $185,000
FTE: 23.0
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: $6,599,377
Financing: $6,599,377
Net Fund Cost: $0
Funding Sources:
Expenditure Transfers 37.2% $2,451,610
Licenses/Permits 57.6% $3,800,000
Charges for Services 3.0% $200,000
Misc. Revenue 2.2% $147,767
FTE: 26.0
Conservation and Development
General Government
62 Contra Costa County FY 2014-2015 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: $1,514,445
Financing: $1,514,445
Net Fund Cost: $0
Funding Sources:
Expenditure Transfers 8.3% $126,541
Licenses/Permits 56.5% $855,000
Charges for Services 18.7% $282,904
Misc. Revenue 16.5% $250,000
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: $972,828
Financing: $972,828
Net Fund Cost: $0
Funding Sources:
Misc. Revenue 100.0% $972,828
FTE: 10.0
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: $3,037,797
Financing: $3,037,797
Net Fund Cost: $0
Funding Sources:
Licenses/Permits 100.0% $3,037,797
FTE: 22.0
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 100.0% $25,000
Conservation and Development
General Government
Contra Costa County FY 2014-2015 Recommended Budget 63
Residential Rental Inspection
Program
Description: Provide inspection services for all
rental units in the unincorporated portions of the
County.
Residential Rental Inspection Program
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $11,532
Financing: $11,532
Net Fund Cost: $0
Funding Sources:
Expenditure Transfers 87.9% $10,132
Licenses/Permits 12.1% $1,400
Vehicle Abatement Program
Description: Provide inspection services and
arrange for removal of abandoned vehicles that
pose a hazard or public nuisance.
Vehicle Abatement Program Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $150,000
Financing: $150,000
Net Fund Cost: $0
Funding Sources:
State DMV Fees 100.0% $150,000
Service Contracts/Satellite Locations
Description: Provide inspection services to
various contract cities and remote locations
within the unincorporated county.
Service Contract/Satellite Locations Program
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $3,187,500
Financing: $3,187,500
Net Fund Cost: $0
Funding Sources:
Charges for Services 94.3% $3,005,000
Misc. Revenue 5.7% $182,500
FTE: 4.0
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: $213,000
Financing: $213,000
Net Fund Cost: $0
Funding Sources:
Misc. Revenue 100.0% $213,000
Conservation and Development
General Government
64 Contra Costa County FY 2014-2015 Recommended Budget
Plant Acquisition
Description: Source of funding for the
acquisition, rehabilitation, and repair of capital
assets in the Land Development Fund. In FY
2013-14, 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 2014-15.
Plant Acquisition Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $0
Financing: $0
Net Fund Cost: $0
Energy Upgrade CA
Description: Bay Area Regional Network 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: $191,084
Financing: $191,084
Net Fund Cost: $0
Funding Sources:
Charges for Services 100.0% $191,084
Conservation and Development
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 65
General Fund Summary – Federal and Other Specific Grant Programs
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 402,844 414,904 362,956 362,956 0
Services and Supplies 11,240,711 13,905,798 9,977,408 9,977,408 0
Other Charges 556,861 289,000 264,000 264,000 0
Expenditure Transfers 648,939 1,151,000 1,213,401 1,213,401 0
TOTAL EXPENDITURES 12,849,354 15,760,702 11,817,765 11,817,765 0
REVENUE
Other Local Revenue 1,619,720 1,585,087 1,573,957 1,573,957 0
Federal Assistance 11,378,179 13,506,953 10,243,808 10,243,808 0
GROSS REVENUE 12,997,899 15,092,040 11,817,765 11,817,765 0
NET COUNTY COST (NCC) (148,545) 668,662 0 0 0
Allocated Positions (FTE) 3 3 2 2 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 3% 3% 3% 3%
% Change in Total Exp 0% 23% (25%) 0%
% Change in Total Rev 0% 16% (22%) 0%
% Change in NCC 0% (550%) (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 251,049 255,583 225,895 225,895 0
Comp & SDI Recoveries ($2,710) 0 0 0 0
FICA/Medicare 18,418 19,594 17,326 17,326 0
Ret Exp-Pre 97 Retirees 846 0 0 0 0
Retirement Expense 90,236 94,034 85,442 85,442 0
Employee Group Insurance 36,657 35,870 28,766 28,766 0
Unemployment Insurance 962 985 745 745 0
Workers Comp Insurance 7,386 8,838 4,782 4,782 0
General Fund Grant Programs
The preceding table presents information in
aggregate format summarizing costs for a
variety of grant programs that DCD administers
through the County General Fund. DCD’s
General Fund budget includes the following
budget units:
Non-Federal Grant Programs:
0580 – Keller Canyon Mitigation
0591 – Housing Rehabilitation
Conservation and Development
General Government
66 County of Contra Costa FY 2014–2015 Recommended Budget
Federal Grant Programs:
0590 – HOPWA Grant
0592 – HUD Block Grant
0593 – HUD Emergency Shelter Grant
0594 – HUD HOME Grant
CDBG-R Community Development Block Grant
EECBG Energy Efficiency & Conservation Block Grant
HOME Home Investment Partnership
HOPWA Housing Opportunities for People with AIDS
HPRP Homelessness Prevention and Rapid Re-
Housing
HUD U.S. Dept. of Housing & Urban Development
Funding for the Housing Rehabilitation Program
comes from dedicated grant funding for new
housing, preservation of existing housing,
economic development, infrastructure
improvements, and neighborhood facilities and
programs.
The remaining DCD programs budgeted in the
General Fund are grant programs that rely
extensively on federal sources of revenue. The
level of federal funding for these programs is
based on a federal allocation formula.
1. Keller Canyon Mitigation Fee
Description: Provide funding for community
benefit programs within the East County
community.
Keller Canyon Mitigation Fee Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,250,000
Financing: $1,250,000
Net County Cost: $0
Funding Sources:
Misc. Revenue 100.0% $1,250,000
2. 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: $323,957
Financing: $323,957
Net County Cost: $0
Funding Sources:
Permit Fees 1.5% $5,000
Misc. Revenue 98.5% $318,957
FTE: 2.0
3. HOPWA Grant
Description: Provide housing opportunities for
people with HIV/AIDS.
HOPWA Grant Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,194,654
Financing: $1,194,654
Net County Cost: $0
Funding Sources:
Federal 100.0% $1,194,654
Conservation and Development
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 67
4. HUD Block Grant
Description: Provide annual direct grants that
can be used to revitalize neighborhoods, expand
affordable housing and economic opportunities,
and/or improve community facilities and
services, principally to benefit low- and
moderate-income persons.
HUD Block Grant Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $4,191,232
Financing: $4,191,232
Net County Cost: $0
Funding Sources:
Federal 100.0% $4,191,232
5. HUD Emergency Shelter Grant
Description: Provide homeless persons with
basic shelter and essential supportive services.
HUD Emergency Shelter Grant Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $282,046
Financing: $282,046
Net County Cost: $0
Funding Sources:
Federal 100.0% $282,046
6. HUD HOME Block Grant
Description: Provide grants for acquisition,
rehabilitation or new construction of housing for
rent or ownership, tenant-based rental assistance,
and assistance to homebuyers. Funds may also
be used for other necessary and reasonable costs
related to the development of non-luxury housing,
such as site acquisition, site improvements,
demolition, and relocation.
HUD Home Block Grant Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $4,575,876
Financing: $4,575,876
Net County Cost: $0
Funding Sources:
Federal 100.0% $4,575,876
Other Special Revenue Programs
The budget units included are:
AVA Service Authority (trust 814000)
0351 – Used Oil Recycling Grant
0367 – Fish and Game Protection
0370 – Livable Communities
0380 – HUD Neighborhood Stabilization
Program
0595 – Private Activity Bond
0596 – Affordable Housing
0663 – Transportation Improvement- Measure J
0664 – PH BART Greenspace Maintenance
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
Conservation and Development
General Government
68 County of Contra Costa FY 2014–2015 Recommended Budget
1. Abandoned Vehicle Abatement
Service Authority (AVA)
Description: Provide for the collection and
disbursement of State funds to the cities and
county for reimbursement of costs related to the
abatement of abandoned vehicles in Contra
Costa County. Funds are provided by 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.
2. 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: $71,718
Financing: $71,718
Net Fund Cost: $0
Funding Sources:
Intergovernmental Rev 100.0% $71,718
Fund 111900
3. Fish and Game Protection
Description: Funded by fines levied for
violation of the California Fish and Game Code,
provide programs promoting the propagation
and conservation of fish and game in the county.
Fish and Game Protection Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $24,150
Financing: $24,150
Net Fund Cost: $0
Funding Sources:
Fines 100.0% $24,150
Fund 110200
4. Livable Communities
Description: Funded by collection of Developer
Fees in the Camino Tassajara Combined
General Plan Area, aid in the implementation of
the Smart Growth Action Plan as directed by the
Board of Supervisors. No revenue or activity is
anticipated in FY 2014-15.
Livable Communities Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $0
Financing: $0
Net Fund Cost: $0
Fund 133700
Conservation and Development
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 69
5. HUD Neighborhood Stabilization
Program
Description: Provide assistance to the County
to acquire and redevelop foreclosed properties
that might otherwise become sources of
abandonment and blight within the community.
HUD Neighborhood Stabilization Program
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,747,305
Financing: $1,747,305
Net Fund Cost: $0
Funding Sources:
Federal 100.0% $1,747,305
Fund 111800
6. 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: $958,448
Financing: $958,448
Net Fund Cost: $0
Funding Sources:
Other Revenue 100.0% $958,448
Fund 111100
7. 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: $30,000
Financing: $30,000
Net Fund Cost: $0
Funding Sources:
Use of Money 100.0% $30,000
Fund 111300
8. 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.
HUD Neighborhood Preservation Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $1,070,750
Financing: $1,070,750
Net Fund Cost: $0
Funding Sources:
Federal 100.0% $1,070,750
Fund 134900
Conservation and Development
General Government
70 County of Contra Costa FY 2014–2015 Recommended Budget
9. 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: $1,739,535
Financing: $1,739,535
Net Fund Cost: $0
Funding Sources:
Measure J 100.0% $1,739,535
Fund 110900
10. 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: $107,000
Financing: $107,000
Net Fund Cost: $0
Funding Sources:
Misc. Revenue 100.0% $107,000
Fund 113200
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.)
DCD’s Baseline budget of $26,833,560 is
increased by $29,121 over the current year
budget from a combination of personnel and
fixed asset increases of $931,476 plus
reductions in expenditure transfers of $45,677,
all substantially offset by decreases in outside
professional services and other costs of
approximately $948,032. Personnel cost
increases in the Baseline primarily reflect the
addition of six positions within the Land
Development Fund during the current year: one
Database Administrator, one Planner I, one
Grading Inspector, one Manager of Applications
and Permit Center, and one Principal Structural
Engineer positions, plus the transfer of one
Clerk-Senior Level position from the
Neighborhood Preservation Program.
The Weatherization program continues to
operate on a smaller scale with the loss of
ARRA and EECBG funding. This loss of funding
is mitigated by receipt of the Bay Area Regional
Network grant, which supports operation of the
Energy Upgrade Program.
The recommended budget reduces expenditures
and revenues from the Baseline by $232,020,
for a net fund change of zero. The reduction is
attributable to the proposed elimination of three
vacant positions in the Weatherization Program,
as it continues to operate on a much smaller
scale in response to the loss of ARRA funding
experienced last year. The recommended
budget of $26,601,540 reflects this staffing
adjustment.
DCD relies entirely on outside revenue sources
(such as construction permits, land development
fees, inspection fees, franchise fees and
intergovernmental revenue) 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 were
considered in projecting DCD revenues for FY
Conservation and Development
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 71
2014-15, actual revenues will depend on several
economic variables. DCD will continue to
closely monitor its revenue trends during FY
2014-15.
General Fund Programs
DCD administers numerous programs that are
budgeted in the General Fund, including Keller
Canyon Landfill Mitigation and Housing
Rehabilitation, which are local discretionary
grant programs, and a variety of federal grant
programs.
DCD’s Baseline and Recommended General
Fund budget is $11,817,765, a reduction of
$3,274,275 from the current year budget. This
significant reduction is attributed mostly to the
drastic cuts being proposed for CDBG funding.
The salaries and benefits costs budgeted in this
fund represent the 2.0 FTEs in Housing
Rehabilitation.
With respect to the two local grant programs
funded by General Fund revenues, the
FY 2014-15 recommended budget for the Keller
Canyon Mitigation program assumes steady
revenue of approximately $1.2 million and
appropriates an equivalent amount for
expenditures.
The Housing Rehabilitation program budget
anticipates a modest reduction in FY 2014-15
due mostly to a reduction of 1 FTE during the
year, bringing the FTE count from 3 to 2. This
staffing adjustment in Housing Rehabilitation
reflects DCD’s continued efforts to reduce costs
so this program can operate at a financially
sustainable level.
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 redesignated this
County Special Fund as a New Agency Fund.
DCD will continue to administer the collection
and disbursement of State funds to the City and
County.
Performance Measurements
The following is a progress report of the goals
identified in FY 2013-14:
• 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
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.
The Forum on the Northern Waterfront
Economic Development Initiative was held
on January 10, 2014 and broadcasted on
CCTV. DCD successfully coordinated these
efforts at Board direction and in close
coordination with public and private
partners. More than 400 people attended,
including numerous elected officials and
policy makers. DCD GIS staff prepared and
published the Contra Costa County Northern
Waterfront Atlas for the event, providing
detailed maps and data on economic
development opportunities. A market
analysis of the Northern Waterfront was
released at the event, providing information
on emerging industry clusters and
recommendations for fostering economic
development. Next steps likely include
working with the Board and partners to
cement partnerships and begin to implement
recommendations.
• Continue to implement technology improve-
ments to make processes more efficient and
customer-service driven. Improvements will
allow online submission and review of building
plans as well as online submission of specific
planning projects and greater access to public
records.
On May 31, 2013, the Board gave approval for
DCD to implement the new online building and
Conservation and Development
General Government
72 County of Contra Costa FY 2014–2015 Recommended Budget
land use application system called ePermits
Center, which allows resident and contractors
to apply for certain types of building permit
online. DCD will continue efforts to expand
this into additional permit types in FY 2014-15.
• Complete professional development training
to front-line staff as an affirmation of DCD’s
commitment to customer service to the
public.
DCD continued to provide professional
development training to staff in FY 2013-14,
including training on the 2013 California
Building Code, which became effective on
January 1, 2014. Support staff will be
completing customer service training by
June 30, 2014.
• Adopt a minimum of two ordinances to
improve the permitting process.
DCD successfully adopted two ordinances:
a) Countywide Meteorological (MET) Tower
Ordinance that establishes both
administrative and discretionary procedures,
visual markings and other restrictions; and
b) Home Occupation Ordinance, which
reduces the fee for home occupation
applications and provides a more
streamlined review process.
• 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 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.
Implementation strategies for the Climate
Action Plan are being reviewed. The Plan is
expected to be presented for Board
consideration by June 30, 2014.
• Complete all building inspection and plan
checking work on the Marsh Landing Power
Plant, and begin work on the Oakley
Generating Station.
DCD completed all work on Marsh Landing
in FY 2013-14. The Oakley Generating
Station has experienced delays from the
applicant and is on hold. DCD anticipates to
resume work on this project in FY 2014-15.
• 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.
DCD is collaborating with Association of Bay
Area Counties and other Bay Area counties
on the Bay Area Regional Network program
to provide energy efficiency services and
incentives to single family and multifamily
property owners. Those services are
currently being delivered and the program
will continue until at least the end of 2015.
DCD is currently pursuing additional funding
to extend the services beyond 2015.
• 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.
The RecycleWhere tool has been adapted to
the County’s website and staff is being
trained on a demonstration version prior to a
public release anticipated to occur in late FY
2013-14.
• 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.
DCD completed changes to the legal
agreements in December 2013, when the
Board took action to institute these
Conservation and Development
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 73
improvements to solid waste collection,
recycling and processing.
• 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.
DCD continued to staff the JPA leading
implementation of the HCP/NCCP. Major
FY 2013-14 accomplishments were:
securing purchase agreements for
approximately 3000 acres of land, including
the $14 million, 1800-acre Roddy Ranch
which will become the centerpiece of a
future Deer Valley Regional Park; designing
the Hess Creek restoration project near
Kirker Pass Road; issuing state and federal
endangered species permit coverage to
numerous projects including the Route
160/Hwy 4 Connectors Project and the
eBART station at Antioch; and garnering
general acceptance by the State Water
Resources Control Board of the streamlined
permitting approach offered by the
HCP/NCCP.
• 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.
Contra Costa County’s Water Agency has
worked collaboratively with the Port of
Stockton (Port) and the Western States
Petroleum Association (WSPA), known
collectively as the locals sponsors, to secure
funding in the amount of $1.5 million dollars
for FY 2013-14 for the preparation of a
General Reevaluation Report and
Feasibility Study (EIS/EIR) for deepening
the project that will lead to preparation of a
Chief’s Report by the U.S. Army Corps of
Engineers (USACE). Additionally, the local
sponsors have secured funding in the
President’s budget in the amount of
$700,000 dollars for FY 2014-15 in
connection to the preparation of the Chief’s
Report.
• 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.
Contra Costa County has been a co-leader
in building the Stakeholder Outreach
Program. Cooperating with the Port of
Stockton and the Western States Petroleum
Association, known as the local sponsors,
we have lead a Stakeholder Outreach
Program that has met with State and
Federal permitting agencies as well as
interested parties to 1) understand their
concerns with the project; 2) identify
possible mitigations; and 3) build a
relationship and credibility with these parties
to ensure the project moves forward in an
efficient manner. As an example, the local
sponsors have conducted two technical
expert group meetings. The meetings were
on salinity Intrusion and on impacts to
endangered species within the Delta. The
expert groups where charged with
identifying possible mitigations and ranking
the mitigation in order of effectiveness. We
are in the process of providing this
information to the USACE for the
preparation of the EIS/EIR.
• 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.
The Delta Counties Coalition (DCC), made
up of Contra Costa, Sacramento, San
Joaquin, Solano and Yolo Counties, has
been actively participating and advocating
on behalf of the Delta ecosystem and water
quality. The Bay Delta Conservation Plan
(BDCP), which proposes massive tunnels to
divert water around the Delta, has now been
published along with the accompanying
EIS/EIR. Public comments are due on April
14, 2014. Contra Costa County Water
Conservation and Development
General Government
74 County of Contra Costa FY 2014–2015 Recommended Budget
Agency has participated in calls, meetings,
public hearings and written letters relating to
the impacts the proposed BDCP will have on
Contra Costa County. The DCC has also
met repeatedly with the California Secretary
of Natural Resources on the implementation
portion of BDCP as it relates to governance
of the proposed conveyance system. Contra
Costa County continues to point out major
flaws with the proposed conveyance system
and will prepare comments on the Plan and
EIS/EIR prior to April 14, 2014.
• Obtain a Finding of Completion from the
Department of Finance (DOF) 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.
The Successor Agency received the Finding
of Completion from DOF. The Montalvin
loan is still pending.
• Complete the Olympic Corridor Trail
Connector Study and move project to the
next phases.
Following numerous staff meetings among
agency partners, 1 public workshop and 2
public tours, the Study is being prepared
and recommendations are being developed.
The Study is expected to be completed in
late FY 2013-2014 or the first half of the next
fiscal year. Initial capital projects associated
with the study have already been identified
and included in capital improvement
planning by the Public Works Department.
• 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.
DCD worked to incorporate the complete
streets policies into individual development
and capital improvement projects, and also
engaged with other agencies, particularly
with fire agencies, in the code updates.
• Work with CSAC and the California
Department of Education to secure school
siting policy changes consistent with the
County's adopted legislative platform.
DCD met with CSAC and the California
Department of Education (CDE), and CDE
agreed to work with the County to consider
this proposal. The County will be afforded
an opportunity to review CDE’s draft
materials on school siting policy before they
are finalized. CCTA and MTC have
incorporated school siting on their State
Legislative Platforms at the County’s
recommendation. Work will continue to
effect policy change.
• Complete the Project Study Report for the
Bailey Road/State Route 4 Interchange.
Following numerous staff meetings among
agency partners, including Caltrans, and
after securing more than $300,000 for the
effort, a consultant has been selected and
work on the Study is well underway. The
Study is expected to be completed in late FY
2013-14 or the first half of the next fiscal
year. Subsequent steps would include fund
raising, design and construction.
Other Accomplishments in FY 2013-14
These accomplishments are in addition to
meeting the performance goals identified above:
• DCD successfully collaborated with the
Contra Costa Water District (CCWD) to
complete the terms of agreement between
the County, CCWD and the Clayton
Regency Mobile Home Park to construct a
water pipeline to the park that established a
reliable source of drinking water. This
resulted in the County Public Health Officer
recently declaring an end to the public
health emergency at the mobile home park.
Conservation and Development
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 75
• DCD was awarded Gold Leed certification
for its facility at 30 Muir, the first county
building to receive this distinction.
• In response to a countywide grand jury
recommendation, DCD made improvements
to its employee appraisal process and has
recently developed a more comprehensive
evaluation system for all permanent staff.
Concurrent with the roll-out of this new
evaluation system, DCD completed the
annual employee performance evaluations
for 100% of its staff. A system is now in
place to ensure that annual performance
evaluations for all staff will be routinely
conducted.
• Significant improvements in technology were
accomplished including the launch of the
Accela Citizens ACCESS System, the
Accela mobile office and the online
inspection schedule on the DCD website.
These improvements support customer
service and efficiency for field staff.
Administrative and Program Goals
DCD has identified the following administrative
and program goals for fiscal year 2014-15:
• Continue to expand the range of building
permit services available to the public over
the internet.
• Provide building code plan check and
inspection services for the Oakley
Generating Station power plant project.
• Continue to improve the efficiency of the
building permitting process so as to
maintain reasonable permitting times as
workload increases as a result of the
current economic recovery.
• Implement energy efficiency programs and
services that assist property owners to
improve the energy efficiency of their
properties. Seek additional funding to
expand and extend such services.
• Complete transportation planning studies
now underway (e.g., Olympic Corridor Trail
Connector, Bailey Road/State Route 4
Interchange, I680/Treat Blvd. Bicycle and
Pedestrian Improvement Plan) and pursue
implementation through fund-raising,
design and construction.
• Work with the Delta counties to prevent
damage to the County's water quality,
ecosystem and economy from state plans
to build new Delta water conveyance
systems for southern California and the
Central Valley.
• Secure outside funding and 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 contribution as
they move forward with deepening the ship
channel.
• Prepare and submit for Board consideration
an amendment to the Housing Element of
the County General Plan, as required by
State law.
• Refine and implement new programs to
reduce solid waste and promote reuse and
recycling as required by AB 939. A key
example is to implement mandatory
commercial recycling and to track the
results of this implementation.
• 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, construct one or more large
wetland restoration projects, streamline
permitting for public infrastructure and other
projects and secure the participation of the
California State Water Resources Control
Board in the streamlined permitting
approach offered by the HCP/NCCP.
• Continue winding down the affairs of the
former County Redevelopment Agency
consistent with the Redevelopment
Dissolution Act.
Conservation and Development
General Government
76 County of Contra Costa FY 2014–2015 Recommended Budget
• Explore all possible options to maximize
reimbursement of costs incurred for
processing land use applications including
revising fee schedule and increasing
collection efforts.
• Explore and implement service
improvements that will result in a more
expeditious processing of simple land use
applications such as home occupations and
small lot applications.
• Complete prompt review of the Sufism
Reoriented Project conditions of approval
to assure compliance is fulfilled.
• Complete the Countywide Wireless Facility
Ordinance.
• Complete, and obtain Board approval on,
text amendments to several ordinances
including Emergency Homeless Shelter,
Farm Worker Housing and Single-Room
Occupancy.
• Continue implementing activities related to
the Northern Waterfront Economic
Development Initiative. These activities
include: continuing collaborative work
group activities with the cities of Hercules,
Martinez, Concord, Pittsburg, Antioch, and
Pittsburg; securing grant funding to further
continue in-depth analysis of goods
movement; apply to become a federally
designated advanced manufacturing
community; develop and organize
public/private collaborative action teams to
analyze the recommendations outlined in
the Craft Consulting Report released at the
January 2014 Forum; develop a Northern
Waterfront Region brand identity and
website, and; develop a Northern
Waterfront Region action plan and
implementation program.
FY 2014-15
Program Modification List
Order
Reference to
Mand/Disc
List
Program Name Services FTE Net County
Cost Impact Impact
1 11 Weatherization
Elimination of 3
Weatherization/Home
Repair positions
(3.0) $0
Elimination of vacant
positions due to
funding reduction. No
impact to operations.
Total (3.0) $0
Contingency Reserve
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 77
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Approved
Change
EXPENDITURES
Provisions for
Contingencies 0 2,114,906 4,855,653 4,855,653 0
TOTAL EXPENDITURES 0 2,114,906 4,855,653 4,855,653 0
REVENUE 0 0 0 0 0
0 0 0 0 0
NET COUNTY COST (NCC) 0 2,114,906 4,855,653 4,855,653 0
FINANCIAL INDICATORS
% Change in Total Exp 0% 130% 0%
% Change in NCC 0% 130% 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: $ 4,855,653
Financing: 0
Net County Cost: 4,855,653
Funding Sources:
General Fund 100.0% $ 4,855,653
CAO’s Recommendation
The $10 million contingency reserve was
eliminated in FY 2006-07 after remaining
basically unchanged for 16 years. The County
Administrator’s Office recommended that the
practice of appropriating $10 million for
contingency be discontinued and that the funds
be designated for Contingency on the General
Ledger. The recommendation was implemented
to offset a portion of the County’s $45 million
budget reduction in that year. The
anticipated impact of that recommendation
was that appropriations would no longer be
inflated and annually generated scarce
resources would not be required to balance
them.
The County Administrator reinstated the
contingency reserve in FY 2012-13. General
Fund contingencies include funding necessary
to provide continued County operations
despite economic uncertainties. As a general
rule, a contingency fund should be maintained
at a level sufficient to finance all issues/items
which may occur during the fiscal year, but
were unforeseen during the budget process.
Failure to appropriate a reasonable level of
funding for contingencies is not prudent and
could likely result in a “midyear budget crisis”.
The County Administrator recommends that
the Contingency for General Fund be
budgeted at $4.9 million for FY 2014-15.
Although this amount is significantly lower
than $10 million, 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
78 County of Contra Costa FY 2014-2015 Recommended Budget
David Twa County Administrator
County Administrator General Government
County of Contra Costa FY 2014-2015 Recommended Budget 79
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 3,112,901 3,889,893 4,044,670 4,273,162 228,492
Services and Supplies 1,399,258 9,511,279 6,321,393 6,321,393 0
Other Charges 161 0 0 0 0
Fixed Assets 79,845 25,000 25,000 25,000 0
Expenditure Transfers (222,927) (318,090) (328,688) (328,688) 0
TOTAL EXPENDITURES 4,369,238 13,108,082 10,062,375 10,290,867 228,492
REVENUE
Other Local Revenue 1,628,561 5,837,763 6,363,945 6,363,945 0
GROSS REVENUE 1,628,561 5,837,763 6,363,945 6,363,945 0
NET COUNTY COST (NCC) 2,740,677 7,270,319 3,698,430 3,926,922 228,492
Allocated Positions (FTE) 23 24 24 26 2
FINANCIAL INDICATORS
Salaries as % of Total Exp 68% 29% 39% 40%
% Change in Total Exp 200% (23%) 2%
% Change in Total Rev 258% 9% 0%
% Change in NCC 165% (49%) 6%
COMPENSATION INFORMATION
Permanent Salaries 1,741,494 2,181,227 2,277,263 2,416,187 138,924
Temporary Salaries 14,428 21,000 21,000 21,000 0
Deferred Comp 27,908 53,720 47,304 47,304 0
FICA/Medicare 119,572 151,247 157,892 168,512 10,620
Ret Exp-Pre 97 Retirees 8,585 7,500 7,500 7,500 0
Retirement Expense 643,441 856,711 936,972 985,680 48,708
Employee Group Insurance 200,465 277,200 276,046 305,002 28,956
Retiree Health Insurance 217,783 213,251 195,761 195,761 0
OPEB Pre-Pay 103,872 103,872 103,872 103,872 0
Unemployment Insurance 6,849 8,274 6,882 7,302 420
Workers Comp Insurance 14,147 15,891 14,178 15,042 864
Labor Received/Provided 14,357 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
County Administrator
General Government
80 County of Contra Costa FY 2014-2015 Recommended Budget
special districts, and with the assistance of the
County Auditor-Controller, preparing and
monitoring the annual County budget. Provides
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: $5,652,555
Financing: 1,725,633
Net County Cost: 3,926,922
Funding Sources:
Charges 8.0% $453,132
Divisions & Depts
Landfill Franchise 0.3% 15,000
Cable TV Frnchs 15.2% 858,798
Property Tax Adm 3.9% 219,225
Miscellaneous 3.1% 179,478
General Fund 69.5% 3,926,922
FTE: 25.0
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: $4,967,000
Financing: 4,967,000
Net County Cost: 0
Funding Sources:
State Realignment
(AB-109) 100.0% $4,967,000
FTE: 1.0
CAO’s Recommendation
The fiscal year 2014-15 baseline net County
cost decreased by $3,571,889 from fiscal year
2013-14. The reduction reflects the elimination
of $3,852,733 of restricted prior year fund
balance from CATV franchise fees and an
estimated increase in operating costs, including
salary and benefits of $280,844.
The recommended budget was increased by
$228,492 to reflect two additional positions: one
Labor Relations Manager and one Senior Level
Clerk. The Labor Relations Manager is being
added as part of the reorganization of human
resources department functions. The clerk
position is being added to assist with the
Affirmative Action/Equal Employment
Opportunity program.
Performance Measurements
County Administrator accomplishments during
fiscal year 2013-14 include:
• The Federal Court vacated a long standing
consent decree. In doing so, the Court found
that, in addition to having made great strides
in diversity, the county has also developed
and implemented policies and laws that
promote diversity and prevent discrimination
in a broader range than was encompassed
by the consent decree.
County Administrator
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 81
• Received AAA rating upgrade from Standard
and Poor’s, a reflection on the County’s
prudent management of finances (See
Budget Message for details)
• Provided staff support for the Community
Corrections Partnership, including facilitation
of the annual budget process resulting in the
development and approval of a countywide
AB109 budget for integration in the County
Recommended Budget. In addition, the
County Administrator facilitated a successful
reentry planning process in the West,
Central and East regions of the County. The
plans were presented to and approved by
the Community Corrections Partnership with
broad stakeholder and community support.
• Delivered a comprehensive operational
study of the Contra Costa County Fire
Protection District by Fitch & Associates,
which required broad stakeholder
involvement including members of the public
and elected/appointed officials from various
jurisdictions. Sponsored four town hall
meetings over the course of the study
process in various regions of the County.
The Board of Supervisors received the final
report on February 25, 2014.
• Automated the agenda and minutes
management for all Board standing
committees.
• Migrated the County website onto a platform
that allows for better usability and readability
from mobile devices, including smart
phones, iPads and other tablets; and
improved translation tools for the web to
make content more readily available to
diverse populations.
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:
• Continue to work with the Board of
Supervisors, unions, and Departments
to address Pension Liability.
• Develop and provide clearer direction in
the management of Labor Relations.
• Regularly promote and set expectations
for focus area accomplishment
• Evaluate Countywide progress
• Share information on progress with
County staff and general public
• Continue to refine and implement the
County’s other Post Employment Benefit
Strategic Plan.
• Continue to protect and advance the
County’s interests through the federal
and state legislative program.
• Develop and provide county-wide public
information through use of all forms of
media, including print, CCTV and WEB
content.
County Administrator
General Government
82 County of Contra Costa FY 2014-2015 Recommended Budget
2014-15
Program Modification List
Order
Reference to
Mand/Disc
List
Programs/
Budget Units Services FTE Net County
Cost Impact Impact
1 2
Board Support
& General
Administration
Salaries and
Benefits 1.0 $162,720 Fund one Labor Relations
Manager
2 1 Affirmative
Action/EEO
Salaries and
Benefits 1.0 $65,772 Fund one Clerk-Senior Level
Total 2.0 $228,492
County Counsel
Sharon L. Anderson, County Counsel General Government
County of Contra Costa FY 2014-2015 Recommended Budget 83
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 7,174,091 9,041,311 9,123,379 9,123,379 0
Services and Supplies 615,779 920,291 904,193 897,958 (6,235)
Other Charges 66 0 0 0 0
Fixed Assets 0 18,109 18,109 18,109 0
Expenditure Transfers (3,833,461)(3,858,820) (4,024,447) (4,024,447) 0
TOTAL EXPENDITURES 3,956,476 6,120,892 6,021,235 6,015,000 (6,235)
REVENUE
Other Local Revenue 2,813,908 3,763,684 3,615,000 3,615,000 0
GROSS REVENUE 2,813,908 3,763,684 3,615,000 3,615,000 0
NET COUNTY COST (NCC) 1,142,569 2,357,208 2,406,235 2,400,000 (6,235)
Allocated Positions (FTE) 49 49 49 49 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 92% 91% 91% 91%
% Change in Total Exp 55% (2%) 0%
% Change in Total Rev 34% (4%) 0%
% Change in NCC 106% 2% 0%
COMPENSATION INFORMATION
Permanent Salaries 4,268,579 5,416,983 5,456,535 5,456,535 0
Temporary Salaries 104,304 58,795 58,795 58,795 0
Deferred Comp 24,785 39,420 39,660 39,660 0
FICA/Medicare 294,591 361,848 366,793 366,793 0
Ret Exp-Pre 97 Retirees 19,850 24,616 24,616 24,616 0
Retirement Expense 1,574,400 2,118,404 2,230,181 2,230,181 0
Employee Group Insurance 490,682 584,972 548,608 548,608 0
Retiree Health Insurance 236,705 237,870 226,250 226,250 0
OPEB Pre-Pay 76,360 76,360 76,360 76,360 0
Unemployment Insurance 16,818 20,545 16,408 16,408 0
Workers Comp Insurance 67,018 101,498 79,173 79,173 0
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.
County Counsel
General Government
84 County of Contra Costa FY 2014-2015 Recommended Budget
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: $5,657,063
Financing: 3,257,063
Net County Cost: 2,400,000
Funding Sources:
Charges for Svc 50.0% $2,827,063
Property Tax Admin 7.6% 430,000
General Fund 42.4% 2,400,000
FTE: 22.0
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: $2,862,384
Financing: 2,862,384
Net County Cost: 0
Funding Sources:
Charges for Svc 100.0% $2,862,384
FTE: 18.0
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: $1,520,000
Financing: 1,520,000
Net County Cost: 0
Funding Sources:
Liability Trust Fund 100.0% $1,520,000
FTE: 9.0
CAO’s Recommendation
The baseline net County cost reflects a $49,027
increase over the FY 2013-14 Adjusted Budget.
Salary and benefit costs are increasing by
$82,068 and are mainly due to increases in
retirement costs.
The County Administrator is recommending a
net County cost for FY 2014-15 of $2,400,000,
which will require a reduction of $6,235. This
reduction will have minimal impact on the
County Counsel’s Office operations and will be
absorbed by operational efficiencies and careful
monitoring of office supplies expenses.
Performance Measurement
• Beginning January 1, 2013, a major
pension reform law, the California Public
Employees Pension Reform Act (PEPRA)
drastically changed the rules related to
pension benefits. The County Counsel’s
Office continues to assist County
departments with interpretation and
County Counsel
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 85
compliance issues, and continues to
monitor developments in the law.
• The County Counsel’s Office continues to
assist the County Successor Agency in
winding down the former County
Redevelopment Agency, and represent the
Auditor-Controller in lawsuits challenging
the administration and distribution of
property tax revenues resulting from the
dissolution of redevelopment agencies in
Contra Costa County.
• The cuts to the California State courts that
went into effect in late 2012 continue to
impact how state court cases are handled.
Attorneys in this office continue to adapt to
new ways of handling cases in light of the
limited resources and evolving practices of
the court and the County.
• In 2013, this office developed new
procedures to more efficiently and
effectively recruit and hire attorneys to
provide civil law services to the County and
its departments.
Administrative and Program Goals
• In 2013, at the direction of the Board of
Supervisors, the County Counsel’s Office
filed a motion asking the Northern District
Federal Court to vacate the Croskrey
Consent Decree that had governed the
County’s employment practices for nearly
four decades. The Court granted the
County’s motion on January 22, 2014 (Burt
v. County of Contra Costa, Case No. 73
CV00906-JCS [USDC, Northern District]).
Beginning in 2014, this office will work
closely with the County Administrator’s
Office, the Affirmative Action/Equal
Opportunity Officer and the Hiring Outreach
Oversight Committee of the Board of
Supervisors to update the County’s equal
employment opportunity programs.
• In addition to assisting with legal issues
related to the County’s equal employment
programs, this office expects to devote
increased legal services to other human
resources issues in the post-PEPRA era,
including labor relations, employee benefits
and retirement matters.
• The dissolution of California’s
redevelopment agencies and the impacts of
the recent economic recession will continue
to generate a need for increased legal
assistance related to property tax collection
and distribution. This office expects that
increased resources will continue to be
needed to provide legal services to the
Treasurer-Tax Collector, Assessor, and
Auditor-Controller in the coming year.
• In 2014, the County Counsel’s office plans
to upgrade IT equipment, software and e-
mail systems to enhance workflow. These
upgrades will allow staff to communicate
more effectively with client departments.
2014-15
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 0 ($6,235)
Reduction in
miscellaneous service
and supply expenses
will require operational
efficiencies. Reductions
have minimal impact.
Total 0 ($6,235)
County Counsel
General Government
86 County of Contra Costa FY 2014-2015 Recommended Budget
Crockett/Rodeo Revenues
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 87
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 202,606 282,000 282,000 282,000 0
Other Charges 328,571 294,000 294,000 294,000 0
TOTAL EXPENDITURES 531,177 576,000 576,000 576,000 0
NET COUNTY COST
(NCC) 531,177 576,000 576,000 576,000 0
FINANCIAL INDICATORS
% Change in Total Exp 8% 0% 0%
% Change in NCC 8% 0% 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 no change from FY
2013-14. The budget is estimated based on
prior year trends of assessed valuations. The
actual return-to-source shares are determined
each year in the Fall.
Crockett/Rodeo Revenues
General Government
88 County of Contra Costa FY 2014-2015 Recommended Budget
Debt Service
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 89
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Other Charges 0 9,000,000 0 0 0
TOTAL EXPENDITURES 0 9,000,000 0 0 0
REVENUE
Other Local Revenue 3,047,060 3,000,000 3,000,000 3,000,000 0
State Assistance 38,837 0 0 0 0
GROSS REVENUE 3,085,897 3,000,000 3,000,000 3,000,000 0
NET COUNTY COST (NCC) (3,085,897) 6,000,000 (3,000,000) (3,000,000) 0
FINANCIAL INDICATORS
% Change in Total Exp 0% (100%) 0%
% Change in Total Rev (3%) 0% 0%
% Change in NCC (294%) (150%) 0%
Debt Service/General Fund
County/State West Contra Costa Healthcare
District (WCCHCD)
Description: To account for the West Contra
Costa Healthcare District’s reallocation of
property tax revenue. 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 100.0% $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
90 County of Contra Costa FY 2014-2015 Recommended Budget
Debt Service/Special Revenue
Retirement UAAL Bond Fund
Description: To accumulate and payout the
principal and interest costs for the Pension
Obligation bond for employee retirement
liabilities, covering the general County group of
funds including the General, Library and Land
Development Funds. The bond obligation rate is
adjusted each year to take into account the prior
year’s variances in operational costs and
recovery.
Retirement UAAL Bond Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $35,412,894
Financing: 35,412,894
Net Fund Cost: 0
Funding Sources:
Use of Money 1.2% $400,000
Transfers 98.8% 35,012,894
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 100.0% $2,759,911
CAO’s Recommendation
The budget includes the most recent West
Contra Costa Healthcare District agreement
impacts adopted in July, 2013. The tax transfer
will be approximately $3 million each year
(dependent upon tax generation) and continue
until $23.1 million is transferred (approximately
FY 2018-19). Each year’s transfer will appear
as a negative net County cost in our schedules.
In the Retirement UAAL Bond fund, FY 2014-15
appropriations were decreased to adjust for the
pay-off of one pension obligation bond in June
2014. The debt service expense is 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.
This debt will be retired in 2024. We do not
anticipate issuing Tax Revenue Anticipation
Notes (TRANs) in FY 2014-15.
Department of Information Technology
Ed Woo, Chief Information Officer General Government
County of Contra Costa FY 2014-2015 Recommended Budget 91
Department of Information Technology Summary
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 9,444,293 11,228,013 11,595,566 11,700,974 105,408
Services and Supplies 8,613,503 10,294,446 10,423,499 10,423,499 0
Other Charges 850,847 1,435,979 1,929,896 1,929,896 0
Fixed Assets 181,989 106,000 13,000 13,000 0
Expenditure Transfers (2,582,162) (14,303,669) (15,798,984) (15,904,392) (105,408)
TOTAL EXPENDITURES 6,508,470 8,760,769 8,162,977 8,162,977 0
REVENUE
Other Local Revenue 6,738,893 8,585,769 8,067,977 8,067,977 0
GROSS REVENUE 6,738,893 8,585,769 8,067,977 8,067,977 0
NET COUNTY COST (NCC) (230,423) 175,000 95,000 95,000 0
Allocated Positions (FTE) 75 75 75 76 1
FINANCIAL INDICATORS
Salaries as % of Total Exp 49% 49% 48% 49%
% Change in Total Exp 0% 35% (7%) 0%
% Change in Total Rev 0% 27% (6%) 0%
% Change in NCC 0% (176%) (46%) 0%
COMPENSATION INFORMATION
Permanent Salaries 4,914,920 6,051,454 6,280,033 6,345,277 65,244
Temporary Salaries 335,490 163,530 162,077 162,077 0
Permanent Overtime 229,138 114,000 114,000 114,000 0
Deferred Comp 39,260 69,420 73,560 73,560 0
Comp & SDI Recoveries (883) 0 0 0 0
FICA/Medicare 403,349 494,052 474,683 479,495 4,812
Ret Exp-Pre 97 Retirees 22,535 28,108 28,108 28,108 0
Retirement Expense 1,776,698 2,352,629 2,519,974 2,542,030 22,056
Employee Group Insurance 733,793 912,588 914,838 927,066 12,228
Retiree Health Insurance 585,485 634,255 619,708 619,708 0
OPEB Pre-Pay 313,440 313,440 313,440 313,440 0
Unemployment Insurance 21,113 23,053 18,788 18,980 192
Workers Comp Insurance 69,957 71,484 76,357 77,233 876
Department of Information Technology
General Government
92 County of Contra Costa FY 2014-2015 Recommended Budget
Department Description
This table represents information in aggregate
format summarizing expenditures, revenues,
and net County costs for two budget units
administered by the Department of Information
Technology. Included are data for the following
budget units:
0147 – Information Technology
0060 – Telecommunications
Major Department Responsibilities
The Department of Information Technology
provides a full range of computer data
management, Public Safety Radio and
Countywide telephone systems support to the
entire Contra Costa County government. The
Department manages the central enterprise
computing system, a wide area network,
numerous local area networks and
communication systems, and provides business
and technical consulting services to departments
and managers throughout the organization.
Department of Information Technology
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 93
Information Technology Budget
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 6,936,803 8,577,675 8,916,795 9,022,203 105,408
Services and Supplies 3,872,896 4,973,875 5,074,050 5,074,050 0
Other Charges 375,609 890,237 1,282,823 1,282,823 0
Fixed Assets 102,118 80,000 0 0 0
Expenditure Transfers (8,559,143) (9,875,384) (11,088,380) (11,193,788) (105,408)
TOTAL EXPENDITURES 2,728,282 4,646,403 4,185,288 4,185,288 0
REVENUE
Other Local Revenue 2,982,730 4,566,403 4,185,288 4,185,288 0
GROSS REVENUE 2,982,730 4,566,403 4,185,288 4,185,288 0
NET COUNTY COST (NCC) (254,448) 80,000 0 0 0
Allocated Positions (FTE) 55 55 55 56 1
FINANCIAL INDICATORS
Salaries as % of Total Exp 61% 59% 58% 59%
% Change in Total Exp 0% 70% (10%) 0%
% Change in Total Rev 0% 53% (8%) 0%
% Change in NCC 0% (131%) (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 3,627,615 4,650,139 4,835,597 4,900,841 65,244
Temporary Salaries 299,141 142,929 141,476 141,476 0
Permanent Overtime 13,143 2,000 2,000 2,000 0
Deferred Comp 33,590 59,400 61,740 61,740 0
Comp & SDI Recoveries (883) 0 0 0 0
FICA/Medicare 290,778 349,832 364,304 369,116 4,812
Ret Exp-Pre 97 Retirees 16,598 21,522 21,522 21,522 0
Retirement Expense 1,316,943 1,804,715 1,930,756 1,952,812 22,056
Employee Group Insurance 520,884 686,687 697,710 709,938 12,228
Retiree Health Insurance 487,039 522,876 522,876 522,876 0
OPEB Pre-Pay 257,248 257,248 257,248 257,248 0
Unemployment Insurance 15,218 17,687 14,479 14,671 192
Workers Comp Insurance 59,487 62,640 67,087 67,963 876
Department of Information Technology
General Government
94 County of Contra Costa FY 2014-2015 Recommended Budget
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 communica-
tions 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: $15,379,076
Financing: $15,379,076
Net County Cost: 0
Funding Sources:
User Fees 100.0% $15,379,076
FTE: 56.3
Department of Information Technology
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 95
Telecommunications Budget
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 2,507,490 2,650,338 2,678,771 2,678,771 0
Services and Supplies 4,740,608 5,320,571 5,349,449 5,349,449 0
Other Charges 475,238 545,742 647,073 647,073 0
Fixed Assets 79,870 26,000 13,000 13,000 0
Expenditure Transfers (4,023,018)(4,428,285) (4,710,604) (4,710,604) 0
TOTAL EXPENDITURES 3,780,188 4,114,366 3,977,689 3,977,689 0
REVENUE
Other Local Revenue 3,756,162 4,019,366 3,882,689 3,882,689 0
GROSS REVENUE 3,756,162 4,019,366 3,882,689 3,882,689 0
NET COUNTY COST (NCC) 24,025 95,000 95,000 95,000 0
Allocated Positions (FTE) 20 20 20 20 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 32% 31% 31% 31%
% Change in Total Exp 0% 9% (3%) 0%
% Change in Total Rev 0% 7% (3%) 0%
% Change in NCC 0% 295% 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 1,287,304 1,401,315 1,444,436 1,444,436 0
Temporary Salaries 36,348 20,601 20,601 20,601 0
Permanent Overtime 215,994 112,000 112,000 112,000 0
Deferred Comp 5,670 10,020 11,820 11,820 0
FICA/Medicare 112,570 144,220 110,379 110,379 0
Ret Exp-Pre 97 Retirees 5,937 6,586 6,586 6,586 0
Retirement Expense 459,755 547,914 589,218 589,218 0
Employee Group Insurance 212,908 225,901 217,128 217,128 0
Retiree Health Insurance 98,446 111,379 96,832 96,832 0
OPEB Pre-Pay 56,192 56,192 56,192 56,192 0
Unemployment Insurance 5,895 5,366 4,309 4,309 0
Workers Comp Insurance 10,470 8,844 9,270 9,270 0
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.
Department of Information Technology
General Government
96 County of Contra Costa FY 2014-2015 Recommended Budget
Telecommunications Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $8,688,293
Financing: 8,593,293
Net County Cost: 95,000
Funding Sources:
User Fees 98.9% $8,593,293
General Fund 1.1% 95,000
FTE: 20.0
CAO Recommendation
The Recommended Budget for the Department
of Information Technology for FY 2014/15
reflects no increase in net County cost because
all cost increases are charged out to service
recipients. Expenditures are increased by
$105,408 from the Baseline, reflecting the
addition of one Information Systems
Programmer Analyst position in February 2014
to support the Peoplesoft Payroll Project.
Recommended expenditures are $1,082,931
higher than the Current Year Budget, due mainly
to a combination of increases in compensation
costs, and appropriations for the replacement of
aging equipment, computer licenses, hardware
and software maintenance, and manufacturer
annual cost increases.
User fee rates charged to departments are
increased by 4.7% from the current year rates to
offset the recommended expenditure increases.
A General Fund allocation of $95,000 is
recommended to offset unreimbursed costs
related to the implementation of the East Bay
Regional Communications System.
Performance Measurement
• 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.
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 2013-14.
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.
Department of Information Technology
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 97
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
FY 2014-15
Program Modification List
Order
Reference to
Mand/Disc
List
Program
Name Services FTE Net County
Cost Impact Impact
1 6
Information
Technology
Services
Add one
Information
Systems
Programmer
Analyst I position
1.0 $105,408
To reflect the addition of a
position in February 2014 to
support the Peoplesoft
Payroll Project
2 6
Information
Technology
Services
Increase costs
applied to other
County
departments
0.0 ($105,408)
Recovers cost of added
position, which supports the
County payroll function and
serves all County
departments
Total 1.0 0
Department of Information Technology
General Government
98 County of Contra Costa FY 2014-2015 Recommended Budget
Employee Retiree Benefits
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 99
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 1,228,808 1,184,319 1,099,026 1,099,026 0
Services and Supplies 1,504,654 10,221,360 2,065,570 2,065,570 0
Expenditure Transfers (283,718) (391,440) (354,138) (354,138) 0
TOTAL EXPENDITURES 2,449,744 11,014,239 2,810,458 2,810,458 0
REVENUE
Other Local Revenue 1,428,676 0 38,862 38,862 0
GROSS REVENUE 1,428,676 38,862 38,862 0
NET COUNTY COST (NCC) 1,021,068 11,014,239 2,771,596 2,771,596 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 45% 10% 35% 35%
% Change in Total Exp 350% (74%) 0%
% Change in Total Rev (100%) 0% 0%
% Change in NCC 979% (75%) 0%
COMPENSATION INFORMATION
Temporary Salaries 3,640 0 0 0 0
FICA/Medicare 278 0 0 0 0
Retirement Expense 40,921 0 0 0 0
Retiree Health Insurance 684,412 684,831 599,538 599,538 0
OPEB Pre-Pay 499,488 499,488 499,488 499,488 0
Unemployment Insurance 14 0 0 0 0
Workers Comp Insurance 56 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
100 County of Contra Costa FY 2014-2015 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: $1,765,570
Financing: 93,000
Net County Cost: 1,672,570
Funding Sources:
General Fund 94.7% $1,672,570
Interdept Charges 5.3% 93,000
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: $1,399,026
Financing: 300,000
Net County Cost: 1,099,026
Funding Sources:
General Fund 78.6% $1,099,026
Interdept Charges 21.4% 300,000
CAO’s Recommendation
The Baseline Budget reflects a net decrease of
$8,242,643. The net decrease reflects the
elimination of prior year fund balance totaling
$8,157,350 as well as a decrease of $85,293 for
anticipated reductions in retiree health costs.
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 2014-2015 Recommended Budget 101
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
REVENUE
Other Local Revenue 324,164,556 328,534,000 350,007,000 350,007,000 0
Federal Assistance 7,465 0 0 0 0
State Assistance 2,419,559 1,950,000 1,914,000 1,914,000 0
GROSS REVENUE 326,591,579 330,484,000 351,921,000 351,921,000 0
NET COUNTY COST (NCC) (326,591,579) (330,484,000) (351,921,000) (351,921,000) 0
FINANCIAL INDICATORS
% Change in Total Rev 1% 6% 0%
% Change in NCC 1% 6% 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: 351,921,000
Net County Cost: (351,921,000)
Funding Sources:
Property Taxes 82.7% $291,200,000
Other Taxes 5.1% 17,817,000
License Franchise 2.1% 7,400,000
Fines Penalties 6.4% 22,500,000
Use of Money 0.4% 1,450,000
Intergovernmental 1.2% 4,194,000
Charges for Service 2.0% 7,000,000
Miscellaneous Rev 0.1% 360,000
CAO’s Recommendation
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. Over the past few years, the economic
downturn has eliminated growth in assessed
valuation, significantly reduced interest rates,
and greatly impacted Supplemental Property
Tax revenues. In the past two fiscal years,
assessed values have begun to experience
growth. Although the State Board of
Equalization has announced an inflation factor of
less than one-half of one percent* (1.00454) for
FY 2014-15, the County Administrator’s Office is
cautiously optimistic that assessed value growth
will be at least 5%. The 5% figure compares to
current year growth of 3.45% and 0.86% growth
in FY 2012-13. The inflation factor increase in
base year value is limited to 2% by California
Constitution, Article XIII A, section 2(b).
It should be noted that Recommended General
Purpose Revenues include $10 million in
transfers from the Tax Losses Reserve Fund for
deferred facility maintenance projects. This
extra $10 million is not a permanent source of
funding.
General Purpose Revenue
General Government
102 County of Contra Costa FY 2014-2015 Recommended Budget
Human Resources
Ted J. Cwiek, Director General Government
County of Contra Costa FY 2014-2015 Recommended Budget 103
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 4,215,258 4,969,068 5,214,341 5,214,341 0
Services and Supplies 4,277,364 6,215,395 5,029,274 5,029,274 0
Expenditure Transfers (720,170) (755,690) (755,690) (755,690) 0
TOTAL EXPENDITURES 7,772,452 10,428,773 9,487,925 9,487,925 0
REVENUE
Other Local Revenue 7,250,867 6,759,559 6,693,925 6,693,925 0
GROSS REVENUE 7,250,867 6,759,559 6,693,925 6,693,925 0
NET COUNTY COST (NCC) 521,585 3,669,214 2,794,000 2,794,000 0
Allocated Positions (FTE) 41 43 43 43 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 50% 44% 51% 51% 0
% Change in Total Exp 34% (9%) 0% 0
% Change in Total Rev (7%) (1%) 0% 0
% Change in NCC 603% (24%) 0% 0
COMPENSATION INFORMATION
Permanent Salaries 2,357,395 2,869,730 2,956,962 2,956,962 0
Temporary Salaries 72,305 12,800 12,800 12,800 0
Permanent Overtime 8,253 4,500 4,500 4,500 0
Deferred Comp 26,618 40,740 46,380 46,380 0
Comp & SDI Recoveries (3,029) 0 0 0 0
FICA/Medicare 176,050 200,649 221,606 221,606 0
Ret Exp-Pre 97 Retirees 10,712 13,321 13,321 13,321 0
Retirement Expense 840,942 1,040,433 1,165,795 1,165,795 0
Employee Group Insurance 366,643 427,377 420,791 420,791 0
Retiree Health Insurance 217,778 219,597 223,405 223,405 0
OPEB Pre-Pay 103,468 103,468 103,468 103,468 0
Unemployment Insurance 9,446 10,213 8,846 8,846 0
Workers Comp Insurance 28,677 26,240 36,467 36,467 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
104 County of Contra Costa FY 2014-2015 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: $1,545,333
Financing: 1,861,539
Net County Cost: (316,206)
Funding Sources:
Charges 120.3% 1,859,539
Miscellaneous 0.1% 2,000
General Fund -20.4% (316,206)
FTE: 5.0
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: $1,213,514
Financing: 250,420
Net County Cost: 963,094
Funding Sources:
Fees 17.3% $210,420
Miscellaneous 3.3% 40,000
General Fund 79.4% 963,094
FTE: 5.0
Employee Benefits
Description: Formulates and implements
policies for the administration of benefit
programs and services that assist the County in
maintaining a competitive compensation
package and that contribute to the health and
well-being of County employees and retirees.
Specific programs include State Disability
Insurance; Deferred Compensation; Health Plan
Administration; Health Care Spending Account;
Supplemental Life Insurance; Unemployment
Insurance; Long-Term Disability Insurance;
Delta Dental; Dependent Care Assistance
Program; 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: $5,126,070
Financing: 5,126,070
Net County Cost: 0
Funding Sources:
Charges
FTE: 13.0
Human Resources
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 105
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.
Personnel Services Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $2,312,112
Financing: 165,000
Net County Cost: 2,147,112
Funding Sources:
Charges 7.1% $ 165,000
General Fund 92.9% 2,147,112
FTE: 20.0
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 100.0% $46,586
CAO’s Recommendation
The Baseline budget for fiscal year 2014-15
reflects a net decrease of $804,926 from the
current year. The reduction is due mainly to the
removal of restricted, prior year fund balance
rebudgeted in fiscal year 2013-14 of $1,475,035
for Benefits Administration. Salary and benefit
costs are estimated to increase by $245,273.
Services and Supplies increased by $359,202 to
pay for a Labor Relations Attorney and
additional IT support for payroll. Revenue
decreased by $65,634 due to a reduction in the
A87 cost allocation for Personnel Services.
Performance Measurement
• Provided recruitment and examination
services to the Employment and Human
Services Department to facilitate the
launching of the Covered California (HBEX)
Call Center for the Affordable Care Act.
• Processed all new hires with the required
personnel and benefits documents for HBEX
Call Center qualified employees in the
specified time frame.
• Approved and processed approximately 144
Personnel Adjustment Resolutions (P300’s)
for the fiscal year.
• The Transactions Unit effectively
implemented the required salary changes for
the following labor organizations with the
authorized Memorandums of
Understandings: Lump Sum payment for the
Coalition, In Home Support Services Public
Authority and the Unrepresented
Management Group; Wage increases for the
In Home Support Services Public Authority,
Unrepresented Management, District
Attorney Investigators Association, Deputy
District Attorney’s and the Public Defender’s
Association.
• Continued to monitor and oversee the
recruitment and examination functions for
Health Services specific classes and to
conduct recruitment and examination for
Health Services county-wide classifications.
Human Resources
General Government
106 County of Contra Costa FY 2014-2015 Recommended Budget
• Provided several large recruitments and
processed the following applications:
9 Clerk Exp. Level 1,222
9 Probation Counselor 645
9 Eligibility Worker I 2,369
9 Animal Services Officer 298
9 District Attorney Fixed Term 402
9 Deputy Sheriff 4,200
9 Call Cntr Quality Assurance 577
9 Call Cntr Customer Svc Agent I 3,725
9 Call Cntr Customer Svc Agent II 1,722
TOTAL: 15,160
• Negotiated resolution of a Memorandum of
Understanding with the Physicians’ and
Dentists of Contra Costa (PDOCC).
• Initiated and conducted labor negotiations
with the largest unions in the County
addressing payroll practices, health
insurance and the grievance procedure.
• Completed the Request for Proposal (RFP)
for Deferred Compensation Plan Record
keeper Administrator.
• Continued Human Resources cooperation
and support in the implementation of the
automated timekeeping system through staff
support and negotiations with labor
organizations.
Administrative and Program Goals
• Revise recruitment procedures as a result of
the vacated order of the Consent Decree.
• Hire a new Director of Human Resources, a
new Assistant Director of Resources and to
retain our current level of staffing resources.
• Continue to work with the Department of
Information Technology to move
forward with the digital imaging project of
our Personnel History files. Within the
coming fiscal year we will be migrating from
our Alfresco platform to Laser Fiche.
• Research alternative ways to assess
candidates (i.e., non-proctored applicant
assessments).
• Update County application in accordance
with AB218 and with the new EEOC
gender/race guidelines.
• Partner with departments who administer
high volume recruitments to define more
cost effective selection tools and analyze
recruitment outcomes to improve
recruitment strategies.
• Complete the bargaining of Memoranda of
Understanding with those bargaining units
whose MOUs 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.
• Partner with the County Administrator’s
Office, Risk Management Division, to
develop an effective New Employee
Orientation program.
• Continue to implement audit findings to
streamline and accelerate processes in the
Personnel Services Unit of the Human
Resources Department.
Library
Jessica Hudson, County Librarian General Government
County of Contra Costa FY 2014-2015 Recommended Budget 107
Library Budget Summary
Library Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 17,708,401 19,623,146 19,965,070 19,965,070 0
Services and Supplies 4,040,710 4,408,367 3,264,353 3,264,353 0
Other Charges 1,749,985 1,926,063 1,920,793 1,920,793 0
Fixed Assets 203,182 490,560 50,000 50,000 0
Expenditure Transfers 48,201 52,776 55,955 55,955 0
TOTAL EXPENDITURES 23,750,479 26,500,912 25,256,171 25,256,171 0
REVENUE
Other Local Revenue 23,623,950 23,392,733 25,001,193 25,001,193 0
Federal Assistance 201 0 0 0 0
State Assistance 339,406 257,651 254,978 254,978 0
GROSS REVENUE 23,963,558 23,650,384 25,256,171 25,256,171 0
NET FUND COST (213,079) 2,850,528 0 0 0
Allocated Positions (FTE) 175 175 175 175 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 75% 74% 79% 79%
% Change in Total Exp 0% 12% (5%) 0%
% Change in Total Rev 0% (1%) 7% 0%
% Change in NCC 0% (1,438%) (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 9,738,091 10,376,016 10,425,632 10,425,632 0
Temporary Salaries 943,996 913,667 1,070,052 1,070,052 0
Permanent Overtime 37,284 31,000 48,725 48,725 0
Deferred Comp 26,975 95,760 127,380 127,380 0
Comp & SDI Recoveries (9,391) 0 0 0 0
FICA/Medicare 783,596 850,895 879,768 879,768 0
Ret Exp-Pre 97 Retirees 37,124 30,851 34,361 34,361 0
Retirement Expense 2,934,670 3,612,710 3,789,342 3,789,342 0
Employee Group Insurance 1,693,613 2,158,940 2,098,475 2,098,475 0
Retiree Health Insurance 911,869 966,873 902,415 902,415 0
OPEB Pre-Pay 461,930 461,930 461,930 461,930 0
Unemployment Insurance 41,036 35,404 28,537 28,537 0
Workers Comp Insurance 107,608 89,100 98,453 98,453 0
Library
General Government
108 County of Contra Costa FY 2014-2015 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 to provide access to high quality services for
children, teens, and adults, and to provide
collections that meet the variety of educational,
recreational, and cultural information needs of
the community.
Countywide Library Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $25,256,171
Financing: 25,256,171
Net Fund Cost: 0
Funding Sources:
Property Taxes 84.9% $21,453,303
Intergovernmental 10.3% 2,589,682
State 1.0% 254,978
Fees 3.0% 762,369
Other 0.8% 195,839
FTE: 174.7
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: $4,319,446
Financing: 4,319,446
Net Fund Cost: 0
Funding Sources:
Property Taxes 95.4% $4,122,546
Intergovernmental 1.0% 40,700
Other 3.6% 156,200
FTE: 18.3
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
Library
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 109
processing of materials. Collection
Management provides for selection, acquisition,
and fund accounting of library materials.
Support Services Summary
Service: Discretionary
Level of Discretion: Discretionary
Expenditures: $3,837,528
Financing: 3,837,528
Net Fund Cost: 0
Funding Sources:
Property Taxes 100.0% $3,837,528
FTE: 27.2
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 that
support community library services and
operations. Literacy Services administers the
library’s literacy program Project Second
Chance. The Wilruss Children’s Library Trust
Fund provides for the design and maintenance
of programs that promote literacy and a lifelong
love of books and reading in socially and
economically disadvantaged areas of Contra
Costa County. Library services are provided at
the Betty Fransden Library at Juvenile Hall and
the Lesher Library at Orin Allen Youth
Rehabilitation Facility to provide access to
reading materials and computers for the young
people housed there.
Countywide Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,649,664
Financing: 1,649,664
Net Fund Cost: 0
Funding Sources:
Property Taxes 79.2% $1,307,391
Intergovernmental 2.6% 42,200
State 2.3% 38,597
Fees 14.6% 240,073
Other 1.3% 21,403
FTE: 10.5
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: $15,449,533
Financing: 15,449,533
Net Fund Cost: 0
Funding Sources:
Property Taxes 78.9% $12,185,838
Intergovernmental 16.2% 2,506,782
State 1.4% 216,381
Fees 3.4% 522,296
Other 0.1% 18,236
FTE: 118.7
Library
General Government
110 County of Contra Costa FY 2014-2015 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
CAO’s Recommendation
Baseline costs for salaries and benefits are
increased over the current year budget due to
proposed cost of living increases and increased
retirement costs. Baseline services and
supplies are decreased to reflect one-time
purchases in 2013-14 of equipment, computers,
and materials. Baseline costs for other charges
are reduced due to decreased facilities
maintenance costs and information technology
and telecommunication costs. Baseline Fixed
Assets are decreased due to one-time
appropriations for security gates, self-check
machines, and computer equipment in 2013-14.
The Library has estimated an increase of 5% in
property tax revenue, which will enable the
Library to absorb increases to salaries and
benefit costs.
Performance Measurement
• Library Visits:
Library visits have increased an average of
1.7% annually, from 3,742,311 visits in FY
2007-08 to 4,068,772 visits in FY 2012-13.
• Items Circulated
The number of items circulated has
increased an average of 3.4% annually,
from 6,132,207 in FY 2007-08 to 7,222,059
in FY 2012-13.
• Annual Hours Open:
The Library’s annual open hours have
decreased from 56,940 in FY 2007-08 to
53,895 in FY 2012-13, due to reduced extra
open hours funded by cities.
• Received 2013 Best in Achievement Award
from the National Association of Counties
(NACo) for “Veterans Connect”, a series of
events to help veterans adjust to civilian life
by connecting them to the community
through book discussion groups, workshops
on how to access veteran benefits, and by
inviting them to record their stories in the
Veterans History Project with the Library of
Congress.
• Received grant from the California State
Library to create and implement
“Remember&Go”, an online archival
database to preserve the rich history of
Contra Costa County through digitization of
artifacts, photographs, historical documents
and newspaper articles. Partnered with the
Contra Costa County Historical Society and
Moraga Historical Society in this endeavor.
• The success and recognition of “Veterans
Connect” led to the grant funding and
implementation of “War Ink”, an online
exhibit of Iraq and Afghanistan veteran
memorial tattoo art. “War Ink” will launch on
Veterans Day 2014, and represents a
platform to explore the unfiltered record of
war that veterans have documented on their
body. Their stories will be preserved by
StoryCorps for the Library of Congress and
the Library’s digital platform,
Remember&Go.
• The development of a new Strategic Plan for
Contra Costa County Library has been a central
and exciting focus for Library Administration and
staff during 2013. To address community needs
as the Library’s priority, research included 278
key informant interviews, 28 town hall meetings
throughout Contra Costa, and an online survey
with 4,615 respondents.
Library
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 111
• The sale of the old Lafayette library building
closed on Friday, January 17, 2014. In
accordance with the County's agreement with
the City of Lafayette, the proceeds of the sale
have been placed into a special library fund.
• Four cities are in the process of library facility
improvements:
Brentwood has approved architectural
design services for a new library;
El Cerrito has completed a needs
assessment and service plan and is awaiting
a decision from the City Council;
San Pablo is actively seeking a new location
with a larger floor plan;
San Ramon is remodeling the current
Marketplace library.
• Received over 15 grants for direct library service
programming and innovation, including: Muslim
Journeys (Bridging Cultures) reading and
discussion series; early learning and play
centers to support literacy outreach in 12
underserved areas; programming to address
obesity and health issues for children; “Every
Child One Book” community-wide reading for
children; NASA “Summer of Inventions” to
support scientific thinking and creativity for
children; and a “Book-to-Action” program (a
combination of book club and community service
action projects).
• Contra Costa County Library created,
developed, and launched a shared open source
ebook platform, known as enki, the first
consortia ebook platform to cross multiple
libraries and disparate automation platforms. As
a result, participating libraries can interact
directly with the publisher for increased cost
savings. Thirty-six California libraries are now
live, as well as the entire state of Kansas with
currently over 18,000 titles representing
approximately 100 publishers.
• The 5th Annual Summer Reading Festival
was held with speaker Michael Pollan as the
featured speaker to a capacity audience at
the Lesher Center for the Arts in Walnut
Creek. Over 15,000 people completed the
Summer Reading Program.
• Celebrated the Library’s 100th birthday with
community events throughout the county.
• Through the generosity of the Moraga
Friends of the Library, provided Sunday
hours at the Moraga Library.
• Library staff is helping people navigate county
services online. The Library responded to more
than 12,000 requests for information in 2013
through the LiveChat information service
available 8:30-5:00 weekdays on the Library
website and all Contra Costa County websites.
Usage of the service is up 20% from chat
requests the previous year.
• The Library responded to the immediate
information needs of County citizens by
providing information and programs on the
following subjects: Affordable Care Act,
Common Core Standards, Grant & Foundation
Directory, Veterans Guide, and Job Seeking.
• Discover&Go is now serving a network of 50
participating libraries in Northern California and
has expanded into Southern California through
the County of Los Angeles Public Library thanks
to an $84,000 Library Services & Technology
Act grant provided by the California State
Library. Since its inception in 2011,
Discover&Go has made more than 350,000
visits possible to local cultural institutions for
library cardholders. Program usage has
increased 40% in the past year as more
residents and library cardholders become aware
of the program. The Library and 511 Contra
Costa repeated their successful summer public
transit promotion by offering free BART tickets to
Library cardholders with Discover&Go
reservations during the months of July and
August.
• Completed the three-year upgrading project for
the Library’s Wide Area Network through the use
of fiber optics at twenty-four of twenty-six
locations.
• As community-based groups for adults with
disabilities continue to grow in Contra Costa
County, the library has responded with programs
that provide essential lifelong learning
opportunities in a welcoming library
environment. Through Contra Costa County
Library’s award winning Library Insiders
programs, lives of adults with intellectual and
developmental disabilities are transformed!
Piloted at Antioch Library in 2008, Library
Library
General Government
112 County of Contra Costa FY 2014-2015 Recommended Budget
Insiders programs have grown to five library
locations around the County and, due to the
online Insiders toolkit developed the County’s
librarians, has also expanded to several libraries
outside of California. Library Insiders meet in
their local library for monthly activities, including
technology classes, library tours and a number
of inclusive educational activities.
• Continuing to build on a 2011-12 grant, the
Predicting Success project trained 15 more
library staff in market analysis techniques to
build meaningful community partnerships and
expand library programming. Key informant
interviews, surveys, and demographic research
yielded over 30 new community partners for the
library. Demonstration programs included health
fairs for older adults, education and jobs fair for
unemployed, Chinese language classes, English
as a Second Language conversation group,
career search skills for college students, and a
teen “dream job” event.
Administrative and Program Goals
.
• Continue the transfer of ownership and fiscal
responsibility for facilities to the cities,
contributing to the County’s goal of fiscal health.
• Negotiate with cities regarding approval of
library lease agreements.
• Complete the upgrade of self-service options by
replacing aging self-check machines,
implementing RFID (Radio Frequency
Identification) technology for security and
inventory control, and adding self-service
options at remaining locations.
• Complete network upgrade improvements at two
remaining locations.
• Finalize and introduce Library Strategic Plan.
• Work with Cal Humanities, StoryCorps, and
veterans’ groups to develop the “War Ink” stories
for a visual and oral history.
• Launch “Remember&Go” digital platform
featuring Contra Costa County history and
the “War Ink” exhibit.
• Develop an open access acquisitions
platform for enki to enable direct purchase of
ebooks from publishers.
• Engage county residents through new marketing
initiatives and explore new modes of
communication to continue building the base of
Library users.
• Work with the cities of Brentwood, El Cerrito,
San Pablo, and San Ramon to plan, renovate
current facilities, or build new library facilities.
• Conduct and complete a security assessment of
library facilities.
• Work with the California Library Association and
California Summer Meal Coalition to offer
“Lunch in the Library” at Pittsburg and San
Pablo libraries, a program that creates
partnerships between libraries and meal
sponsors and provides children with free meals
and literacy activities in the library during the
summer months.
Public Works
Julie Bueren, Director General Government
County of Contra Costa FY 2014-2015 Recommended Budget 113
Public Works General Fund Summary
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 48,074,209 54,095,214 57,902,050 57,902,050 0
Services and Supplies 66,132,676 69,843,449 76,071,140 76,071,140 0
Other Charges 34,370,390 35,170,979 36,339,595 36,339,595 0
Fixed Assets 1,165,996 382,000 613,500 613,500 0
Expenditure Transfers (58,101,825) (62,629,115) (61,466,864) (61,466,864) 0
TOTAL EXPENDITURES 91,641,446 96,862,527 109,459,421 109,459,421 0
REVENUE
Other Local Revenue 79,186,264 84,589,004 94,309,421 94,309,421 0
Federal Assistance 48,453 100,000 650,000 650,000 0
GROSS REVENUE 79,234,717 84,689,004 94,959,421 94,959,421 0
NET COUNTY COST (NCC) 12,406,729 12,173,523 14,500,000 14,500,000 0
Allocated Positions (FTE) 450 456 453 453 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 32% 34% 34% 34%
% Change in Total Exp 6% 13% 0%
% Change in Total Rev 7% 12% 0%
% Change in NCC (2%) 19% 0%
COMPENSATION INFORMATION
Permanent Salaries 24,722,535 29,623,554 30,736,981 30,736,981 0
Temporary Salaries 1,345,162 581,151 1,092,935 1,092,935 0
Permanent Overtime 831,730 779,570 507,677 507,677 0
Deferred Comp 100,652 253,395 275,040 275,040 0
Comp & SDI Recoveries (234,770) (244,701) (205,104) (205,104) 0
FICA/Medicare 1,947,026 2,221,036 2,323,972 2,323,972 0
Ret Exp-Pre 97 Retirees 117,412 85,000 85,000 85,000 0
Retirement Expense 8,992,388 11,342,524 12,257,706 12,257,706 0
Excess Retirement 3,313 0 0 0 0
Employee Group Insurance 4,351,953 5,386,975 5,257,129 5,257,129 0
Retiree Health Insurance 3,045,743 1,655,064 3,001,290 3,001,290 0
OPEB Pre-Pay 1,581,954 947,410 947,410 947,410 0
Unemployment Insurance 102,117 111,058 91,935 91,935 0
Workers Comp Insurance 1,166,994 1,353,178 1,530,079 1,530,079 0
Labor Received/Provided 0 0 0 0 0
Public Works
General Government
114 County of Contra Costa FY 2014-2015 Recommended Budget
General Fund Description
The table on the previous page represents
information in aggregate summarizing
expenditures, revenues, and net County cost for
10 General Fund budget units administered by
the Public Works Department. Included are data
for the following budget units:
0650 – Public Works
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
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 2014-2015 Recommended Budget 115
Public Works
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 27,982,176 35,074,800 36,012,651 36,012,651 0
Services and Supplies 8,041,518 7,697,839 7,813,001 7,813,001 0
Other Charges 29,414 0
Fixed Assets 69,574 252,000 85,000 85,000 0
Expenditure Transfers (3,861,259) (6,443,962) (5,490,993) (5,490,993) 0
TOTAL EXPENDITURES 32,261,423 36,580,677 38,419,659 38,419,659 0
REVENUE
Other Local Revenue 32,287,452 36,333,677 38,419,659 38,419,659 0
GROSS REVENUE 32,287,452 36,333,677 38,419,659 38,419,659 0
NET COUNTY COST (NCC) (26,029) 247,000 0 0 0
Allocated Positions (FTE) 249 267 261 261 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 77% 82% 82% 82%
% Change in Total Exp 13% 5% 0%
% Change in Total Rev 13% 6% 0%
% Change in NCC (1,049%) (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 15,078,496 18,900,798 19,350,190 19,350,190 0
Temporary Salaries 312,390 329,500 322,500 322,500 0
Permanent Overtime 104,511 161,000 148,000 148,000 0
Deferred Comp 77,030 177,600 185,640 185,640 0
Comp & SDI Recoveries (157,845) (175,000) (175,000) (175,000) 0
FICA/Medicare 1,115,161 1,431,894 1,452,857 1,452,857 0
Ret Exp-Pre 97 Retirees 70,732 85,000 85,000 85,000 0
Retirement Expense 5,508,660 7,353,437 7,714,314 7,714,314 0
Excess Retirement 3,313 0
Employee Group Insurance 2,516,148 3,260,812 3,071,497 3,071,497 0
Retiree Health Insurance 1,655,162 1,655,064 1,849,799 1,849,799 0
OPEB Pre-Pay 947,410 947,410 947,410 947,410 0
Unemployment Insurance 58,959 71,761 57,680 57,680 0
Workers Comp Insurance 692,048 875,524 1,002,764 1,002,764 0
Public Works
General Government
116 County of Contra Costa FY 2014-2015 Recommended Budget
Description: Public Works (budget unit 0650)
contains 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.
Public Works Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $43,910,652
Financing: 43,910,652
Net County Cost: 0
Funding Sources:
Interfund Gov .9% 380,000
Reimb Gov/Gov 86.1% 37,824,773
Transfers 12.5% 5,490,993
Misc Fee/Svc 0.5% 214,886
FTE: 260.8
Public Works
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 117
Road Construction
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 2,280,710 5,787,500 10,240,000 10,240,000 0
Other Charges 36,576 320,000 311,000 311,000 0
Expenditure Transfers (117,101) 0 3,000 3,000 0
TOTAL EXPENDITURES 2,200,185 6,107,500 10,554,000 10,554,000 0
REVENUE
Other Local Revenue 2,151,731 6,007,500 9,904,000 9,904,000 0
Federal Assistance 48,453 100,000 650,000 650,000 0
GROSS REVENUE 2,200,185 6,107,500 10,554,000 10,554,000 0
FINANCIAL INDICATORS
% Change in Total Exp 178% 73% 0%
% Change in Total Rev 178% 73% 0%
Description: Road Construction (budget unit
0661) includes road construction projects funded
by other governmental agencies including
Contra Costa Transportation Authority for
Highway 4 and the State Route 4 Bypass
Authority.
Road Construction Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $10,554,000
Financing: 10,554,000
Net County Cost: 0
Funding Sources:
Local Revenue 100.0% $10,554,000
Public Works
General Government
118 County of Contra Costa FY 2014-2015 Recommended Budget
County Drainage Maintenance
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 683,543 650,000 660,000 660,000 0
Other Charges 0 10,000 10,000 10,000 0
Expenditure Transfers 12,408 100,000 70,000 70,000 0
TOTAL EXPENDITURES 695,952 760,000 740,000 740,000 0
REVENUE
Other Local Revenue 695,952 760,000 740,000 740,000 0
GROSS REVENUE 695,952 760,000 740,000 740,000 0
FINANCIAL INDICATORS
% Change in Total Exp 9% (3%) 0%
% Change in Total Rev 9% (3%) 0%
Description: County Drainage Maintenance
(budget unit 0330) provides drainage
maintenance for County owned drainage
facilities in the unincorporated areas.
County Drainage Maintenance Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $740,000
Financing: 740,000
Net County Cost: 0
Funding Sources:
Reimbursment
Gov/Gov 100.0% $740,000
Public Works
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 119
Purchasing
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 599,297 701,091 743,172 743,172 0
Services and Supplies 295,114 223,187 169,380 169,380 0
Other Charges 97,202 0 0 0 0
Expenditure Transfers (147,588) (185,563) (147,197) (147,197) 0
TOTAL EXPENDITURES 844,025 738,715 765,355 765,355 0
REVENUE
Other Local Revenue 285,367 250,598 235,157 235,157 0
GROSS REVENUE 285,367 250,598 235,157 235,157 0
NET COUNTY COST (NCC) 558,658 488,117 530,198 530,198 0
Allocated Positions (FTE) 6 6 6 6 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 60% 76% 81% 81%
% Change in Total Exp (12%) 4% 0%
% Change in Total Rev (12%) (6%) 0%
% Change in NCC (13%) 9% 0%
COMPENSATION INFORMATION
Permanent Salaries 337,091 414,405 437,292 437,292 0
Temporary Salaries 66,355 0 0 0 0
Deferred Comp 2,805 4,860 4,860 4,860 0
FICA/Medicare 29,960 31,689 33,456 33,456 0
Retirement Expense 126,050 162,366 178,212 178,212 0
Employee Group Insurance 46,363 67,008 67,812 67,812 0
Unemployment Insurance 1,554 1,578 1,308 1,308 0
Workers Comp Insurance 16,743 19,185 20,232 20,232 0
Labor Received/Provided (27,624) 0 0 0 0
Description: Purchasing (budget unit 0020)
provides a program of centralized purchasing of
goods, equipment and services for the County
and other local agencies.
Public Works
General Government
120 County of Contra Costa FY 2014-2015 Recommended Budget
Purchasing & Materials Mgmt Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $912,552
Financing: 382,354
Net County Cost: 530,198
Funding Sources:
Fees Charged 23.6% $215,157
Rebates 2.2% 20,000
Transfers 16.1% 147,197
General Fund 58.1% 530,198
FTE: 6.0
Public Works
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 121
Fleet Services
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Other Charges 0 322,000 379,000 379,000 0
Fixed Assets 1,024,430 0 0 0 0
TOTAL EXPENDITURES 1,024,430 322,000 379,000 379,000 0
REVENUE
Other Local Revenue 386,376 322,000 379,000 379,000 0
GROSS REVENUE 386,376 322,000 379,000 379,000 0
NET COUNTY COST (NCC) 638,054 0 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp (69%) 18% 0%
% Change in Total Rev (17%) 18% 0%
% Change in NCC (100%) 0% 0%
Description: Fleet Services (budget unit 0063)
contains the General Fund depreciation
expenses for Fleet operations. All salary and
benefit costs, vehicle replacement, maintenance
and repair costs are budgeted in the Fleet
Services-Internal Service Fund, budget unit
0064 (Fund 150100).
Fleet Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $379,000
Financing: 379,000
Net County Cost: 0
Funding Sources:
FeesTransfers 100% 379,000
Public Works
General Government
122 County of Contra Costa FY 2014-2015 Recommended Budget
General County Building Occupancy
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 12,169,342 11,595,735 13,142,966 13,142,966 0
Expenditure Transfers (25,428) (35,313) 969,157 969,157 0
TOTAL EXPENDITURES 12,143,913 11,560,422 14,112,123 14,112,123 0
REVENUE
Other Local Revenue 176,494 122,016 142,321 142,321 0
GROSS REVENUE 176,494 122,016 142,321 142,321 0
NET COUNTY COST (NCC) 11,967,419 11,438,406 13,969,802 13,969,802 0
FINANCIAL INDICATORS
% Change in Total Exp (5%) 22% 0%
% Change in Total Rev (31%) 17% 0%
% Change in NCC (4%) 22% 0%
Description: General County Building
Maintenance (budget unit 0077) funds general
funded buildings maintenance, utilities,
insurance and leases for County properties,
departments and debt services.
General Property Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $14,112,123
Financing: 142,321
Net County Cost: 13,969,802
Funding Sources:
Fees 1.0% $142,321
General Fund 99.0% 13,969,802
Public Works
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 123
GSD Outside Agency Services
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 591,220 956,927 709,784 709,784 0
Expenditure Transfers 257,234 319,043 298,474 298,474 0
TOTAL EXPENDITURES 848,455 1,275,970 1,008,258 1,008,258 0
REVENUE
Other Local Revenue 816,129 1,275,970 1,008,258 1,008,258 0
GROSS REVENUE 816,129 1,275,970 1,008,258 1,008,258 0
NET COUNTY COST (NCC) 32,326 0 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 50% (21%) 0%
% Change in Total Rev 56% (21%) 0%
% Change in NCC (100%) 0% 0%
Description: Outside Agency Services (budget
unit 0078) reflects costs to provide services to
outside agencies (including Superior Court) plus
offsetting revenue. These costs include
occupancy costs, print and mail services, and
fleet services.
GSD Outside Agency Services
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,008,258
Financing: 1,008,258
Net County Cost: 0
Funding Sources:
Fees 100.0% $1,008,258
Public Works
General Government
124 County of Contra Costa FY 2014-2015 Recommended Budget
Facilities Maintenance
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 15,049,454 16,812,022 19,526,281 19,526,281 0
Services and Supplies 39,475,651 40,042,913 40,675,710 40,675,710 0
Other Charges 34,188,933 34,518,979 35,639,595 35,639,595 0
Fixed Assets 55,661 105,000 311,000 311,000 0
Expenditure Transfers (48,176,003) (52,935,092) (53,632,249) (53,632,249) 0
TOTAL EXPENDITURES 40,593,696 38,543,822 42,520,337 42,520,337 0
REVENUE
Other Local Revenue 40,857,138 38,543,822 42,520,337 42,520,337 0
GROSS REVENUE 40,857,138 38,543,822 42,520,337 42,520,337 0
NET COUNTY COST (NCC) (263,442) 0 0 0 0
Allocated Positions (FTE) 164 164 167 167 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 17% 18% 20% 20%
% Change in Total Exp (5%) 10% 0%
% Change in Total Rev (6%) 10% 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 7,971,723 9,448,155 10,067,567 10,067,567 0
Temporary Salaries 822,239 251,651 770,435 770,435 0
Permanent Overtime 717,988 610,997 352,104 352,104 0
Deferred Comp 12,990 59,115 71,940 71,940 0
Comp & SDI Recoveries (52,316) (64,029) (30,104) (30,104) 0
FICA/Medicare 693,038 691,645 770,155 770,155 0
Retirement Expense 2,879,870 3,498,929 4,023,984 4,023,984 0
Employee Group Insurance 1,572,370 1,862,523 1,921,008 1,921,008 0
Retiree Health Insurance 0 0 1,082,694 1,082,694 0
Unemployment Insurance 35,978 34,419 30,283 30,283 0
Workers Comp Insurance 395,575 418,617 466,215 466,215 0
Description: Facilities Maintenance (budget
unit 0079) provides capital project management,
real estate services, and maintenance and
repairs for County owned and leased buildings
(including 24-hour services at Contra Costa
Regional Medical Center and Sheriff Detention
facilities). Services include custodial, stationary
engineers, skilled crafts, project and property
management, and related equipment and
supplies, including traffic signal maintenance for
Public Works
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 125
the County, 14 contract cities and the California
Department of Transportation. In addition,
countywide utility costs, building insurance, rent,
and debt service are budgeted.
Facilities Maintenance Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $96,152,586
Financing: 96,152,586
Net County Cost: 0
Funding Sources:
Fees 44.2% $42,520,337
Transfers 55.8% 53,632,249
FTE: 167.0
Public Works
General Government
126 County of Contra Costa FY 2014-2015 Recommended Budget
Print and Mail Services
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 1,217,401 1,507,301 1,619,946 1,619,946 0
Services and Supplies 2,049,694 2,480,802 2,258,751 2,258,751 0
Other Charges 18,265 0 0 0 0
Fixed Assets 16,331 25,000 217,500 217,500 0
Expenditure Transfers (3,231,453) (3,413,228) (3,502,056) (3,502,056) 0
TOTAL EXPENDITURES 70,238 599,875 594,141 594,141 0
REVENUE
Other Local Revenue 524,806 599,875 594,141 594,141 0
GROSS REVENUE 524,806 599,875 594,141 594,141 0
NET COUNTY COST (NCC) (454,569) 0 0 0 0
Allocated Positions (FTE) 18 19 19 19 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 37% 38% 40% 40%
% Change in Total Exp 754% (1%) 0%
% Change in Total Rev 14% (1%) 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 650,866 860,196 881,932 881,932 0
Temporary Salaries 106,971 0 0 0 0
Permanent Overtime 9,167 7,573 7,573 7,573 0
Deferred Comp 1,020 11,820 12,600 12,600 0
Comp & SDI Recoveries (22,948) (5,672) 0 0 0
FICA/Medicare 55,246 65,808 67,504 67,504 0
Retirement Expense 234,099 327,792 341,196 341,196 0
Employee Group Insurance 120,680 196,632 196,812 196,812 0
Retiree Health Insurance 0 0 68,797 68,797 0
Unemployment Insurance 2,845 3,300 2,664 2,664 0
Workers Comp Insurance 31,831 39,852 40,868 40,868 0
Labor Received/Provided 27,624 0 0 0 0
Public Works
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 127
Description: Print and Mail Services (budget
unit 0148) provides copy, printing, graphic
design, bindery and duplicating services, U.S.
Mail processing and interoffice mail delivery, and
supplies, business forms, and documents to
County departments and other governmental
agencies.
Print & Mail Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $4,096,197
Financing: 4,096,197
Net County Cost: 0
Funding Sources:
Fees Charged 14.5% $594,141
Transfers 85.5% 3,502,056
FTE: 19.0
Public Works
General Government
128 County of Contra Costa FY 2014-2015 Recommended Budget
Resource Recovery
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 351,584 408,546 401,548 401,548 0
Expenditure Transfers (35,000) (35,000) (35,000) (35,000) 0
TOTAL EXPENDITURES 316,584 373,546 366,548 366,548 0
REVENUE
Other Local Revenue 362,272 373,546 366,548 366,548 0
GROSS REVENUE 362,272 373,546 366,548 366,548 0
NET COUNTY COST (NCC) (45,688) 0 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 18% (2%) 0%
% Change in Total Rev 3% (2%) 0%
% Change in NCC (100%) 0% 0%
Description: Resource Recovery (budget unit
0473) was established to implement Board of
Supervisors policy on reducing solid waste from
sanitary landfills through resource recovery,
materials management and recycling services.
Resource Recovery Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $401,548
Financing: 401,548
Net County Cost: 0
Funding Sources:
Fees Charged 91.3% $366,548
Transfers 8.7% $35,000
FTE: 0
Public Works
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 129
Fleet Services Internal Service Fund Summary
Internal Service Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 1,475,905 1,833,730 2,165,719 2,165,719 0
Services and Supplies 7,272,410 7,469,067 7,656,586 7,656,586 0
Other Charges 2,634,392 2,653,976 2,167,338 2,167,338 0
Fixed Assets 0 2,584,502 3,805,156 3,805,156 0
Expenditure Transfers (1,283,655) (1,433,940) (1,945,037) (1,945,037) 0
TOTAL EXPENDITURES 10,099,051 13,107,335 13,849,762 13,849,762 0
REVENUE
Other Local Revenue 10,900,478 13,107,335 13,849,762 13,849,762 0
GROSS REVENUE 10,900,478 13,107,335 13,849,762 13,849,762 0
NET FUND COST (NFC) (801,427) 0 0 0 0
Allocated Positions (FTE) 17 17 17 17 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 13% 13% 14% 14%
% Change in Total Exp 30% 6% 0%
% Change in Total Rev 20% 6% 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 779,247 1,000,236 1,031,412 1,031,412 0
Temporary Salaries 104,484 0 0 0 0
Permanent Overtime 35,393 35,985 35,985 35,985 0
Deferred Comp 4,110 10,800 14,400 14,400 0
Vacation/Sick Leave Accrual (25,897) 0 0 0 0
FICA/Medicare 67,170 76,557 78,864 78,864 0
Retirement Expense 273,420 380,955 401,292 401,292 0
Employee Group Insurance 151,074 220,266 203,868 203,868 0
Retiree Health Insurance 45,239 58,825 349,018 349,018 0
Unemployment Insurance 3,522 3,814 3,108 3,108 0
Workers Comp Insurance 38,143 46,292 47,772 47,772 0
Public Works
General Government
130 County of Contra Costa FY 2014-2015 Recommended Budget
Description: Fleet Services (budget unit 0064)
provides maintenance, repair, acquisition, and
management of the County’s fleet of vehicles
and equipment.
Fleet Services ISF Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $15,794,799
Financing: 15,794,799
Net Fund Cost: 0
Funding Sources:
Fees Charged 87.7% $13,849,762
Transfers 12.3% 1,945,037
ISF Balance Used 0
FTE: 17.0
Public Works
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 131
Road Fund Summary
Road Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 10,605,184 25,917,706 24,198,600 24,198,600 0
Other Charges 1,651,934 2,278,900 2,112,700 2,112,700 0
Fixed Assets 1,528,241 710,000 565,000 565,000 0
Expenditure Transfers 20,377,438 22,925,036 22,236,200 22,236,200 0
TOTAL EXPENDITURES 34,162,798 51,831,642 49,112,500 49,112,500 0
REVENUE
Other Local Revenue 5,901,875 10,145,451 13,802,500 13,802,500 0
Federal Assistance 3,368,674 7,010,000 11,010,000 11,010,000 0
State Assistance 21,530,373 23,100,000 24,300,000 24,300,000 0
GROSS REVENUE 30,800,922 40,255,451 49,112,500 49,112,500 0
NET FUND COST (NFC) 3,361,876 11,576,191 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 52% (5%) 0%
% Change in Total Rev 31% 22% 0%
% Change in NCC 244% (100%) 0%
Road Fund Description
This table represents information in aggregate
format summarizing expenditures, revenues,
and Net Fund Cost for five Road Fund budget
units (fund 110800) administered by the Public
Works Department.
The following budget units are included:
0006 – General Road Fund Revenue
0662 – Road Construction
0672 – Road Maintenance
0674 – Miscellaneous Property
0676 – General Road Plan/Admin.
Road Fund – Construction & General Road
Planning/Administration
Description: Develop plans for specific road
projects, obtain financing and construct new
roads or improve existing roads to facilitate safe,
properly regulated traffic and pedestrian
movements. This fund includes administration
costs for various projects.
Road Fund - Construction Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $30,876,500
Financing: 23,075,500
Net Fund Cost: 7,801,000
Funding Sources:
Net Fund Cost 25.3% $7,801,000
State Funding 0.8% 250,000
Federal Funding 35.7% 11,010,000
Other Govt. 27.2% 8,386,000
Misc. Road Svcs 11.0% 3,408,500
Interest Earnings 0.0% 21,000
Public Works
General Government
132 County of Contra Costa FY 2014-2015 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: $18,236,000
Financing: 1,905,000
Net Fund Cost: 16,324,000
Funding Sources:
Net Fund Cost 89.5% $16,324,000
Charges for Svc 0.6% 102,000
Miscellaneous 9.9% 1,803,000
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: 24,125,000
Net Fund Cost: -24,125,000
Funding Sources:
Interest Earnings 0.3% $75,000
Hwy Taxes 63.0% 15,200,000
Other State Rev. 36.7% 8,850,000
Public Works
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 133
Public Works Land Development
Land Development Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 143,586 80,200 165,000 165,000 0
Other Charges 11,784 40,000 35,000 35,000 0
Expenditure Transfers 2,126,156 3,099,628 2,700,000 2,700,000 0
TOTAL EXPENDITURES 2,281,527 3,219,828 2,900,000 2,900,000 0
REVENUE
Other Local Revenue 3,296,407 2,670,200 2,900,000 2,900,000 0
GROSS REVENUE 3,296,407 2,670,200 2,900,000 2,900,000 0
NET COUNTY COST (NCC) (1,014,880) 549,628 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 41% (10%) 0%
% Change in Total Rev (19%) 9% 0%
% Change in NCC (154%) (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: $2,900,000
Financing: 2,900,000
Net Fund Cost: 0
Funding Sources:
Development Fees 100% 2,900,000
Public Works
General Government
134 County of Contra Costa FY 2014-2015 Recommended Budget
Airport Enterprise Fund Summary
Airport Enterprise Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 1,831,851 2,131,599 2,331,583 2,331,583 0
Services and Supplies 850,794 1,113,145 1,099,268 1,099,268 0
Other Charges 1,967,035 512,653 356,014 356,014 0
Fixed Assets 0 555,000 816,667 816,667 0
Expenditure Transfers 282,639 153,000 155,500 155,500 0
TOTAL EXPENDITURES 4,932,318 4,465,397 4,759,032 4,759,032 0
REVENUE
Other Local Revenue 3,993,927 4,060,397 4,130,185 4,130,185 0
Federal Assistance 2,849,274 405,000 628,847 628,847 0
GROSS REVENUE 6,843,201 4,465,397 4,759,032 4,759,032 0
NET COUNTY COST (NCC) (1,910,883) 0 0 0 0
Allocated Positions (FTE) 14 16 17 17 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 39% 49% 51% 51%
% Change in Total Exp (9%) 7% 0%
% Change in Total Rev (35%) 7% 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 859,307 1,106,725 1,128,184 1,128,184 0
Temporary Salaries 7,264 10,000 10,000 10,000 0
Permanent Overtime 111,969 60,000 60,000 60,000 0
Deferred Comp 5,640 2,040 20,040 20,040 0
Vacation/Sick Leave Accrual (16,408) 10,000 10,000 10,000 0
FICA/Medicare 37,062 44,345 64,354 64,354 0
Ret Exp-Pre 97 Retirees 5,692 7,470 7,470 7,470 0
Retirement Expense 494,734 542,743 626,322 626,322 0
Employee Group Insurance 147,781 169,248 207,276 207,276 0
Retiree Health Insurance 114,310 118,852 122,387 122,387 0
OPEB Pre-Pay 17,000 13,500 13,500 13,500 0
Unemployment Insurance 3,758 3,542 3,359 3,359 0
Workers Comp Insurance 43,741 43,134 58,691 58,691 0
Public Works
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 135
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: $4,759,032
Financing: 4,759,032
Net Fund Cost: 0
Funding Sources:
Interest Earnings 0.1% $5,100
Federal & State 13.2% 628,847
Aviation Ops. 86.7% 4,125,085
FTE: 17.0
Public Works
General Government
136 County of Contra Costa FY 2014-2015 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: $20,316,168
Financing: 8,859,961
Net Fund Cost: 11,456,207
Funding Sources:
License & Permits 2.0% $407,000
Earnings on Invest. 2.3% 469,500
Real Estate Rent 1.8% 370,300
Inspection Fee 25.9% 5,271,860
Monument Fee 0.4% 80,000
Govt. Funding 1.5% 300,000
Road Develop Fee 0.7% 150,000
Intergovt Transfers 3.4% 687,601
Misc Revenue 5.6% 1,123,700
Net Fund Cost 56.4% 11,456,207
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: $3,434,550
Financing: 864,250
Net Fund Cost: 2,570,300
Funding Sources:
Earnings on Invest 2.7% $93,650
Developer Fees 22.4% 770,600
Fund Balance 74.9% 2,570,300
CAO’s Recommendation
Public Works increased the fiscal year 2014-15
General Fund baseline budget by a net of
$2,326,477. The increase reflects increased
salary and benefit costs for the department as
well as increases to fixed costs such as utilities,
insurance and building maintenance.
The General Fund divisions of Public Works are
Road Construction, County Drainage
Maintenance, Purchasing, Fleet Services,
General County Building Occupancy, Outside
Agency Services, Facilities Maintenance, Print
and Mail Services, Resource Recovery, and
Public Works.
Most of the General Fund costs for the
department are recovered through charge-outs
to outside agencies, other County departments
and Special Revenue funds. The exceptions to
this are some of the costs for the Purchasing
division as well as the costs for General County
Building Occupancy.
The Fleet Internal Service Fund increased
revenues and expenditures by $742,427. The
budget was adjusted to reflect salary and benefit
cost increases plus anticipated operations costs
– such as vehicle repairs – and corresponding
revenue from billings and revenue transfers.
Public Works
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 137
The Road Fund Budget decreased by a net of
$11.6 million to reflect the elimination of prior
year fund balance. Revenue increased by $8.9
million to reflect anticipated federal funds for the
San Pablo-Rodeo Creek Bridge Replacement,
the Marsh Creek Road Safety Project, the
Alhambra Valley Road Safety Project and phase
II of the Vasco Road Project.
The Land Development Fund, which supports
engineering functions, was decreased by a net
of $549,628. The net fund cost decrease
reflects the removal of prior year fund balance.
Revenues were increased by $229,800 for
anticipated revenues generated from land
development permits.
The Airport Enterprise fund, which supports
airport operations and capital development at
the Buchanan and Byron Airports increased
expenditures and revenues by $293,635. The
baseline budget increase reflects increased
salary and benefits costs as well as new and
ongoing airport improvement projects that
receive federal reimbursement.
Public Works continues to respond to the
growing challenges by proactively identifying
areas in its operations that can be modified,
streamlined, and/or restructured for better
service and cost efficiency, as well as
maintaining operations within their baseline
budget.
Performance Measurements
• Continued managing the Transportation Grant
Program, with the goal of receiving a minimum
of $4 for every $1 of staff time preparing grant
applications. In FY 12/13 the goal was
exceeded with $33.00 in grants for every $1 of
staff time, generating approximately $5.71
million in additional funding for the
Transportation Program.
• Airports Safety: General aviation users have
quality airport facilities and services to safely
operate their aircraft. The goal is to prevent
airport safety deviations which indicate a
situation that is considered unusual from
normal operations that could pose a safety
threat. In 2013 there was 1 safety deviation.
• Operate and maintain County streets,
highways, and bridges to provide safe
operating conditions. Our customer service
request system and proactive approach to
road safety audits continues to help improve
overall road safety. There is a slight increase
in overall collisions, but this trend seems to be
statewide and attributed to the improving
economy.
• Flood Control Community Rating System: A
score of 6 or less on the National Flood
Insurance Program’s Condition Rating Scale
equates to a 20% discount on flood insurance
premiums in Special Flood Hazard Areas. The
County’s current rating is 6.
• Continued to 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 are also
participating in work groups with Regional
Water Board staff to discuss new permit
conditions.
• We completed 2 Proposition 1B funded
projects in construction season 2013. We now
have a total of 26 projects that have/will
receive Proposition 1B funding, of which we
have completed 17.
• Continued to 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.
• Continued to work with the Department of
Conservation and Development to further
review improvements needed to customer
Public Works
General Government
138 County of Contra Costa FY 2014-2015 Recommended Budget
service and provide seamless services to
residents.
• Began the development of a program to
assess the condition of our flood protection
system facilities and identify maintenance
needs and replacement costs. We will
continue to implement the program and
provide annual reports to the Board of
Supervisors.
• Revive a Preventative Maintenance Program
for Facilities to develop a proactive approach
to maintenance rather than current reactive
approach.
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.
Continue to evaluate if the methods used to
make the program sustainable are effective.
• Recruitment/Retention and Succession
Planning With the improving economy, we are
seeing a departure of tenured and qualified
staff. We are looking at ways to better retain,
recruit and prepare future staff. We can look at
initiatives such as a better work/life balance
and a more pleasant work and enjoyable
environment.
• Organizational Structure – Review if the
structure is the most efficient and productive
structure to deliver services. Review of some
job classifications may be necessary to fit
today’s operating environment. We are still
focusing on issues relating to the merge of
Public Works and General Services
Departments. Salary equalization, Information
Technology infrastructure, and integration of
services are some areas of focus.
• Cost Recovery – There are several programs
that are subsidized that need review. For
example road encroachment permits are not
100% cost recovery. Special Districts is not
self-sufficient. We are also working on
maximizing our reimbursement of federal
dollars on our federally funded road projects.
• Project Delivery Efficiency – We are looking at
the value chain on delivering capital projects
and looking for ways to become more efficient
and productive. We are meeting with
department customers for feedback.
• Communication – Communication in the
Department has been impacted with the
downturn in the economy. We have
experienced some ramifications of the lack of
communication and we are looking at ways to
better communicate necessary information to
staff. We are also looking at better ways to
communicate with customers to have a more
informed customer during the service delivery
process.
• Public Building Maintenance – The County
owns several buildings used to conduct county
business and leases additional space for
some operations. Lack of a facilities master
plan, asset management plan, and building
occupancy costs that do not account for on-
going building maintenance and capital
replacement costs have led to deteriorating
county buildings, deferred maintenance
backlog, and an inefficient use of space. The
effort currently underway is to develop a
facilities master plan, an asset management
plan, and adequate revenue to maintain
buildings.
• Continue work on reducing the backlog of
Deferred Maintenance and Capital Renewal
Projects identified in the Facility Life-Cycle
Improvement Program (FLIP).
• Reducing general backlog of work requests in
facility maintenance.
• Implementation of Real Estate Asset
Management Plan (RAMP) assessing use and
efficiencies of County and leased property
evaluating underutilized property for potential
disposal.
Public Works
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 139
• Creating a Better Built Environment – With the
public wanting a more diverse transportation
network, we need to review our services and
funding sources to better serve the public’s
expectations.
• 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.
• 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 and in the
development of new permit requirements.
• 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.
Public Works
General Government
140 County of Contra Costa FY 2014-2015 Recommended Budget
Treasurer-Tax Collector
Russell V. Watts, Treasurer General Government
County of Contra Costa FY 2014-2015 Recommended Budget 141
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 3,080,010 3,352,743 3,361,660 3,361,660 0
Services and Supplies 1,256,485 1,338,370 1,335,655 1,335,655 0
Other Charges 8,544 11,000 8,000 8,000 0
Fixed Assets 15,631 0 0 0 0
Expenditure Transfers (977) 2,000 1,185 1,185 0
TOTAL EXPENDITURES 4,359,693 4,704,113 4,706,500 4,706,500 0
REVENUE
Other Local Revenue 2,989,182 2,974,500 2,924,500 2,924,500 0
GROSS REVENUE 2,989,182 2,974,500 2,924,500 2,924,500 0
NET COUNTY COST (NCC) 1,370,511 1,729,613 1,782,000 1,782,000 0
Allocated Positions (FTE) 27 27 27 27 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 71% 71% 71% 71%
% Change in Total Exp 8% 0% 0%
% Change in Total Rev 0% (2%) 0%
% Change in NCC 26% 3% 0%
COMPENSATION INFORMATION
Permanent Salaries 1,560,730 1,668,503 1,735,282 1,735,282 0
Temporary Salaries 55,586 20,000 20,000 20,000 0
Permanent Overtime 438 0 0 0 0
Deferred Comp 30,055 40,860 36,480 36,480 0
Comp & SDI Recoveries (3,699) 0 0 0 0
FICA/Medicare 117,279 124,516 129,553 129,553 0
Ret Exp-Pre 97 Retirees 7,052 7,200 7,000 7,000 0
Retirement Expense 562,319 651,373 704,563 704,563 0
Employee Group Insurance 257,347 310,975 292,032 292,032 0
Retiree Health Insurance 304,634 327,282 276,134 276,134 0
OPEB Pre-Pay 143,729 143,729 143,729 143,729 0
Unemployment Insurance 5,684 6,353 5,211 5,211 0
Workers Comp Insurance 38,856 51,952 11,676 11,676 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
142 County of Contra Costa FY 2014-2015 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 21, 2014, the Treasury managed
over $2.25 billion in its investment pool.
Treasurer Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,246,431
Financing: 52,600
Net County Cost: 1,193,831
Funding Sources:
Investment Fees 4.2% $52,600
General Fund 95.8% 1,193,831
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: $3,319,869
Financing: 2,748,400
Net County Cost: 571,469
Funding Sources:
Tax Admin. Fees 47.2% $1,566,700
Property Svc Cost 16.5% 548,900
State 11.0% 363,000
Other Admin. Fees 8.1% 269,800
General Fund 17.2% 571,469
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: $140,200
Financing: 123,500
Net County Cost: 16,700
Funding Sources:
Administrative Fees 83.5% $117,000
License Fees 4.6% 6,500
General Fund 11.9% 16,700
FTE: 1.3
Treasurer-Tax Collector
General Government
County of Contra Costa FY 2014-2015 Recommended Budget 143
CAO’s Recommendation
Baseline Budget
The baseline net County cost represents a
$52,387 increase over the fiscal year 2013-14
Adjusted Budget. Salary and benefit costs are
anticipated to increase by $8,917, due to salary
and benefit costs. The Department is
committing to reducing operating costs by
$4,000. However, estimated revenues are
expected to continue to decrease by $50,000 in
fiscal year 2014-15.
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.
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 2014-
15.
Performance Measurement
Carry out the mission of the Treasurer-Tax
Collector, which is to bill, collect, invest,
borrow, safeguard, and disburse monies and
properties.
The Treasurer-Tax Collector’s Office issued
412,950 Secured and Unsecured tax bills
through February 28, 2014 of the fiscal year
2013-14. Collections through February 2014
were 59.75% of total outstanding taxes, which is
0.29% above the same timeframe last year.
Despite another lackluster year for the financial
markets, the Treasurer received affirmation of
AAAf/S1+ rating for highest credit quality and
lowest volatility of the investment portfolio.
Multiple contracts were negotiated involving
investment services, banking, lockbox and
merchant card services resulting in the lowest
available cost to the County and taxpayers while
providing improved banking, cash management
and customer service capabilities.
Improve efficiencies in taxpayer service and
treasury operations through on-going
personnel training and optimum use of
technology.
Redesign of public counter to facilitate better
communication with tax payers including an
ADA compatible information window.
As part of the County’s effort to support a
cleaner and healthier environment by taking
advantage of today's technology, the Treasurer-
Tax Collector's Office continues to offer 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.
Explore new and creative ways to serve the
public’s needs through customer feedback
and by networking with vendors and public &
private operations similar to our own.
Improved customer support through a dedicated
email account from taxpayers to the Tax-
Collector’s staff. Implementation of a call center
as a first point-of-contact by public by phone or
in person. Participate and/or attend various tax
and treasury related webinars, seminars and
vendor shows.
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.
Participate in a collaborative venture with
multiple counties organized through the
California Association of County Treasurer-Tax
Collector’s (CACTTC). The committee is
dedicated to sharing ideas, processes and
business rules to aid in the development of a
Treasurer-Tax Collector
General Government
144 County of Contra Costa FY 2014-2015 Recommended Budget
standardized property tax system compatible
with all California County Tax-Collector offices.
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 &
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.
5. 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.
H EALTH & HUMAN SERVICES
County of Contra Costa
Functional Group Summary
Health & Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 145
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
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 271,219,715 323,886,166 338,636,819 334,547,160 (4,089,659)
Services and Supplies 233,628,020 226,053,968 236,815,324 232,120,082 (4,695,242)
Other Charges 167,555,902 163,157,339 175,222,227 164,002,374 (11,219,853)
Fixed Assets 604,777 954,158 915,858 760,858 (155,000)
Expenditure Transfers (5,833,913) 1,858,048 2,866,309 2,866,309 0
TOTAL EXPENDITURES 667,174,501 715,909,679 754,456,537 734,296,783 (20,159,754)
REVENUE
Other Local Revenue 142,939,906 137,578,361 172,765,218 172,765,218 0
Federal Assistance 214,991,495 243,098,249 244,069,466 244,069,466 0
State Assistance 203,410,766 232,443,565 214,607,712 214,539,066 (68,646)
GROSS REVENUE 561,342,167 613,120,175 631,442,396 631,373,750 (68,646)
NET COUNTY COST (NCC) 105,832,335 102,789,504 123,014,141 102,923,033 (20,091,108)
Allocated Positions (FTE) 2,649 2,793 3,036 3,011 (25)
FINANCIAL INDICATORS
Salaries as % of Total Exp 40% 45% 45% 46%
% Change in Total Exp 7% 5% (3%)
% Change in Total Rev 9% 3% 0%
% Change in NCC (3%) 20% (16%)
COMPENSATION INFORMATION
Permanent Salaries 140,711,276 173,167,539 182,266,380 178,505,845 (3,760,535)
Temporary Salaries 13,076,359 4,465,182 4,730,814 5,503,882 773,068
Permanent Overtime 2,933,678 1,484,570 1,478,051 1,478,051 0
Deferred Comp 475,551 1,092,688 1,542,524 1,542,524 0
Hrly Physician Salaries 218,390 110,372 77,604 77,604 0
Perm Physicians Salaries 3,032,785 3,632,940 3,939,782 3,939,782 0
Perm Phys Addnl Duty Pay 22,338 26,288 66,374 66,374 0
Comp & SDI Recoveries (850,979) (616,613) (644,353) (619,000) 25,353
FICA/Medicare 11,491,347 13,709,967 14,367,985 14,228,743 (139,242)
Ret Exp-Pre 97 Retirees 677,221 783,144 766,040 766,040 0
Retirement Expense 53,051,576 69,302,062 76,380,914 75,666,126 (714,788)
Employee Group Insurance 24,589,778 33,764,742 31,309,062 31,036,003 (273,059)
Retiree Health Insurance 11,583,511 11,797,357 11,423,648 11,423,648 0
OPEB Pre-Pay 4,970,160 5,019,189 5,101,055 5,101,055 0
Unemployment Insurance 605,272 693,881 629,734 629,609 (125)
Workers Comp Insurance 4,731,917 5,452,858 5,201,205 5,200,874 (331)
Labor Received/Provided (100,464) 0 0 0 0
Functional Group Summary
Health & Human Services
146 County of Contra Costa FY 2014-2015 Recommended Budget
FY 2014-15
Recommended General Fund Expenditures
General
Government,
$242,881,739, 18%
Law & Justice,
$376,168,588, 28%
Health & Human
Services,
$734,296,783, 54%
Child Support Services
Linda Dippel, Director Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 147
Child Support Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Approved
Change
EXPENDITURES
Salaries and Benefits 16,051,231 17,067,190 17,072,138 17,072,138 0
Services and Supplies 1,128,906 1,185,125 912,364 912,364 0
Other Charges 878,803 800,186 842,995 842,995 0
Fixed Assets 655,296 0 15,000 15,000 0
Expenditure Transfers 10,967 (62,006) 40,186 40,186 0
TOTAL EXPENDITURES 18,725,204 18,990,495 18,882,683 18,882,683 0
REVENUE
Other Local Revenue 74,215 0 0 0 0
Federal Assistance 17,518,279 18,902,523 18,882,683 18,882,683 0
GROSS REVENUE 17,592,493 18,902,523 18,882,683 18,882,683 0
NET FUND COST (NFC) 1,132,710 87,972 0 0 0
Allocated Positions (FTE) 170 171 171 171 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 86% 90% 91% 91%
% Change in Total Exp 1% (1%) 0%
% Change in Total Rev 7% 0% 0%
% Change in NCC (92%) (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 8,682,803 9,321,734 9,636,448 9,636,448 0
Temporary Salaries 186,971 200,000 0 0 0
Permanent Overtime 17,987 14,671 0 0 0
Deferred Comp 64,245 101,400 84,180 84,180 0
Comp & SDI Recoveries (26,450) 0 0 0 0
FICA/Medicare 640,936 722,356 721,639 721,639 0
Ret Exp-Pre 97 Retirees 39,821 55,818 55,818 55,818 0
Retirement Expense 3,129,474 3,744,357 3,915,393 3,915,393 0
Employee Group Insurance 1,582,370 1,820,574 1,607,917 1,607,917 0
Retiree Health Insurance 634,761 621,871 620,731 620,731 0
OPEB Pre-Pay 880,097 230,097 230,097 230,097 0
Unemployment Insurance 34,119 36,351 28,569 28,569 0
Workers Comp Insurance 184,097 197,961 171,346 171,346 0
Child Support Services
Health and Human Services
148 County of Contra Costa FY 2014-2015 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.
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: $18,882,683
Financing: 18,882,683
Net Fund Cost: 0
Funding Sources:
Federal 100.0% $18,882,683
FTE: 171.0
CAO Recommendation
FY 2014-15 Baseline Budget expenditures
decreased slightly compared to the FY 2013-14
Budget. This reduction is due, in large part, to
the completion of a project for the remodeling of
the office space. Baseline revenue decreased
slightly from the FY 2013-14 Budget. The slight
increases in salary and benefit costs are offset
by the reduction in expenditures.
The FY 2014-13 Recommended Budget for the
Department of Child Support Services maintains
current service levels. There are no reductions
from Baseline
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 2013 Goals: Achieved 90.5%
of cases with a child support order, an
increase of .2% over last year.
With a focus on establishing child support
orders that are fair, accurate, and consistent
with a parent’s ability to pay, the overall
percentage of cases with support orders
reached an all-time high.
75.0%
80.0%
85.0%
90.0%
95.0%
Contra Costa
County
statewide
CasesWith
Support
Orders
Child Support Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 149
Current Child Support Collections:
• Status of FY 2013 Goals: Achieved 65.8%
of cases with current support collected, an
increase of 2.8% over last year
Total collections exceeded $64 million
dollars, an increase in distributed collections
of 3.49% over the prior year, delivering more
money to Contra Costa families.
50.0%
55.0%
60.0%
65.0%
70.0%
Contra Costa
County
Statewide
Collections
on Cases
with
Current
Support
2. Arrears Collections:
• Status of FY 2013 Goals: Achieved 67.6%
of cases with arrearage collections, an
increase of 1% over last year.
DCSS is focused on engaging parents with
delinquent accounts to make child support
payments. The statewide average of cases
paying on arrears is 65.1%. DCSS has
consistently maintained participation above
the statewide average.
54.0%
56.0%
58.0%
60.0%
62.0%
64.0%
66.0%
68.0%
70.0%
Contra
Costa
County
Statewide
Cases with
Arrears
Collections
3. Operational Cost-effectiveness:
• Status of FY 2013 Goals: Achieved $3.41
in cost effectiveness, an increase of $0.08
over last year.
The cost effectiveness of a program may be
measured by how much money is collected
for each dollar spent on Child Support
operations. In FFY 2013 the California State
average was $2.54 collected for each dollar
expended. Contra Costa DCSS is over 34%
more effective than the State average with
$3.41 for each dollar expended.
$1.00
$1.50
$2.00
$2.50
$3.00
$3.50
$4.00
Contra
Costa
County
Statewide
Cost
Effectiveness
Child Support Services
Health and Human Services
150 County of Contra Costa FY 2014-2015 Recommended Budget
4. Statewide Paternity Establishment
Percentage (PEP)
• Status of FY 2013 Goals: Achieved
104.7% in statewide PEP
Paternity is the establishment of fatherhood
for a child, either by court determination,
administrative process or voluntary
acknowledgement. Statewide PEP is
calculated as the total number of children
born out of wedlock for which paternity was
acknowledged or established in the current
federal fiscal year compared to the total
number of children in the state born out of
wedlock during the preceding calendar year,
expressed as a percentage. Contra Costa
has consistently maintained an average of
100% over the past six years.
90.0%
95.0%
100.0%
105.0%
110.0%
115.0%
120.0%
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:
9 establishing paternity,
9 increasing the number of cases with
established child support orders,
9 increasing collections on current
child support,
9 increasing collections on cases with
arrears, and
9 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 2014:
9 increase collections by 17% and
achieve at least $3.17 in cost
effectiveness;
9 increase the percentage of current
support collected to 62.8%;
9 increase percentage of cases with
arrearages collection to 69.0%;
9 maintain the percentage of cases
with child support orders at 84.0%;
and,
9 maintain statewide PEP at 100%
Employment and Human Services
Kathy Gallagher, Director Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 151
Employment and Human Services General Fund Summary
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 155,697,422 195,554,820 196,609,194 196,609,194 0
Services and Supplies 83,276,441 86,173,994 85,374,661 85,374,661 0
Other Charges 128,972,584 128,121,517 129,155,737 129,155,737 0
Fixed Assets 577,461 574,090 396,790 396,790 0
Expenditure Transfers 7,789,215 11,245,978 12,660,901 12,660,901 0
TOTAL EXPENDITURES 376,313,122 421,670,399 424,197,283 424,197,283 0
REVENUE
Other Local Revenue 65,533,385 72,571,383 75,061,801 75,061,801 0
Federal Assistance 147,079,039 174,558,550 173,483,119 173,483,119 0
State Assistance 145,655,372 156,280,467 156,602,363 156,602,363 0
GROSS REVENUE 358,267,795 403,410,400 405,147,283 405,147,283 0
NET COUNTY COST (NCC) 18,045,327 18,259,999 19,050,000 19,050,000 0
Allocated Positions (FTE) 1,693 1,621 1,990 1,990 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 42% 48% 48% 48%
% Change in Total Exp 12% 1% 0%
% Change in Total Rev 13% 0% 0%
% Change in NCC 1% 4% 0%
COMPENSATION INFORMATION
Permanent Salaries 80,143,371 106,515,159 108,577,639 108,577,639 0
Temporary Salaries 8,127,682 1,578,928 1,328,049 1,328,049 0
Permanent Overtime 2,231,016 467,974 523,792 523,792 0
Deferred Comp 288,737 846,676 1,140,456 1,140,456 0
Comp & SDI Recoveries (718,098) (388,926) (435,103) (435,103) 0
FICA/Medicare 6,580,130 8,140,175 8,182,057 8,182,057 0
Ret Exp-Pre 97 Retirees 366,825 454,658 454,658 454,658 0
Retirement Expense 29,095,070 40,982,812 42,792,624 42,792,624 0
Employee Group Insurance 15,200,540 21,561,903 19,595,910 19,595,910 0
Retiree Health Insurance 7,499,943 7,713,602 7,246,664 7,246,664 0
OPEB Pre-Pay 3,500,032 3,549,061 3,630,827 3,630,827 0
Unemployment Insurance 339,700 408,554 334,580 334,580 0
Workers Comp Insurance 3,021,034 3,724,244 3,237,041 3,237,041 0
Labor Received/Provided 21,441 0 0 0 0
Employment and Human Services
Health and Human Services
152 County of Contra Costa FY 2014-2015 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
0506 – Covered California Call Center
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 provides are to children and
families; the elderly; persons with certain
disabilities; those who are eligible for financial,
medical, or food assistance; and to persons who
are attempting to enter or move up in the
workforce.
The Department offers its programs at over 39
locations throughout the county. Approximately
77.8% 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 2014-2015 Recommended Budget 153
All Funds Summary
All Funds
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 163,999,876 206,385,557 205,216,689 205,216,689 0
Services and Supplies 86,043,050 89,615,513 89,313,494 89,313,494 0
Other Charges 132,993,194 131,496,383 132,508,960 132,508,960 0
Fixed Assets 577,461 726,090 498,790 498,790 0
Expenditure Transfers 22,930,917 78,866,643 21,163,279 21,163,279 0
TOTAL EXPENDITURES 406,544,497 507,090,187 448,701,212 448,701,212 0
REVENUE
Other Local Revenue 73,679,132 84,015,231 83,172,012 83,172,012 0
Federal Assistance 147,798,899 174,558,550 174,465,112 174,465,112 0
State Assistance 167,059,567 229,684,026 172,014,088 172,014,088 0
GROSS REVENUE 388,537,598 488,257,807 429,651,212 429,651,212 0
NET FUND COST (NFC) 18,006,899 18,832,380 19,050,000 19,050,000 0
Allocated Positions (FTE) 1,805 1,767 2,094 2,094 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 43% 48% 48% 48%
% Change in Total Exp 25% (12%) 0%
% Change in Total Rev 26% (12%) 0%
% Change in NFC 5% 1% 0%
COMPENSATION INFORMATION
Permanent Salaries 84,371,089 112,030,782 112,974,457 112,974,457 0
Temporary Salaries 8,630,066 1,866,888 1,688,301 1,688,301 0
Permanent Overtime 2,233,237 470,084 525,902 525,902 0
Deferred Comp 297,048 908,836 1,167,396 1,167,396 0
Comp & SDI Recoveries (789,975) (418,255) (464,432) (464,432) 0
FICA/Medicare 6,918,891 8,561,469 8,513,624 8,513,624 0
Ret Exp-Pre 97 Retirees 384,129 478,354 478,354 478,354 0
Retirement Expense 30,636,101 43,074,391 44,523,700 44,523,700 0
Employee Group Insurance 16,541,995 23,441,188 20,898,950 20,898,950 0
Retiree Health Insurance 7,757,706 8,023,415 7,585,143 7,585,143 0
OPEB Pre-Pay 3,500,032 3,630,827 3,630,827 3,630,827 0
Unemployment Insurance 357,612 429,618 348,343 348,343 0
Workers Comp Insurance 3,160,747 3,887,960 3,346,124 3,346,124 0
Labor Received/Provided 1,198 0 0 0 0
Employment and Human Services
Health and Human Services
154 County of Contra Costa FY 2014-2015 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
0506 – Covered California Call Center
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 77.2%
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 2014-
15, the Department has included revenue based
on the Governor’s fiscal year 2014-15 Proposed
Budget and historical allocation information.
Given the need to analyze the impact of
changes in the FY 2014-15 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 2014-2015 Recommended Budget 155
Aging and Adult Services Bureau
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 34,670,988 15,265,431 17,346,615 17,346,615 0
Services and Supplies 18,281,554 18,885,763 14,965,442 14,965,442 0
Other Charges 17,651,186 20,764,941 19,724,565 19,724,565 0
Expenditure Transfers 42,084,194 (5,768,356) (1,332,760) (1,332,760) 0
TOTAL EXPENDITURES 112,687,922 49,147,779 50,703,862 50,703,862 0
REVENUE
Other Local Revenue 2,654,550 2,424,229 3,131,620 3,131,620 0
Federal Assistance 22,069,051 1,708,015 6,759,245 6,759,245 0
State Assistance 86,365,527 34,273,104 28,743,713 28,743,713 0
GROSS REVENUE 111,089,128 38,405,348 38,634,578 38,634,578 0
NET COUNTY COST (NCC) 1,598,794 10,742,431 12,069,284 12,069,284 0
Allocated Positions (FTE) 415 370 147 147 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 49% 28% 33% 33%
% Change in Total Exp (56%) 3% 0%
% Change in Total Rev (65%) 1% 0%
% Change in NCC 572% 12% 0%
COMPENSATION INFORMATION
Permanent Salaries 18,805,754 8,169,456 9,458,803 9,458,803 0
Temporary Salaries 1,137,281 124,071 124,071 124,071 0
Permanent Overtime 1,065,547 21,811 77,629 77,629 0
Deferred Comp 87,133 49,823 73,200 73,200 0
Comp & SDI Recoveries (221,182) 8,589 8,589 8,589 0
FICA/Medicare 1,526,967 620,686 725,301 725,301 0
Ret Exp-Pre 97 Retirees 85,992 90,709 90,709 90,709 0
Retirement Expense 6,816,275 3,254,305 3,821,651 3,821,651 0
Employee Group Insurance 3,594,875 1,581,724 1,652,326 1,652,326 0
OPEB Pre-Pay 1,000,373 1,013,436 1,013,436 1,013,436 0
Unemployment Insurance 79,630 30,745 28,156 28,156 0
Workers Comp Insurance 710,129 300,076 272,744 272,744 0
Labor Received/Provided (17,786) 0 0 0 0
Employment and Human Services
Health and Human Services
156 County of Contra Costa FY 2014-2015 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; General Assistance (GA);
and other supportive services. This Bureau
also manages the Volunteer and Emergency
Services Program.
The AAS Baseline budget includes significant
reductions in personnel, services and supplies
due to the Department reorganization in FY
2012-13 moving the Medi-Cal and CalFresh
functions to the Workforce Services Bureau. In
the reorganization, AAS acquired responsibility
for General Assistance and Indigent Burials.
The Department recommends significant
reductions in expenditure transfers for AAS due
to the transfer of staff, services and supplies to
the Workforce. The IHSS program anticipates a
3.5% increase in the Maintenance of Effort
slightly increasing the County share for IHSS.
The Net effect of the Department reorganization
is a slight increase in the County Costs.
1. General Assistance
a. Eligibility : 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.
b. SSI Advocacy: 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.
General Assistance Eligibility Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $5,083,192
Financing: 38,705
Net County Cost: 5,044,487
Funding Sources:
General Fund 99.2% $5,044,487
State 0.8% 38,705
FTE: 34.1
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
2. Adult Social Services
Description: This group of programs serves
the social and health-related needs of older and
disabled adults.
a. Adult Protective Services (APS) - Provides
social worker response and investigation of
reports that an elder or dependent adult is
exploited, neglected or physically abused.
b. 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.
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 157
Adult Social Services Summary
Service: Mandatory
Level of Service: Discretionary/Mandatory
Expenditures: $4,756,738
Financing: 4,181,350
Net County Cost: 575,388
Funding Sources:
Local 47.6% $2,261,952
State 40.4% 1,919,398
General Fund 12.0% 575,388
FTE: 33.6
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
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
19,000 seniors annually.
b. Health Insurance Counseling and
Advocacy Program (HICAP) – Provides
Medicare related health insurance
counseling and community education
services to over 8,000 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: $4,134,589
Financing: 3,969,028
Net County Cost: 165,561
Funding Sources:
Local 7.2% $298,681
Federal 39.4% 1,627,841
State 49.4% 2,042,506
General Fund 4.0% 165,561
FTE: 10.0
4. 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
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
2014-15 is based on approximately 7.1 million
hours of home care.
Employment and Human Services
Health and Human Services
158 County of Contra Costa FY 2014-2015 Recommended Budget
In-Home Supportive Services Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $24,416,397
Financing: 22,699,006
Net County Cost: 1,717,391
Funding Sources:
Local 2.0% $498,557
State 70.0% 17,069,045
Federal 21.0% 5,131,404
General Fund 7.0% 1,717,391
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
7,632 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: $9,018,444
Financing: 7,730,263
Net County Cost: 1,288,181
Funding Sources:
Local 0.6% $56,204
State 85.1% 7,674,059
General Fund 14.3% 1,288,181
FTE: 70.8
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 159
In-Home Supportive Services (IHSS) Public Authority
IHSS Public Authority Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 930,869 973,830 1,032,020 1,032,020 0
Services and Supplies 41,312 163,473 157,791 157,791 0
Other Charges 496,138 582,709 600,174 600,174 0
Fixed Assets 0 2,000 2,000 2,000 0
Expenditure Transfers 167,301 170,000 172,000 172,000 0
TOTAL EXPENDITURES 1,635,620 1,892,012 1,963,985 1,963,985 0
REVENUE
Other Local Revenue 171,081 846,081 177,069 177,069 0
Federal Assistance 719,860 0 981,993 981,993 0
State Assistance 751,076 1,083,923 804,923 804,923 0
GROSS REVENUE 1,642,017 1,930,004 1,963,985 1,963,985 0
NET FUND COST (NFC) (6,397) (37,992) 0 0 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 63% 57% 58% 58%
% Change in Total Exp 16% 4% 0%
% Change in Total Rev 18% 2% 0%
% Change in NFC 494% (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 571,113 597,608 640,486 640,486 0
Temporary Salaries 12,620 0 0 0 0
Deferred Comp 4,080 4,080 4,080 4,080 0
Comp & SDI Recoveries (4,650) 0 0 0 0
FICA/Medicare 42,609 44,843 44,143 44,143 0
Retirement Expense 194,560 210,892 225,278 225,278 0
Employee Group Insurance 107,770 114,079 115,128 115,128 0
Retiree Health Insurance 520 0 520 520 0
Unemployment Insurance 2,227 2,328 2,385 2,385 0
Workers Comp Insurance 20 0 0 0 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, and provides provider
orientations. The Public Authority also serves as
the employer of record (for purposes of
collective bargaining) for IHSS providers,
provides staff support to the IHSS Advisory
Committee and performs other Board-approved
functions related to the delivery of In-Home
Supportive Services.
Employment and Human Services
Health and Human Services
160 County of Contra Costa FY 2014-2015 Recommended Budget
The FY 2014-15 Baseline Budget includes an
increase in operating expenditures in the
amount of $71,973 from FY 2013-14 Budget.
The passage of SB 1036 changes the funding
requirements for counties from a share of the
non-federal costs to a County IHSS
Maintenance of Effort (MOE). The MOE amount
for the Public Authority will be increased by an
inflation factor of 3.5% effective July 1, 2014
from $171,081 to $177,069. The Baseline
Budget reflects this MOE increase.
No adjustment from Baseline to Recommended
Budget for FY 2014-15 is required.
IHSS Public Authority Fund 115500
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,963,985
Financing: 1,963,985
Net Fund Cost: 0
Funding Sources:
Local 9.0% $177,069
Federal 50.0% 981,993
State 41.0% 804,923
FTE: 14.0*
* Employees of the Public Authority (not County employees).
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 161
Children and Family Services Bureau
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 28,648,116 34,153,877 34,281,509 34,281,509 0
Services and Supplies 15,580,271 15,889,979 14,887,786 14,887,786 0
Other Charges 44,611,465 45,773,725 46,769,738 46,769,738 0
Expenditure Transfers (292,876) (2,198,977) 314,329 314,329 0
TOTAL EXPENDITURES 88,546,976 93,618,604 96,253,362 96,253,362 0
REVENUE
Other Local Revenue 29,024,420 33,654,626 35,997,406 35,997,406 0
Federal Assistance 36,457,832 36,777,661 37,527,196 37,527,196 0
State Assistance 21,880,143 23,186,393 22,516,149 22,516,149 0
GROSS REVENUE 87,362,394 93,618,680 96,040,751 96,040,751 0
NET COUNTY COST (NCC) 1,184,582 (76) 212,611 212,611 0
Allocated Positions (FTE) 285 282 296 296 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 32% 36% 36% 36%
% Change in Total Exp 6% 3% 0%
% Change in Total Rev 7% 3% 0%
% Change in NCC (100%) (279117%) 0%
COMPENSATION INFORMATION
Permanent Salaries 16,148,933 19,386,290 19,745,594 19,745,594 0
Temporary Salaries 859,462 244,449 244,449 244,449 0
Permanent Overtime 307,242 151,498 151,498 151,498 0
Deferred Comp 31,297 101,399 119,543 119,543 0
Comp & SDI Recoveries (163,270) (188,313) (188,313) (188,313) 0
FICA/Medicare 1,254,831 1,470,961 1,503,286 1,503,286 0
Ret Exp-Pre 97 Retirees 75,122 125,294 125,294 125,294 0
Retirement Expense 5,930,734 7,740,053 7,979,742 7,979,742 0
Employee Group Insurance 2,639,971 3,394,403 3,013,701 3,013,701 0
OPEB Pre-Pay 912,871 946,858 946,858 946,858 0
Unemployment Insurance 65,629 72,726 59,980 59,980 0
Workers Comp Insurance 585,295 708,259 579,877 579,877 0
Employment and Human Services
Health and Human Services
162 County of Contra Costa FY 2014-2015 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,
Differential Response, Kinship Services, Family
Preservation, Foster Home Licensing, Extended
Foster Care and support services ages 18-24,
Adoptions, and Foster Care.
The FY 2014-15 Baseline Budget includes an
overall increase of $2,634,758 compared to the
FY 2013-14 Recommended Budget.
The FY 2014-15 Recommended Budget reflects
an increase of both expenditures and revenues
due to an increase in State Realignment
revenue.
1. Adoption Services
Description: The County’s adoption agency
exclusively provides services for abused and
neglected children when the child is unable to
return to the care of their parent. The agency
looks to find families that can meet the special
needs of these children. The agency also
provides post adoption support services to the
families and children.
Adoption Services Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $2,860,464
Financing: 2,860,216
Net County Cost: 248
Funding Sources:
Local 61.3% $1,754,676
Federal 38.5% 1,100,288
State 0.2% 5,252
General Fund 0.0% 248
FTE: 19.3
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
enhances 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: $2,781,417
Financing: 2,781,417
Net County Cost: 0
Funding Sources:
Local 43.4% $1,207,222
Federal 45.6% 1,267,623
State 11.0% 306,572
FTE: 16.6
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 163
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: $294,494
Financing: 294,494
Net County Cost: 0
Funding Sources:
Local 100.0% $294,494
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.
The Department contracts with various
community providers. 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 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 to maintain children
in their own homes. The social workers
actively works with families to address the
issues that brought them to the attention of
Child Welfare. 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 2013, 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
164 County of Contra Costa FY 2014-2015 Recommended Budget
Child Welfare Services Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $38,904,761
Financing: 38,813,574
Net County Cost: 91,187
Funding Sources:
Local 38.2% $14,856,227
Federal 42.7% 16,607,745
State 18.9% 7,349,602
General Fund 0.2% 91,187
FTE: 246.9
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: $1,712,320
Financing: 1,712,320
Net County Cost: 0
Funding Sources:
Local 44.3% $757,751
Federal 36.8% 629,819
State 19.0% 324,750
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: $1,364,207
Financing: 1,311,603
Net County Cost: 52,604
Funding Sources:
Local 34.0% $464,131
Federal 26.3% 358,196
State 35.9% 489,276
General Fund 3.8% 52,604
FTE: 6.0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 165
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 1,820 cases
are anticipated in FY 2014-15.
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
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) – Provides 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: $29,700,367
Financing: 29,631,795
Net County Cost: 68,572
Funding Sources:
Local 27.4% $8,134,341
Federal 34.2% 10,170,818
State 38.1% 11,326,636
General Fund 0.3% 68,572
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: $785,803
Financing: $785,803
Net County Cost: 0
Funding Sources:
Local 49.2% $386,381
Federal 50.8% 399,422
FTE: 6
Employment and Human Services
Health and Human Services
166 County of Contra Costa FY 2014-2015 Recommended Budget
County Children's Trust
County Children's Trust
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 183,898 203,483 185,000 185,000 0
TOTAL EXPENDITURES 183,898 203,483 185,000 185,000 0
REVENUE
Other Local Revenue 186,864 185,000 185,000 185,000 0
GROSS REVENUE 186,864 185,000 185,000 185,000 0
NET FUND COST (NFC) (2,966) 18,483 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 11% (9%) 0%
% Change in Total Rev (1%) 0% 0%
% Change in NFC (723%) (100%) 0%
Description: In 1982, AB 2994 allowed
counties to establish funding through birth
certificate fees. The Family and Children's Trust
Committee makes recommendations regarding
funding for various contracts to provide child
abuse prevention services. Fees are deposited
in a special fund separate from the General
Fund.
The Baseline Budget maintains the current level
of services.
No adjustment from Baseline to Recommended
Budget for FY 2014-15 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:
Local 100.0% $185,000
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 167
Ann Adler Children and Family Trust
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 53,108 45,753 80,000 80,000 0
TOTAL EXPENDITURES 53,108 45,753 80,000 80,000 0
REVENUE
Other Local Revenue 53,108 45,753 80,000 80,000 0
GROSS REVENUE 53,108 45,753 80,000 80,000 0
FINANCIAL INDICATORS
% Change in Total Exp (14%) 75% 0%
% Change in Total Rev (14%) 75% 0%
Description: In 1991, the Board of Supervisors
created the Ann Adler Children and Family
program with oversight from the Family and
Children's Trust Committee. Donations received
from individuals, public, private and other
agencies are allocated through contracts to
support programs for the care of abused,
neglected and at risk children.
The Baseline Budget increases the current level
of services due to projected donations. The
Baseline Budget is $34,247 more than the FY
2013-14 budget.
No adjustment from Baseline to Recommended
Budget for FY 2014-15 is required.
Ann Adler Children and Family Trust
Service: Discretionary
Level of Service: Discretionary
Expenditures: 80,000
Financing: 80,000
Net County Cost: 0
Funding Sources:
Local 100.0% $80,000
Employment and Human Services
Health and Human Services
168 County of Contra Costa FY 2014-2015 Recommended Budget
Workforce Services Bureau
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 50,893,849 86,493,546 82,353,913 82,353,913 0
Services and Supplies 13,225,419 13,822,583 21,119,247 21,119,247 0
Other Charges 66,341,547 61,477,693 62,448,699 62,448,699 0
Expenditure Transfers (7,181,553) 36,981,626 39,187,185 39,187,185 0
TOTAL EXPENDITURES 123,279,262 198,775,448 205,109,044 205,109,044 0
REVENUE
Other Local Revenue 23,958,857 23,764,183 24,066,176 24,066,176 0
Federal Assistance 53,689,076 83,474,274 76,589,914 76,589,914 0
State Assistance 33,080,749 86,625,304 99,591,217 99,591,217 0
GROSS REVENUE 110,728,682 193,863,761 200,247,307 200,247,307 0
NET COUNTY COST (NCC) 12,550,581 4,911,687 4,861,737 4,861,737 0
Allocated Positions (FTE) 505 556 952 952 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 39% 53% 50% 50%
% Change in Total Exp 61% 3% 0%
% Change in Total Rev 75% 3% 0%
% Change in NCC (61%) (1%) 0%
COMPENSATION INFORMATION
Permanent Salaries 27,187,640 48,631,973 47,323,467 47,323,467 0
Temporary Salaries 3,052,080 889,794 638,915 638,915 0
Permanent Overtime 716,177 230,258 230,258 230,258 0
Deferred Comp 80,613 347,487 414,595 414,595 0
Comp & SDI Recoveries (223,138) (148,063) (194,240) (194,240) 0
FICA/Medicare 2,253,942 3,780,794 3,498,220 3,498,220 0
Ret Exp-Pre 97 Retirees 123,541 129,499 129,499 129,499 0
Retirement Expense 9,800,546 19,219,913 18,915,753 18,915,753 0
Employee Group Insurance 5,499,425 10,156,472 8,762,112 8,762,112 0
OPEB Pre-Pay 1,248,037 1,417,244 1,417,244 1,417,244 0
Unemployment Insurance 115,848 187,285 153,311 153,311 0
Workers Comp Insurance 1,031,788 1,650,890 1,481,779 1,481,779 0
Labor Received/Provided 7,350 0 (417,000) (417,000) 0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 169
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.
The baseline reflects an increased level of
expenditures and revenue of $6.3 million from
FY 2013-2014. This is due to increased
revenue and services in the CalWORKS,
CalFresh, and Medi-Cal programs and additional
staff in the Medi-Cal program due to the
Affordable Care Act.
The Workforce Services (WFS) Bureau baseline
includes a shift of personnel, services, and
supplies from the Aging and Adult Services
(AAS) Bureau due to a reorganization in FY
2012-13 that moved the Medi-Cal and CalFresh
programs to the WFS Bureau and the General
Assistance program from WFS to AAS. No
adjustment from the Baseline to Recommended
budget for FY 2014-2015 is required.
1. CalWORKs Programs
a. CalWORKs Eligibility - Provides eligibility
determination for CalWORKs cash aid,
supportive services, and includes ongoing
case management. In the FY 2012-13
program year, there were 12,386
applications, or 1.96% increase, for
CalWORKs. However, there was a slight
decrease in 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 includes supportive
services such as housing, transportation,
childcare, and referrals for substance abuse,
mental health and domestic abuse. Special
support service programs are also included.
c. CalWORKs Child Care - Determine
eligibility for subsidized child care. This
program is responsible for State-required
reporting and documentation, and making
payments to child care providers.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.
CalWORKs/TANF Work Programs
Service: Mandatory
Level of Service: Mandatory
Expenditures: $56,804,739
Financing: 56,804,739
Net County Cost: 0
Funding Sources:
Federal 78.2% $44,395,237
State 21.6% 12,252,182
Local 0.2% 157,320
FTE: 425.3
2. CalWORKs Cash Assistance (TANF*)
Description: Cash assistance to eligible
families based on income levels. As of January
1, 2013, a 24-month Welfare-to-Work clock was
implemented requiring clients to meet specific
work participation requirements in order to
continue eligibility for the remaining 24-month
period. The average anticipated monthly
caseload for current year is 10,338.
*Temporary Assistance to Needy Families
Employment and Human Services
Health and Human Services
170 County of Contra Costa FY 2014-2015 Recommended Budget
TANF Cash Assistance Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures:$56,792,790
Financing: 55,372,970
Net County Cost:1,419,820
Funding Sources:
Local 42.1% $23,908,856
Federal 17.7% 10,068,516
State 37.7% 21,395,598
General Fund 2.5% 1,419,820
3. Medi-Cal
a. Intake Eligibility: Initial application
processing and eligibility determination for
Medi-Cal programs and the implementation
of a new program due to Health Care
Reform. These major Medi-Cal programs
provide comprehensive medical services to
children and adults in low-income families.
Programs include:
• Modified Adjusted Gross Income (MAGI)
Medi-Cal (New program implemented
due to Health Care Reform)
• Medically Needy Programs
• Programs for Pregnant Women
• Special Children’s Programs
• Medicare Savings Programs
• Minor Consent Services
• Specialized Programs for Breast &
Cervical Cancer, Tuberculosis and
Renal Dialysis
• 250% Working Disabled Program
• Public Assistance Programs
In FY 2012-13, there were approximately
37,324 Medi-Cal applications received which
equates to an 8.76% increase in the number
of applications taken over the previous fiscal
year and a 4.5% increase for continuing
caseload.
b. Medi‐Cal Continuing Eligibility: Provides
ongoing eligibility determination for Medi-Cal
programs. This is a group of major Medi-Cal
programs that provide comprehensive
medical services to children and adults in
low-income families. Programs include:
Modified Adjusted Gross Income (MAGI)
Medi-Cal
Medically Needy Programs
Programs for Pregnant Women
Special Children’s Program
Medicare Savings Programs
Transitional Medi-Cal
Specialized Programs for Breast and
Cervical Cancer, Tuberculosis and
Renal Dialysis
250% Working Disabled Program
Medi-Cal Eligibility Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $48,508,030
Financing: 47,674,013
Net County Cost: 834,017
Funding Sources:
State 98.3% $47,674,013
General Fund 1.7% 834,017
FTE: 287.1
4. CalFresh Intake and Continuing Eligibility
Description: Initial CalFresh application
processing and eligibility determination for both
cash and non-cash assisted families. During
FY 2012-13, the number of CalFresh
applications received was 33,109 resulting in a
slight decrease in comparison to the previous
fiscal year, but the ongoing caseload increased
by 7.76% for an average total of 24,179.
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 171
CalFresh Eligibility Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $42,848,462
Financing: 40,240,562
Net County Cost: 2,607,899
Funding Sources:
Federal 51.3% $21,971,138
State 42.6% 18,269,424
General Fund 6.1% 2,607,899
FTE: 237.1
5. Refugee Programs Eligibility
Description: This program provides eligibility
determination and grant maintenance activities
for time eligible Refugee Cash Assistance.
Refugee Eligibility Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $18,263
Financing: 18,263
Net County Cost: 0
Funding Sources:
Federal 100.0% $18,263
FTE: 0.1
Refugee Payments Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $136,760
Financing: 136,760
Net County Cost: 0
Funding Sources:
Federal 100.0% $136,760
Employment and Human Services
Health and Human Services
172 County of Contra Costa FY 2014-2015 Recommended Budget
Covered California Call Center
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 136,509 11,241,300 13,750,829 13,750,829 0
Services and Supplies 551,828 1,571,900 629,020 629,020 0
Other Charges 0 50,000 5,000 5,000 0
Fixed Assets 394,862 57,300 50,000 50,000 0
Expenditure Transfers 0 1,984,234 0 0 0
TOTAL EXPENDITURES 1,083,199 14,904,734 14,434,849 14,434,849 0
REVENUE
Federal Assistance 836,921 14,904,734 14,434,849 14,434,849 0
GROSS REVENUE 836,921 14,904,734 14,434,849 14,434,849 0
NET COUNTY COST (NCC) 246,278 0 0 0 0
Allocated Positions (FTE) 0 204 204 204 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 13% 87% 95% 95%
% Change in Total Exp 1276% (3%) 0%
% Change in Total Rev 1681% (3%) 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 40,286 7,627,000 7,890,407 7,890,407 0
Permanent Overtime 0 1,000 1,000 1,000 0
Deferred Comp 247 10,600 256,740 256,740 0
FICA/Medicare 2,934 560,900 603,318 603,318 0
Ret Exp-Pre 97 Retirees 199 17,900 17,900 17,900 0
Retirement Expense 12,927 1,647,700 2,362,808 2,362,808 0
Employee Group Insurance 6,965 1,093,000 1,671,157 1,671,157 0
Unemployment Insurance 156 29,100 23,436 23,436 0
Workers Comp Insurance 1,362 254,100 229,063 229,063 0
Labor Received/Provided 71,435 0 695,000 695,000 0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 173
Description: Contra Costa County
Employment and Human Services
Department entered into a contractual
agreement with the State of California to run
the only county-operated statewide Call
Center which provides enrollment services for
affordable healthcare to California residents.
The Contra Costa County Covered California
Call Center (also known as 7C’s) launched
open enrollment services on October 1, 2013.
From October 1, 2013 through December 31,
2013 the 7C’s handled approximately 145,000
calls based on data provided by Covered
California.
The baseline assumes the same level of
operations at the Covered California Call Center
as FY 2013-2014.
There is no change between the baseline and
recommended budget for FY 2014-2015.
Covered California Call Center
Service: Mandatory
Level of Service: Mandatory
Expenditures: $14,434,849
Financing: 14,434,849
Net County Cost: 0
Funding Sources:
Federal 100.0% $14,434,849
FTE: 204.0
Employment and Human Services
Health and Human Services
174 County of Contra Costa FY 2014-2015 Recommended Budget
Workforce Development Board
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 2,061,577 1,551,037 1,983,153 1,983,153 0
Services and Supplies 4,204,795 4,279,879 4,218,957 4,218,957 0
Other Charges 82,584 0 0 0 0
Expenditure Transfers 3,159,485 3,269,084 3,047,890 3,047,890 0
TOTAL EXPENDITURES 9,508,441 9,100,000 9,250,000 9,250,000 0
REVENUE
Other Local Revenue 189,224 515,000 525,000 525,000 0
Federal Assistance 9,359,125 8,585,000 8,725,000 8,725,000 0
GROSS REVENUE 9,548,349 9,100,000 9,250,000 9,250,000 0
NET COUNTY COST
(NCC) (39,908) 0 0 0 0
Allocated Positions (FTE) 13 13 16 16 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 32% 27% 32% 32%
% Change in Total Exp (4%) 2% 0%
% Change in Total Rev (5%) 2% 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 724,489 920,022 1,176,102 1,176,102 0
Temporary Salaries 826,998 11,604 11,604 11,604 0
Deferred Comp 1,065 57,767 13,860 13,860 0
Comp & SDI Recoveries (96) 0 0 0 0
FICA/Medicare 116,995 13,528 89,930 89,930 0
Ret Exp-Pre 97 Retirees 3,280 0 0 0 0
Retirement Expense 258,334 360,647 466,386 466,386 0
Employee Group Insurance 107,118 142,294 176,906 176,906 0
OPEB Pre-Pay 14,335 10,639 10,639 10,639 0
Unemployment Insurance 3,611 3,539 3,511 3,511 0
Workers Comp Insurance 32,473 30,997 34,215 34,215 0
Labor Received/Provided (27,025) 0 0 0 0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 175
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.
The Baseline Budget for FY 2014-15 is relatively
level with FY 2013-14. The maintained level of
revenue should accommodate the steady flow of
services and supplies.
No adjustment from the Baseline Budget to the
Recommended Budget for FY 2014-15 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 local network
of America’s Job Center of California
(AJCC) which were formerly referred to as
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.
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
Employment and Human Services
Health and Human Services
176 County of Contra Costa FY 2014-2015 Recommended Budget
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: $8,725,000
Financing: 8,725,000
Net County Cost: 0
Funding Sources:
Federal 100.0% $8,725,000
FTE: 15.0
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: $525,000
Financing: 525,000
Net County Cost: 0
Funding Sources:
Local 100.0% $525,000
FTE: 1.0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 177
Service Integration Teams (SIT)
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 141,541 125,000 135,000 135,000 0
Expenditure Transfers (29,499) 0 0 0 0
TOTAL EXPENDITURES 112,042 125,000 135,000 135,000 0
REVENUE
Other Local Revenue 112,042 125,000 135,000 135,000 0
GROSS REVENUE 112,042 125,000 135,000 135,000 0
NET COUNTY COST
(NCC) 0 0 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 12% 8% 0%
% Change in Total Rev 12% 8% 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 and youth
development. Ten computers with internet
access were added to the North Richmond SIT
lobby to help low income residents search for
jobs, write resumes and cover letters and
communicate with potential employers via email.
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.
The Baseline Budget reflects a $10,000 increase
in revenue to support additional youth services
and expanded partnerships with economic
stability non-profit agencies.
No adjustment from Baseline to Recommended
Budget for FY 2014-2015 is required.
Service Integration Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $135,000
Financing: 135,000
Net County Cost: 0
Funding Sources:
Local 100.0% $135,000
Employment and Human Services
Health and Human Services
178 County of Contra Costa FY 2014-2015 Recommended Budget
Community Services Bureau
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 16,246,578 19,644,656 17,571,046 17,571,046 0
Services and Supplies 10,201,646 8,781,595 12,447,242 12,447,242 0
Other Charges 47,358 55,158 55,158 55,158 0
Fixed Assets 0 140,000 140,000 140,000 0
Expenditure Transfers 7,731,707 12,641,402 10,184,400 10,184,400 0
TOTAL EXPENDITURES 34,227,290 41,262,811 40,397,846 40,397,846 0
REVENUE
Other Local Revenue 9,422,607 11,928,317 10,991,342 10,991,342 0
Federal Assistance 23,985,644 28,604,600 28,676,031 28,676,031 0
State Assistance 395,218 571,106 571,685 571,685 0
GROSS REVENUE 33,803,469 41,104,023 40,239,058 40,239,058 0
NET COUNTY COST (NCC) 423,821 158,788 158,788 158,788 0
Allocated Positions (FTE) 294 248 203 203 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 61% 69% 58% 58%
% Change in Total Exp 21% (2%) 0%
% Change in Total Rev 22% (2%) 0%
% Change in NCC (63%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 8,112,611 10,542,046 9,445,604 9,445,604 0
Temporary Salaries 1,300,688 115,281 115,281 115,281 0
Permanent Overtime 19,403 25,093 25,093 25,093 0
Deferred Comp 23,202 137,820 109,980 109,980 0
Comp & SDI Recoveries (71,841) (30,353) (30,353) (30,353) 0
FICA/Medicare 691,530 806,565 722,118 722,118 0
Ret Exp-Pre 97 Retirees 36,823 34,831 34,831 34,831 0
Retirement Expense 2,920,107 4,031,930 3,747,532 3,747,532 0
Employee Group Insurance 2,020,160 2,963,613 2,295,750 2,295,750 0
Retiree Health Insurance 525,627 465,942 559,243 559,243 0
OPEB Pre-Pay 324,416 160,884 242,650 242,650 0
Unemployment Insurance 36,035 40,085 28,513 28,513 0
Workers Comp Insurance 320,550 350,919 274,804 274,804 0
Labor Received/Provided (12,734) 0 0 0 0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 179
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 the 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 and
emerged from the process with a majority of its
grant intact, with a small portion of its service
area awarded to a non-profit agency serving the
Monument Corridor.
The Baseline Budget reflects a net reduction in
operating expenses of $881,765 from the FY 13-
14 Budget. Baseline revenues are projected to
decline by $864,965 from the current year’s
funding level.
No adjustment from Baseline to Recommended
Budget for FY 2014-15 is required.
1. Community Action Programs
Description: Community Action Programs
provide assistance to low-income families and
individuals to remove obstacles and solve
problems that block the achievement of self-
sufficiency. Utilizing Federal Community
Services Block Grants 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: $2,858,871
Financing: 2,737,690
Net County Cost: 121,181
Funding Sources:
Local 66.4% $1,899,287
Federal 29.3% 838,403
General Fund 4.2% 121,181
FTE: 23.0
2. Head Start
Description: Head Start provides part-day and
full-day educational and comprehensive services
to 1,566 income-eligible children three to five
years old and their families. $7.2 million in Head
Start revenue is transferred to the Child
Development Fund to support staff costs for
services provided to an additional 713 children
in full-day childcare. Head Start revenue also
funds enhancement services to seven partnering
childcare agencies and home visitation services
to 84 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 97.3% 21,808,197
State 2.5% 571,106
FTE: 82.5
Employment and Human Services
Health and Human Services
180 County of Contra Costa FY 2014-2015 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 713 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 11
centers with 41 classrooms in or close to
neighborhoods where the children live.
Child Start Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $8,007,838
Financing: 8,007,838
Net County Cost: 0
Funding Sources:
Local 100.0% $8,007,838
FTE: 72.0
4. Early Head Start
Description: Early Head Start provides infant,
toddler and family comprehensive services to
260 eligible children and their families.
Approximately $2.1 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 100.0% $3,901,207
State 0.0% 579
FTE: 7.0
5. Child Nutrition
Description: Child Nutrition prepares and
delivers approximately 404,830 meals
(breakfast, snacks, and lunch) to more than
1,129 children enrolled in Head Start and Child
Development childcare centers throughout the
County.
Childhood Nutrition Summary
Service: Discretionary
Level of Service: Mandatory
Gross Expenditures: $1,060,847
Financing: 1,060,847
Net County Cost: 0
Funding Sources:
Local 100.0% $1,060,847
FTE: 12.0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 181
6. Housing & Energy
Description: The Housing & Energy program
combines funding from the U.S. Department of
Energy and the U.S. Health and Human
Services Department to provide utility bill
payment assistance, energy education and
weatherization services to approximately 5,784
low-income residents of the County.
Housing & Energy Summary
Service: Discretionary
Level of Service: Mandatory
Gross Expenditures: $2,165.831
Financing: 2,128,224
Net County Cost: 37,607
Funding Sources:
Federal 98.3% $2,128,224
General Fund 1.7% 37,607
FTE: 6.0
Employment and Human Services
Health and Human Services
182 County of Contra Costa FY 2014-2015 Recommended Budget
Child Development Fund
Child Development Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 6,720,608 9,239,192 6,974,610 6,974,610 0
Services and Supplies 2,346,579 2,549,033 3,409,892 3,409,892 0
Other Charges 3,510,593 2,773,954 2,735,151 2,735,151 0
Fixed Assets 150,000 100,000 100,000 0
Expenditure Transfers 7,353,614 7,592,813 6,401,637 6,401,637 0
TOTAL EXPENDITURES 19,931,394 22,304,992 19,621,290 19,621,290 0
REVENUE
Other Local Revenue 6,413,986 8,974,538 6,216,782 6,216,782 0
State Assistance 13,562,975 13,163,651 13,404,508 13,404,508 0
GROSS REVENUE 19,976,961 22,138,189 19,621,290 19,621,290 0
NET FUND COST (NFC) (45,568) 166,803 0 0 0
Allocated Positions (FTE) 104 138 98 98 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 53% 63% 53% 53%
% Change in Total Exp 12% (12%) 0%
% Change in Total Rev 11% (11%) 0%
% Change in NFC (466%) (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 3,314,639 4,590,337 3,479,492 3,479,492 0
Temporary Salaries 468,707 287,960 287,960 287,960 0
Permanent Overtime 1,857 2,110 2,110 2,110 0
Deferred Comp 2,190 52,440 20,820 20,820 0
Comp & SDI Recoveries (67,227) (29,329) (29,329) (29,329) 0
FICA/Medicare 271,269 351,357 266,268 266,268 0
Ret Exp-Pre 97 Retirees 15,758 23,096 23,096 23,096 0
Retirement Expense 1,229,940 1,755,199 1,392,518 1,392,518 0
Employee Group Insurance 1,132,977 1,665,518 1,103,456 1,103,456 0
Retiree Health Insurance 235,575 288,504 316,650 316,650 0
OPEB Pre-Pay 0 81,766 0 0 0
Unemployment Insurance 14,340 17,498 10,538 10,538 0
Workers Comp Insurance 129,265 152,736 101,031 101,031 0
Labor Received/Provided (28,682) 0 0 0 0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 183
Description: The Child Development Fund
provides funding for the California State
Preschool Program (CSPP) that serves about
1,019 children of low- and middle-income
families in 11 centers with 41 classrooms and
five partner agencies 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
FY 2014-15 Child Development Fund Baseline
Budget reflects a reduction in staffing cost in the
amount of $2,264,582 from FY 2013-14 Budget
due to reduced staffing needs of the centers.
Baseline revenues are projected to decrease by
$2,516,899 from FY 2013-14 Budget.
No adjustment from Baseline to Recommended
Budget for FY 2014-15 is required.
Child Development Fund Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $19,621,290
Financing: 19,621,290
Net Fund Cost: 0
Funding Source:
Local 31.7% $6,216,782
State 68.3% 13,404,508
FTE: 98.0
Employment and Human Services
Health and Human Services
184 County of Contra Costa FY 2014-2015 Recommended Budget
Community College Child Development Fund
Community College
Child Development Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 423,214 382,625 356,617 356,617 0
Services and Supplies 0 2,787 2,816 2,816 0
Other Charges 92 673 671 671 0
Expenditure Transfers 1,489,744 1,823,763 1,856,652 1,856,652 0
TOTAL EXPENDITURES 1,913,050 2,209,848 2,216,756 2,216,756 0
REVENUE
Other Local Revenue 730,090 969,140 1,014,462 1,014,462 0
State Assistance 1,182,961 1,193,985 1,202,294 1,202,294 0
GROSS REVENUE 1,913,051 2,163,125 2,216,756 2,216,756 0
NET FUND COST (NFC) (0) 46,723 0 0 0
Allocated Positions (FTE) 6 6 4 4 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 100% 99% 99% 99%
% Change in Total Exp 16% 0% 0%
% Change in Total Rev 13% 2% 0%
% Change in NFC (13742159%) (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 208,422 194,142 137,928 137,928 0
Temporary Salaries 21,057 0 72,292 72,292 0
Permanent Overtime 364 0 0 0 0
Deferred Comp 0 3,600 0 0 0
FICA/Medicare 15,494 14,870 10,548 10,548 0
Ret Exp-Pre 97 Retirees 931 0 0 0 0
Retirement Expense 68,483 72,856 55,920 55,920 0
Employee Group Insurance 70,175 68,646 54,192 54,192 0
Retiree Health Insurance 21,668 21,309 21,309 21,309 0
Unemployment Insurance 825 734 420 420 0
Workers Comp Insurance 7,356 6,468 4,008 4,008 0
Labor Received/Provided 8,439 0 0 0 0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 185
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 143 children of low- and
middle-income families. Childcare services are
provided in four centers with 8 classrooms
located in East, West, and Central County.
The Baseline Budget reflects a slight reduction
in Salaries and Benefits and increased
expenditure transfers from collaborated
childcare programs.
No adjustment from Baseline to Recommended
Budget for FY 2014-15 is required.
Community College
Child Development Fund 114800
Service: Discretionary
Level of Service: Mandatory
Expenditures: $2,216,756
Financing: 2,216,756
Net Fund Cost: 0
Funding Source:
Local 45.8% $1,014,462
State 54.2% 1,202,294
FTE: 4.0
Employment and Human Services
Health and Human Services
186 County of Contra Costa FY 2014-2015 Recommended Budget
Childcare Enterprise Fund
Childcare Enterprise Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
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 35,046 72,089 72,089 72,089 0
TOTAL EXPENDITURES 35,046 74,089 74,089 74,089 0
REVENUE
Other Local Revenue 37,469 74,089 74,089 74,089 0
GROSS REVENUE 37,469 74,089 74,089 74,089 0
NET FUND COST (NFC) (2,423) 0 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 111% 0% 0%
% Change in Total Rev 98% 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.
The Baseline Budget maintains the current level
of services.
No adjustment from Baseline to Recommended
Budget for FY 2014-15 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 100.0% $74,089
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 187
Zero Tolerance for Domestic Violence
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 1,796,152 1,818,833 2,041,822 2,041,822 0
Expenditure Transfers 213,486 13,680 57,309 57,309 0
TOTAL EXPENDITURES 2,009,637 1,832,513 2,099,131 2,099,131 0
REVENUE
Federal Assistance 681,390 504,266 770,884 770,884 0
GROSS REVENUE 681,390 504,266 770,884 770,884 0
NET COUNTY COST
(NCC) 1,328,247 1,328,247 1,328,247 1,328,247 0
FINANCIAL INDICATORS
% Change in Total Exp (9%) 15% 0%
% Change in Total Rev (26%) 53% 0%
Description: The Zero Tolerance for Domestic
Violence Initiative, founded by the Board of
Supervisors in 2001, is a multi-jurisdictional
partnership designed to effect a systems change
that reduces interpersonal violence (domestic
violence, family violence, sexual violence and
human trafficking) by fostering the development
and implementation of collaborative, coordinated
and integrated services, interventions, and
prevention activities. The initiative 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”.
The Baseline Budget includes a $266,618
increase in expenditures compared to the FY
2013-14 budget. The increased program costs
are offset by revenue received from the renewal
of Federal grants.
No adjustment from Baseline to Recommended
Budget for FY 2014-15 is required.
Zero Tolerance – Domestic Violence
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $2,099,131
Financing: 770,884
Net County Cost: 1,328,247
Funding Sources:
Federal Aid 36.7% $770,884
General Fund 63.3% 1,328,247
Employment and Human Services
Health and Human Services
188 County of Contra Costa FY 2014-2015 Recommended Budget
Zero Tolerance for Domestic Violence – SB 968 Administration
Domestic Violence
SB 968 Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 227,763 235,090 244,248 244,248 0
Services and Supplies 69,081 391,305 62,334 62,334 0
Other Charges 13,788 16,530 16,227 16,227 0
TOTAL EXPENDITURES 310,631 642,925 322,809 322,809 0
REVENUE
Other Local Revenue 478,842 275,000 322,809 322,809 0
GROSS REVENUE 478,842 275,000 322,809 322,809 0
NET FUND COST (NFC) (168,211) 367,925 0 0 0
Allocated Positions (FTE) 2 2 2 2 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 73% 37% 76% 76%
% Change in Total Exp 107% (50%) 0%
% Change in Total Rev (43%) 17% 0%
% Change in NFC (319%) (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 133,545 133,536 138,912 138,912 0
Deferred Comp 2,040 2,040 2,040 2,040 0
FICA/Medicare 9,390 10,224 10,608 10,608 0
Ret Exp-Pre 97 Retirees 616 600 600 600 0
Retirement Expense 48,047 52,632 57,360 57,360 0
Employee Group Insurance 30,533 31,042 30,264 30,264 0
Unemployment Insurance 520 504 420 420 0
Workers Comp Insurance 3,073 4,512 4,044 4,044 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).
The Baseline Budget includes a revenue
increase and increases in services and supply
expenses from the FY 2013-2014 Budget.
No adjustment from Baseline to Recommended
Budget for FY 2014-15 is required.
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 189
Zero Tolerance – Domestic Violence
Summary
Service: Mandated
Level of Service: Discretionary
Expenditures: $322,809
Financing: 322,809
Net Fund Cost: 0
Funding Sources:
Local 100.0% $322,809
FTE: 1.8
Employment and Human Services
Health and Human Services
190 County of Contra Costa FY 2014-2015 Recommended Budget
Domestic Violence Victim Assistance - Special Revenue Fund
Domestic Violence
Victim Assistance Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 125,739 130,438 120,000 120,000 0
TOTAL EXPENDITURES 125,739 130,438 120,000 120,000 0
REVENUE
Other Local Revenue 127,415 120,000 120,000 120,000 0
GROSS REVENUE 127,415 120,000 120,000 120,000 0
NET FUND COST (NFC) (1,675) 10,438 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 4% (8%) 0%
% Change in Total Rev (6%) 0% 0%
% Change in NFC (723%) (100%) 0%
Description: Provides funding for emergency
shelter, counseling, health and social welfare
services to victims of domestic violence as
mandated by Welfare and Institutions Code
§18290-18308. Twenty-three dollars of each
marriage license fee has been dedicated to fund
these services. Additional funds are also
provided through court fines under Penal Code
§1203.097. Monies are used to pay for a portion
of the STAND! for Families Free of Violence
program.
The Baseline Budget is unchanged from FY
2013-14.
No adjustment from Baseline to Recommended
Budget for FY 2014-15 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 100.0% $120,000
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 191
Administrative Services
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 23,039,804 27,204,973 29,322,129 29,322,129 0
Services and Supplies 19,240,127 20,952,710 14,850,146 14,850,146 0
Other Charges 238,442 0 152,577 152,577 0
Fixed Assets 182,599 376,790 206,790 206,790 0
Expenditure Transfers (37,895,729) (35,676,715) (38,797,452) (38,797,452) 0
TOTAL EXPENDITURES 4,805,244 12,857,758 5,734,190 5,734,190 0
REVENUE
Other Local Revenue 118,577 114,275 135,257 135,257 0
State Assistance 3,933,735 11,624,560 5,179,599 5,179,599 0
GROSS REVENUE 4,052,313 11,738,835 5,314,856 5,314,856 0
NET COUNTY COST (NCC) 752,932 1,118,923 419,334 419,334 0
Allocated Positions (FTE) 182 153 174 174 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 54% 56% 66% 66%
% Change in Total Exp 168% (55%) 0%
% Change in Total Rev 190% (55%) 0%
% Change in NCC 49% (63%) 0%
COMPENSATION INFORMATION
Permanent Salaries 9,123,658 11,238,372 13,537,662 13,537,662 0
Temporary Salaries 951,173 193,729 193,729 193,729 0
Permanent Overtime 122,648 38,314 38,314 38,314 0
Deferred Comp 65,180 141,780 152,538 152,538 0
Comp & SDI Recoveries (38,570) (30,786) (30,786) (30,786) 0
FICA/Medicare 732,930 886,741 1,039,884 1,039,884 0
Ret Exp-Pre 97 Retirees 41,868 56,425 56,425 56,425 0
Retirement Expense 3,356,147 4,728,264 5,498,752 5,498,752 0
Employee Group Insurance 1,332,026 2,230,397 2,023,958 2,023,958 0
Retiree Health Insurance 6,974,316 7,247,660 6,687,421 6,687,421 0
Unemployment Insurance 38,791 45,074 37,673 37,673 0
Workers Comp Insurance 339,437 429,003 364,559 364,559 0
Labor Received/Provided 201 0 (278,000) (278,000) 0
Employment and Human Services
Health and Human Services
192 County of Contra Costa FY 2014-2015 Recommended Budget
Description: The Employment and Human
Services Department Administrative Services
Bureau provides support services to all
Departmental programs. Costs include
contracts, budgets, claims, personnel and
professional 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.
The 2014-15 Baseline Budget includes
decreased expenditures of $7.1 million due to
the FY 2013-14 implementation of the “Office of
the Future” project which re-designed the client
application and eligibility intake process.
Revenue to support the “Office of the Future”
was generated through the State claiming
system. The reduction in program expense has
a corresponding reduction in revenue.
The 2014-15 Administrative Services
Recommended Budget requires $700,000 less
in County General Fund from previous year. In
order to build the additional infrastructure
required due to Program Expansion (Health
Care Reform and the Covered California Call
Center), a redistribution of allocated positions
from other departments is required.
Administrative Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $5,734,190
Financing: 5,314,856
Net County Cost: 419,334
Funding Sources:
Local 2.4% $135,257
State 90.3% 5,179,599
General Fund 7.3% 419,334
FTE: 174.0
CAO Recommendation
Significant changes occurred in the Employment
and Human Services Department (EHSD) that
are reflected in the FY 2014-15 Recommended
Budget. These include:
• Departmental reorganization
• Expansion of Medi-Cal services as a
result of the Affordable Care Act (ACA)
• Creation of the only County run
Covered California Call Center
• A slight reduction in the Community
Services Head Start contract
• Completion of the “Office of the Future:
project
EHSD transferred responsibility for determining
CalFresh (aka Food Stamps) eligibility and
Medi-Cal eligibility from the Adult and Aging
Services (AAS) Bureau to the Workforce
Services (WFS) Bureau. Responsibility for the
General Assistance program and the Indigent
Burial program was transferred from WFS to
AAS. The associated expense and revenue
were also transferred and there was no net
effect on the Department’s Baseline or
Recommended budget.
WFS anticipates growth in services in the
CalWORKs, CalFresh and Medi-Cal programs.
Additional staff will determine eligibility and
manage cases. State and Federal revenue will
also increase. The associated expense and
revenue increase will balance any impact on the
Baseline or Recommended budget.
EHSD successfully staffed and opened one of
three Covered California Call Centers – and the
only County operated call center. This added
204 FTE and $14.9 million in the FY 2013-2014
budget, including startup costs and $14.4 million
in the Baseline and Recommended budgets.
The Community Services Bureau (CSB) “re-
competed“ for the Head Start contract in Contra
Costa County. The Monument Corridor portion
of the contract was awarded to a local nonprofit
corporation. This resulted in a slight reduction in
the program.
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 193
EHSD has undertaken a “paperless” conversion
of significant portions of their information
management. This project was described as
“The Office of the Future” project. The project
involved establishing the infrastructure for clients
to access department services electronically,
staff to process applications and manage cases
electronically, convert previously created “hard
copy” documents to an electronic form, and
provide accommodations and assistance for
clients. Much of this project has been
completed, resulting in a $7.1 million reduction
in expenses in the Administrative Services
Bureau and a corresponding reduction in
revenue.
The Department currently does not have the
State funding allocations for FY 2014-15. The
Department has included estimated revenue
based on the Governor’s fiscal year 2014-15
Proposed Budget and historical allocation
information.
The FY 2014-15 Recommended Budget for
Employment and Human Services is balanced
while expanding the current level of service.
Performance Measures
• 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.
o An additional staff person hired with
recruitment experience and training of
existing personnel analysts in
recruitment has begun. Draft process
has been submitted to Human
Resources for approval to begin
Eligibility Worker and Social Worker
recruitments.
• The Children and Family Services Bureau
will continue to focus on the prior year’s goal
of “Increasing, by 5%, the percentage of
youth who have been in care 24 months or
longer and reach permanency.” Given the
positive direction for those youth moving
along the adoption track the CFS bureau will
focus on the youth who are in long term
foster care.
o Children & Family Services bureau has
not met this goal and will continue this
as the goal for the next fiscal
year. While the bureau had not met our
goal of 5% we have continued to
improve the number of youth reaching
permanency. The number previously
was 13.9% of the youth in care more
than 24 months found permanency, that
number for the same time period a year
later is 17%.
• Workforce Service’s goals 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.
o In October 2013, Medi-Cal applications
were logged for 45 day processing to
meet the federally mandated processing
times. Based on the Department of
Health Care Services Performance
Standard Review Outcome, 95% were
processed within 45 days.
• Contribute to implementation of Health Care
Reform (HCR) in Contra Costa County –
particularly the Affordable Care Act (ACA)
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.
o Established HCR planning and
implementation committees in
operations, workflow, training,
technology, communications, personnel
and facilities to implement Health Care
Reform in order to expand Medi-Cal
services and offer excellent customer
service to members of our community.
Employment and Human Services
Health and Human Services
194 County of Contra Costa FY 2014-2015 Recommended Budget
• Effectively implement Medi-Cal expansion
and partner with the Health Benefit
Exchange.
o Established the Health Care Access
Center (HCAC) to take warm hand-off
calls from the Health Benefit Exchange
of individuals now Medi-Cal eligible due
to the Medi-Cal expansion and assist
those customers not Medi-Cal eligible
with obtaining insurance from private
insurers through the Exchange.
o Successfully launched our Contra Costa
County Covered California Call Center
in Concord under contract with Covered
California.
• Community Services Bureau (CSB) 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.
o CSB was successful in retaining the
majority of its Head Start and Early
Head Start through the re-competition
process, with a small portion of our
grant being awarded to another entity to
serve the Monument Corridor area.
• The Workforce Development Board will, 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 greater East Bay in
partnership with business, economic
development, education, labor, and other
public sector organizations.
o Submitted a superior strategic workforce
development plan for Contra Costa
County and the region to the California
Workforce Investment Board (CWIB)
that leveraged strategic partnerships
with the East Bay Leadership Council,
the East Bay Economic Development
Alliance (East Bay EDA), the Contra
Costa Community College District, and
several other organizations. Co-
sponsored several regional events
related to regional economic and
workforce development (including two
in-person visits from the U.S. Secretary
of Labor) and participated extensively in
the development and publication of the
“Special Report on the East Bay
Workforce”, released in May 2013.
• Provide staff-assisted services to
approximately 1,000 youth, adults, and older
workers through programs providing
enhanced career development assistance.
o Provided intensive and training services
to a new group of 1,059 adults and
served an additional 591 youth with
Workforce Investment Act funds.
• 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 Provided business advising and training
to more than 1500 entrepreneurs
and small businesses
in Contra Costa County with U.S. Small
Business Administration (SBA) funds
and other local public and private
investments.
• Secure more than $1 million in grant-funds
to support various job training and business
development initiatives
o Successfully landed a highly competitive
(one of 10 nationwide) $2.2 million grant
under the America’s Manufacturing Job
Innovation Accelerator Challenge
(AMJIAC) in partnership with several
other regional organizations, including
U.C. Berkeley, the Corporation for
Manufacturing Excellence (Manex),
Laney College, and the Northern
California Small Business Development
Center Tech Futures Group (SBDC –
TFG) to support the growth and
development of the biomedical
manufacturing industry in the East Bay.
Also landed more than $200,000 in local
and private-sector grants and contracts
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 195
to support economic development
strategies and serve small businesses in
Contra Costa County.
• 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.
o Increased integration and alignment of
the SparkPoint/SIT program with the
local network of American Job Centers
of California (formerly called
EASTBAY Works One-Stop Career
Centers) and the Contra Costa Small
Business Development Center (SBDC).
• 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.
o Piloted a multidisciplinary high risk team
including law enforcement, advocacy
agencies, District Attorney, and
Probation. Utilizing a risk assessment
tool designed to test for likelihood of re-
assault in domestic violence cases; over
40 cases were referred to the team with
a score placing it in ‘high risk.’ Case
plans and interventions were developed
with the team and tracked. In 88% of
cases there were no further incidents
and in 99% of cases safety planning
was completed and services accessed
by victims.
o Mid-year we received notice that we had
been awarded as a DV Homicide
Prevention Demonstration site by the
Department of Justice, Office on
Violence Against Women. As one of
twelve sites nationwide, Contra Costa
will have the opportunity to build on the
work of the high risk team pilot and
assess the current capacity of our
system(s) to prevent homicide and
implement best practice models in the
coming year.
Administrative and Program Goals
• Focus technology across the Department to
allow our customers to obtain information,
benefits, and case status from a wide variety
of means without having to visit our offices
and update the technology as new
opportunities present themselves.
• Continue to provide reception areas with
useful information, friendly and efficient
processes to assist customers and
maximize use of technology for customer
access including computer work stations,
scanners, printers, copiers, phones and
other portals that will allow customers to
interact with us and minimize the time they
need to spend in our reception area.
• With respect to the new legislation known as
Katie A., Mental Health Reform, the Children
& Family Services Bureau will, in
conjunction with Contra Costa County
Mental Health, convene Child & Family team
meetings on 90% of the youth identified as
subclass members. By the increase in
family engagement and supportive mental
health services, CFS expects to decrease
the number of youth placed in group homes
and residential care by 10% and decrease
the average length of stay in group homes
and residential care by 10%.
• Under Health Care Reform, continue to
process 90% of all Medi-Cal applications
within 45 days with priority consideration for
specified applications.
• Continue to partner with the Health Benefit
Exchange to provide health coverage for our
consumers through Medi-Cal and private
insurers who are part of the Exchange.
• Continue to play a leadership role in
advancing a culture of excellent customer
service while continuing to implement the
Affordable Care Act and Care Coordination
as we move our current customers into the
new Medi-Cal program. Strengthen our
Employment and Human Services
Health and Human Services
196 County of Contra Costa FY 2014-2015 Recommended Budget
collaboration with Health Services to move
our mutual customers through a streamlined
application process.
• With the adoption of AB 74, successfully
implement an Expanded Subsidized
Employment program (Expanded
CCCWorks) focusing specifically on
participants who have limited English
proficiency, veterans, those challenged by
domestic violence, disabled individuals,
pregnant and parenting teens, those with a
criminal or arrest record/history, and those
participants completing the new family
stabilization component of the Welfare-to-
Work program.
• Adult Protective Services (APS) will increase
field visits and mandated training exercises
to local providers and orientations to county
programs that support the older and adult
population by 50%.
• APS will increase supervisory hours by 40%
enabling more case reviews and
identification of training.
• APS will target a goal of 90% compliance for
all referrals and response times.
• Aging & Adults Services will play a
leadership role in advocating with California
Welfare Director’s Association (CWDA) to
increase statewide funding support to
statewide APS training (from $154,000 to
$1.25M State General Fund).
• The Community Services Bureau will
achieve and maintain an expanded, stable
funding base of diverse sources.
• 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
greater East Bay in partnership with
business, economic development,
education, labor, and other public sector
organizations while maintaining the
Workforce Development Board’s (WDB)
"high performing" designation with the
California Workforce Investment Board
(CWIB).
• Provide staff-assisted services to
approximately 1,000 youth, adults, and older
workers through programs providing
enhanced career development assistance
and 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.
Health Services
William Walker, MD, Director Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 197
General Fund Summary
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 114,907,796 127,523,352 141,201,454 137,185,199 (4,016,255)
Services and Supplies 152,073,808 141,562,905 153,340,549 148,646,583 (4,693,966)
Other Charges 38,583,318 35,035,822 46,066,490 34,846,637 (11,219,853)
Fixed Assets 27,317 380,068 519,068 364,068 (155,000)
Expenditure Transfers (13,416,005) (9,374,250) (9,737,283) (9,737,283) 0
TOTAL EXPENDITURES 292,176,234 295,127,897 331,390,278 311,305,204 (20,085,074)
REVENUE
Other Local Revenue 77,330,012 64,931,978 97,628,417 97,628,417 0
Federal Assistance 68,593,846 69,043,965 71,357,231 71,357,231 0
State Assistance 57,667,726 75,977,305 57,819,556 57,819,556 0
GROSS REVENUE 203,591,584 209,953,248 226,805,204 226,805,204 0
NET COUNTY COST (NCC) 88,584,649 85,174,649 104,585,074 84,500,000 (20,085,074)
Allocated Positions (FTE) 950 961 1,014 1,014 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 38% 42% 41% 43%
% Change in Total Exp 1% 12% (6%)
% Change in Total Rev 3% 8% 0%
% Change in NCC (4%) 23% (19%)
COMPENSATION INFORMATION
Permanent Salaries 60,219,005 66,200,115 73,222,772 69,503,596 (3,719,176)
Temporary Salaries 4,932,440 2,861,254 3,377,765 4,163,333 785,568
Permanent Overtime 702,662 1,016,596 954,259 954,259 0
Deferred Comp 178,143 230,992 388,988 388,988 0
Hrly Physician Salaries 218,390 110,372 77,604 77,604 0
Perm Physicians Salaries 3,032,785 3,632,940 3,939,782 3,939,782 0
Perm Phys Addnl Duty Pay 22,338 26,288 66,374 66,374 0
Comp & SDI Recoveries (132,882) (227,687) (209,250) (183,897) 25,353
FICA/Medicare 4,883,188 5,533,307 6,150,283 6,014,209 (136,074)
Ret Exp-Pre 97 Retirees 308,871 326,119 309,015 309,015 0
Retirement Expense 23,835,805 28,146,194 33,406,977 32,707,050 (699,927)
Employee Group Insurance 9,342,853 12,141,311 11,652,646 11,380,647 (271,999)
Retiree Health Insurance 4,052,032 4,054,399 4,147,578 4,147,578 0
OPEB Pre-Pay 1,462,410 1,462,410 1,462,510 1,462,510 0
Unemployment Insurance 264,137 283,609 293,750 293,750 0
Workers Comp Insurance 1,707,524 1,725,133 1,960,401 1,960,401 0
Labor Received/Provided (121,905) 0 0 0 0
Health Services
Health and Human Services
198 County of Contra Costa FY 2014-2015 Recommended Budget
Table Description
The table above provides information in
aggregate format summarizing expenditures and
revenues in the General Fund budget units
administered by the Health Services
Department. This table includes the General
Fund subsidy provided to the Contra Costa
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 above 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
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 2014-2015 Recommended Budget 199
General Fund & Enterprise Funds Summary
This table reflects the
funding provided by
General Fund, Enterprise
Funds I, II, III, and IV
Combined
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 426,479,077 452,966,716 489,885,967 485,869,712 (4,016,255)
Services and SuppliesA 675,584,868 596,231,894 715,900,504 699,986,685 (15,913,819)
Other Charges 78,729,098 14,650,108 28,114,881 28,114,881 0
Fixed Assets 27,317 5,220,402 3,886,618 3,731,618 (155,000)
Expenditure Transfers (13,416,005) (9,374,250) (9,737,283) (9,737,283) 0
TOTAL EXPENDITURES 1,167,404,355 1,059,694,870 1,228,050,687 1,207,965,613 (20,085,074)
REVENUE
Other Local Revenue 945,211,483 829,498,951 994,288,826 994,288,826 0
Federal Assistance 68,593,846 69,043,965 71,357,231 71,357,231 0
State Assistance 57,667,726 75,977,305 57,819,556 57,819,556 0
GROSS REVENUE 1,071,473,055 974,520,221 1,123,465,613 1,123,465,613 0
NET COUNTY COST
(NCC)B 95,931,299 85,174,649 104,585,074 84,500,000 (20,085,074)
Allocated Positions (FTE)C 2,944 3,028 3,095 3,095 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 36% 42% 40% 40%
% Change in Total Exp (9%) 16% (2%)
% Change in Total Rev (9%) 16% (1%)
% Change in NCC (11%) 15% (14%)
COMPENSATION INFORMATION
Permanent Salaries 187,643,315 200,494,733 214,754,526 211,035,350 (3,719,176)
Temporary Salaries 31,386,432 26,789,625 30,197,265 30,982,833 785,568
Permanent Overtime 6,105,865 6,397,489 5,864,665 5,864,665 0
Deferred Comp 401,623 449,284 691,851 691,851 0
Hrly Physician Salaries 2,626,854 1,997,144 2,432,474 2,432,474 0
Perm Physicians Salaries 35,632,415 35,544,036 39,690,408 39,690,408 0
Perm Phys Addnl Duty Pay 1,976,098 2,281,724 2,238,520 2,238,520 0
Comp & SDI Recoveries (685,919) (766,728) (781,621) (756,268) 25,353
Vacation/Sick Leave Accrual 279,729 0 0 0 0
FICA/Medicare 18,446,320 19,784,299 21,001,802 20,865,728 (136,074)
Ret Exp-Pre 97 Retirees 1,064,345 964,255 1,041,965 1,041,965 0
Retirement Expense 82,871,757 94,892,380 107,980,440 107,280,513 (699,927)
Excess Retirement 30,306 0 315,332 315,332 0
Employee Group Insurance 34,613,162 39,684,582 39,309,595 39,037,596 (271,999)
Retiree Health Insurance 12,077,205 12,496,376 12,551,911 12,551,911 0
OPEB Pre-Pay 4,564,567 4,564,567 4,564,667 4,564,667 0
Unemployment Insurance 1,011,776 1,047,204 1,073,387 1,073,387 0
Workers Comp Insurance 6,555,130 6,345,746 6,958,780 6,958,780 0
Labor Received/Provided (121,905) 0 0 0 0
A Includes Depreciation Expenses – sick, vacation, and holiday accruals.
B Includes budgeted subsidy to the Enterprise Funds of $30,408,776
C Does not include temporary, overtime, registry or contract employees..
Health Services
Health and Human Services
200 County of Contra Costa FY 2014-2015 Recommended Budget
Table Description
The table above 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 2014-2015 Recommended Budget 201
Detailed Budget Table
2014-15 Baseline to 2014-15 Recommended
2014-15 Baseline Services Level 2014-15 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 $531,597,109 493,704,768 $37,892,341 $520,377,256 $493,704,768 26,672,488 $(11,219,853)
EF-2 M-Cal Plan 313,629,648 313,629,648 0 313,629,648 313,629,648 0 0
EF-3 Comm Plan 91,828,636 88,092,348 3,736,288 91,828,636 88,092,348 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 938,289,038 896,660,409 41,628,629 $927,069,185 $896,660,409 $30,408,776 $(11,219,853) Enterprise Funds
General Fund Units:
Behavioral Health:
Mental Health $169,692,095 154,778,220 14,913,875 166,070,649 $154,778,220 $11,292,429 $(3,621,446)
Alcohol & Other Drugs 13,384,236 12,838,459 545,777 13,116,589 12,838,459 278,130 (267,647)
Homeless Programs 4,071,366 2,355,063 1,716,303 3,752,941 2,355,063 1,397,878 (318,425)
Public Health 45,689,614 28,104,894 17,584,720 42,451,941 28,104,894 14,347,047 (3,237,673)
Environmental Health 20,071,490 20,181,231 (109,741) 20,071,490 20,181,231 (109,741) 0
Detention 23,781,751 1,147,208 22,634,543 22,724,979 1,147,208 21,577,771 (1,056,772)
Conservatorship 3,214,429 403,859 2,810,570 3,163,958 403,859 2,760,099 (50,471)
California Children’s
Services 9,856,668 6,996,270 2,860,398 9,543,881 6,996,270 2,547,611 (312,787)
Sub-Total $289,761,649 $226,805,204 $62,956,445 $280,896,428 $226,805,204 $54,091,224 (8,865,221) General Fund
Total General & $1,228,050,687 $1,123,465,613 $104,585,074 $1,207,965,613 $1,123,465,613 $84,500,000 (20,085,074) 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 6,645,184 6,645,184 0 6,645,184 6,645,184 0 0
Total Special $8,788,512 $8,788,512 0 $8,788,512 8,788,512 0 0 Funds:
Grand Total $1,236,839,199 $1,132,254,125 $104,585,074 $1,216,754,125 $1,132,254,125 $84,500,000 $(20,085,074) All Funds:
A. General Fund subsidy contribution to the Enterprise Funds is provided through General Fund unit 0465.
B. Excludes $670,460 budget adjustments for Hazardous Materials AB2185 and Underground Storage Tank
Program.
Health Services
Health and Human Services
202 County of Contra Costa FY 2014-2015 Recommended Budget
2013-14 Adopted to 2014-15 Recommended
A. Includes budget adjustments of $500,000 for Underground Storage Tank enforcement and $204,552 for City of
Richmond Vehicle reserve.
B. Includes budget adjustment of $278,549 to reflect available net fund balance.
2013-14 Adopted Budget 2014-15 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 13/14
Adopted
to Rec’d
(1) (2) (3) (4) (5) (6)
(Col 6
minus Col
3)
Enterprise Funds:
Hospital & Clinics – EF I $488,316,788 $461,644,300 $26,672,488 $520,377,256 $493,704,768 $26,672,488
EF-2 M-Cal Plan 196,138,131 196,138,131 0 313,629,648 313,629,648 0
EF-3 Comm Plan 109,287,185 105,550,897 3,736,288 91,828,636 88,092,348 3,736,288
Major Risk Ins. Program 1,233,645 1,233,645 0 1,233,645 1,233,645 0
Sub-Total $794,975,749 $764,566,973 $30,408,776 $927,069,185 $896,660,409 $30,408,776 Enterprise Funds
General Fund Units:
Behavioral Health:
Mental Health $149,560,276 $138,283,183 $11,277,093 $166,070,649 $154,778,220 $11,292,429 $15,337
Alcohol & Other Drugs 15,451,735 15,173,605 278,130 13,116,589 12,838,459 278,130 0
Homeless Programs 3,525,550 2,127,672 1,397,878 3,752,941 2,355,063 1,397,878 0
Public Health 42,493,507 28,146,434 14,347,073 42,451,941 28,104,894 14,347,047 (26)
Environmental Health 19,827,246 19,247,028 580,218 A 20,071,490 20,181,231 (109,741) (689,959)
Detention 21,640,307 62,536 21,577,771 22,724,979 1,147,208 21,577,771 0
Conservatorship 3,197,140 437,041 2,760,099 3,163,958 403,859 2,760,099 0
California Children’s
Services 9,023,360 6,475,749 2,547,611 9,543,881 6,996,270 2,547,611 0
Sub-Total $264,719,121 $209,953,248 $54,765,873 $280,896,428 $226,805,204 $54,091,224 $(674,649) General Fund
Total General & $1,059,694,870 $974,520,221 $85,174,649 $1,207,965,613 $1,123,465,613 $84,500,000 $(674,649) Enterprise Funds
Other Special Revenue Fund Units:
Emergency Medical
Services $2,421,877 $2,143,328 $278,549 B $2,143,328 $2,143,328 0 $(278,549)
Ambulance Service
Area 9,857,291 6,835,251 3,022,040 9,857,291 6,835,251 3,022,040 0
Total Special $12,279,168 $8,978,579 $3,300,589 $12,000,619 $8,978,579 $3,022,040 $(278,549) Funds:
Grand Total $1,071,974,038 $983,498,800 $88,475,238 $1,219,966,232 $1,132,444,192 $87,522,040 $(953,198) All Funds:
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 203
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 eleven 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 116,000
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, 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
204 County of Contra Costa FY 2014-2015 Recommended Budget
Contra Costa Regional Medical Center & Ambulatory Care Centers
Hospital Enterprise Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 295,983,773 306,665,854 328,220,583 328,220,583 0
Services and Supplies 200,596,923 166,787,538 189,737,791 178,517,938 (11,219,853)
Other Charges 115,087 10,023,062 10,271,185 10,271,185 0
Fixed Assets 0 4,840,334 3,367,550 3,367,550 0
TOTAL EXPENDITURES 496,695,783 488,316,788 531,597,109 520,377,256 (11,219,853)
REVENUE
Other Local Revenue 254,222,479 278,423,453 268,095,421 256,875,568 (11,219,853)
Federal Assistance 28,652,765 28,115,724 30,370,831 30,370,831 0
State Assistance 204,887,759 181,777,611 233,130,857 233,130,857 0
GROSS REVENUE 487,763,002 488,316,788 531,597,109 520,377,256 (11,219,853)
NET FUND COST (NFC) 8,932,781 0 0 0 0
Allocated Positions (FTE) 1,893 1,923 1,926 1,926 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 60% 63% 62% 63%
% Change in Total Exp (2%) 9% (2%)
% Change in Total Rev 0% 9% (2%)
% Change in NFC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 120,586,352 125,990,238 131,016,705 131,016,705 0
Temporary Salaries 23,592,584 21,013,979 25,586,584 25,586,584 0
Permanent Overtime 5,107,883 5,056,353 4,680,102 4,680,102 0
Deferred Comp 189,915 184,536 255,202 255,202 0
Hrly Physician Salaries 2,350,508 1,886,772 2,354,870 2,354,870 0
Perm Physicians Salaries 32,445,408 31,774,032 35,621,866 35,621,866 0
Perm Phys Addnl Duty Pay 1,953,639 2,253,984 2,172,146 2,172,146 0
Comp & SDI Recoveries (553,037) (534,650) (562,172) (562,172) 0
Vacation/Sick Leave Accrual 259,250 0 0 0 0
FICA/Medicare 12,810,347 13,370,182 13,934,412 13,934,412 0
Ret Exp-Pre 97 Retirees 723,326 605,964 698,570 698,570 0
Retirement Expense 56,556,087 63,479,429 70,180,763 70,180,763 0
Excess Retirement 30,306 0 315,332 315,332 0
Employee Group Insurance 24,032,746 25,520,737 25,520,737 25,520,737 0
Retiree Health Insurance 7,640,177 8,040,133 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 708,573 719,204 743,325 743,325 0
Workers Comp Insurance 4,595,512 4,350,763 4,707,810 4,707,810 0
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 205
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
2014-2015 budget is based on an average daily
inpatient census of 121 patients, and 416,856
annual outpatient visits.
Impact: The recommended budget is
$11,219,853 less than the Baseline. Increased
cost related to pension, cost of living
adjustments, and employee step increases are
the major elements contributing to the variance.
To balance the budget, the Division will adjust
staffing levels through attrition, overtime
reductions, and reduced use of temporary
employees. Additionally, the State revenue
estimates are based on the Governor’s
Proposed 2014-15 Budget. Budgeted revenue
estimates will be validated once the State and
Federal budgets have been adopted. In the
event these efforts are insufficient to narrow or
eliminate the funding gap, recommendations will
be made to the Board by October regarding the
need for mid-year program reductions.
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 provides services to individuals who
cannot pay because the County has a general
duty to provide care for indigents. That duty is
specified by the State of California in the
Welfare and Institutions Code section 17000.
The County Board of Supervisors is authorized
to adopt standards of aid and care for the
indigent and has done so. The County provides
indigent health care through various programs
based on the Federal Poverty Level (FPL)
guidelines.
Under the Basic Health Care Program (BHC)
individuals with income less than 300 percent of
the FPL who are not eligible for insurance
through the Covered California Program, are
eligible for medical services at Contra Costa
Regional Medical Center (including referred care
to non-County facilities as medically required).
There is no age restriction for the BHC Program.
Adults must be US citizens and residents of
Contra Costa County. Children under the age of
19 are eligible regardless of immigration status.
In November 2010, The Federal Centers for
Medicare and Medicaid Services (CMS)
approved California’s Section 1115 “California
Bridge to Health Reform” Waiver. A key
component of the State’s Section 1115 Waiver
was the Low Income Health Program (LIHP) that
expanded coverage for individuals between 19
and 64 years of age, who were US Citizens or
legal permanent residents. LIHP consisted of
two programs, the Medical Coverage Expansion
Program (MCE) and the Health Care Coverage
Initiative Program (HCCI). The LIHP program,
which ended December 31, 2013, was designed
to bridge the care of these individuals from an
episodic care approach to comprehensive
healthcare coverage.
On January 1, 2014, with the implementation of
the Federal Patient Protection and Affordable
Care Act (ACA), actively enrolled LIHP
individuals were transitioned to Medi-Cal or
became eligible for coverage through the State’s
Covered California Program.
The Medi-Cal Coverage Expansion Program
(MCE) was designed to provide coverage to
Health Services
Health and Human Services
206 County of Contra Costa FY 2014-2015 Recommended Budget
individuals at or below 133% of the FPL.
Eligible individuals were US citizens or legal
permanent residents between 19-64 years of
age. As of February 1, 2014, approximately
11,000 of the MCE enrollees were automatically
transitioned to the Medi-Cal Program.
The Health Care Coverage Initiative Program
(HCCI) provided coverage to individuals
between 134-200% of the FPL. Eligible
individuals were US citizens or legal permanent
residents between 19-64 years of age. Effective
January 2014, this population became eligible
for subsidized health care coverage through the
Exchange operated by the Covered California
Program. As of February 1, 2014,
approximately 850 of the actively enrolled HCCI
individuals had enrolled in the Contra Costa
Health Plan through Covered California.
CCRMC received funding under both the MCE
and HCCI programs through December of 2013.
On January 1, 2014 these programs were
replaced with the ACA funded programs as
indicated above. The year-end enrollment
numbers and final State payment methodology
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 (2) the
payment rates coupled with the increase in the
Federal Matching Percentage (FMAP) will be
sufficient to cover the cost of this population and
(3) the State take back of Indigent Realignment
Funding is consistent with revenue growth in this
program.
Although the LIHP portion of the Medi-Cal
Waiver has been phased out the Delivery
System Reform Incentive Pool (DSRIP) remains.
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 on
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: $244,125,657
Financing: 236,400,149
Net County Cost: 7,725,508
Funding Sources:
Misc Revenue 43.2% $105,535,907
Federal 6.3% 15,419,447
State 47.3% 115,444,795
General Fund 3.2% 7,725,508
FTE: 1,139.0
2. Ambulatory Care Centers
Description: Eleven ambulatory care centers in
East, West and Central Contra Costa County
provide family practice oriented primary care,
geriatrics, dental, rehabilitation, prenatal 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 2014-2015 Recommended Budget 207
Ambulatory Care Centers Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $147,082,368
Financing: 142,427,855
Net County Cost: 4,654,513
Funding Sources:
Misc Revenue 43.2% $63,583,940
Federal 6.3% 9,290,006
State 47.3% 69,553,909
General Fund 3.2% 4,654,513
FTE: 529.0
3. Physician Services
Description: The interdisciplinary medical staff
at Contra Costa Regional Medical Center and
Health Centers includes 126 family practice
physicians, as well as family nurse practitioners,
dentists, psychiatrists, psychologists and 292
specialty physicians.
A Family Practice Residency Program provides
clinical experience for 42 residents who rotate
through all inpatient acute services and provide
staff for the emergency room and ambulatory
care centers.
This year CCRMC expanded physician services
by hiring a Medical Director of Hospitalist
Medicine to lead the hospital care of Medical,
Surgical, Critical Care, and Emergency
Department Boarder Patients. The initial goal is
to develop a 24-7 in-house attending service to
supervise the care of this patient population.
Physician Services Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $89,632,779
Financing: 86,796,295
Net County Cost: 2,836,484
Funding Sources
Misc Revenue 43.2% $38,748,394
Federal 6.3% 5,661,378
State 47.3% 42,386,523
General Fund 3.2% 2,834,484
FTE: 229.0
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, plans and coordinates medical
disaster response, and reviews inter-facility
patient transfers.
Emergency Medical Services Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $1,608,305
Financing: 1,608,305
Net County Cost: 0
Funding Sources:
Misc Revenue 100.0% $1,608,305
FTE: 4.0
Health Services
Health and Human Services
208 County of Contra Costa FY 2014-2015 Recommended Budget
5. Support Services
a. Administrative Services
Description: This section includes costs of the
Office of the Director, Health Services
Personnel, Payroll, General Accounting,
Information Technology, Purchasing, and
Contracts and Grants.
Administrative Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $12,833,429
Financing: 12,833,429
Net County Cost: 0
Funding Sources:
Misc Revenue 100.0% $12,833,429
FTE: 25.0
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: Mandatory
Level of Service: Discretionary
Total Expenditures: $11,455,983
Financing: 0
Net County Cost: 11,455,983
Funding Sources:
General Fund 100.0% $11,455,983
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 conversion of two
emergency rooms to exam rooms, new
generator at 2530 Arnold Drive, emergency
electrical outlets at CCRMC, remodeling of
Pharmacy and Laboratory, security upgrades at
CCRMC, installation of card access at CCRMC,
and repair of Laboratory roof.
Note: Assets are capitalized and depreciation is
adjusted at year-end.
Hospital Capital Project Cost
Service: Discretionary
Level of Service: Discretionary
Expenditures: $13,638,735
Financing: 13,638,735
Net County Cost: 0
Funding Sources:
Misc Revenue 57.9% $7,893,105
State 42.1% 5,745,630
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 209
Contra Costa Health Plan
Contra Costa Health Plan
(Enterprise Fund II – Medi-
Cal)A
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 15,587,508 18,777,510 20,463,930 20,463,930 0
Services and Supplies 201,297,690 177,360,621 280,816,551 280,816,551 0
Other Charges 74,176,921 0 12,349,167 12,349,167 0
TOTAL EXPENDITURES 291,062,119 196,138,131 313,629,648 313,629,648 0
REVENUE
Other Local Revenue 292,129,072 196,138,131 313,629,648 313,629,648 0
GROSS REVENUE 292,129,072 196,138,131 313,629,648 313,629,648 0
NET FUND COST (NFC)B (1,066,954) 0 0 0 0
Allocated Positions (FTE)C 100 143 155 155 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 5% 10% 7% 7%
% Change in Total Exp (33%) 60% 0%
% Change in Total Rev (33%) 60% 0%
% Change in NFC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 6,837,958 8,304,380 10,515,049 10,515,049 0
Temporary Salaries 2,861,409 2,914,392 1,232,916 1,232,916 0
Permanent Overtime 295,320 324,540 230,304 230,304 0
Deferred Comp 33,565 33,756 47,661 47,661 0
Hrly Physician Salaries 57,956 0 0 0 0
Perm Physicians Salaries 154,222 137,064 128,760 128,760 0
Perm Phys Addnl Duty Pay 121 1,452 0 0 0
Comp & SDI Recoveries 0 (4,391) (10,199) (10,199) 0
Vacation/Sick Leave Accrual 20,479 0 0 0 0
FICA/Medicare 752,785 880,810 917,107 917,107 0
Ret Exp-Pre 97 Retirees 32,149 32,172 34,380 34,380 0
Retirement Expense 2,479,865 3,266,757 4,392,700 4,392,700 0
Employee Group Insurance 1,237,564 2,022,534 2,136,212 2,136,212 0
Retiree Health Insurance 384,996 401,844 364,200 364,200 0
OPEB Pre-Pay 147,959 147,959 147,959 147,959 0
Unemployment Insurance 39,066 44,391 36,312 36,312 0
Workers Comp Insurance 252,095 269,850 290,569 290,569 0
A. This table reflects figures for the Contra Costa Health Plan Medi-Cal product line only.
B. Amount necessary to meet Title 28 Tangible Net Equity requirement.
C. Number of Full Time Equivalent positions (FTE) shown serves Enterprise II and III of the Contra Costa Health Plan.
Health Services
Health and Human Services
210 County of Contra Costa FY 2014-2015 Recommended Budget
Description: The Contra Costa Health Plan
(CCHP) is a County-operated prepaid health
plan. Enterprise Fund II is used to account for
the premiums and expenditures related to Medi-
Cal enrollees. Enterprise Fund III is used to
account for the premiums and expenditures
related to Medicare recipients, employees of
participating private and governmental
employers, and individual members in Covered
California. 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).
Medi-Cal: Includes Aid to Families with
Dependent Children members, Low Income
Children, Medi-Cal Expansion that transferred
into Medi-Cal on January 1, 2014 from the Low
Income Health Program, Seniors and Persons
with Disabilities and Other Medi-Cal (non-
crossover) members. These members are
served by three contracting Networks of
Providers: 1) Contra Costa Regional Medical
Center and Health Centers, 2) CCHP’s
Community Provider Network, and 3) Kaiser.
Workload Indicator: The recommended FY
2014-2015 budget is based on an average
monthly enrollment of 103,288 Medi-Cal
enrollees.
Impact: The recommended budget maintains
the current level of services.
1. AFDC/CalWORKS and Other Medi-Cal
Description: The Aid to Families with
Dependent Children (AFDC) product line serves
Contra Costa residents who qualify for Medi-Cal
through the Public Assistance and Medically
Needy Only categories of the Aid to Families
with Dependent Children Program (subsequently
replaced with the CalWORKs program). Instead
of Medi-Cal cards and stickers, the Medi-Cal
Managed Care member receives a CCHP
member identification card and CCHP provides
or arranges for all his or her covered health
needs with the exception of some benefits that
remain carved out of Medi-Cal Managed Care
and become the responsibility of Fee for Service
Medi-Cal.
The Other Medi-Cal (non-crossover) members
include all Contra Costa Medi-Cal eligible clients
other than AFDC/CalWORKs.
Under the new Affordable Care Act (ACA) rules,
as of January 1, 2014, the MCE populations of
the Low Income Health Program became eligible
for Medi-Cal. The entire MCE population that
CCHP had been caring for the past three years
became automatic members of CCHP. New
eligible patients will now be mandatorily enrolled
into Medi-Cal Managed Care plans. The
member receives a CCHP identification card
and CCHP provides or arranges for all his or her
covered health needs. 100% of costs for the
MCE program will be paid to California by the
federal government during FY 2014/2015.
In early 2014, the State of California will offer
Medi-Cal benefits to a new population. Medi-Cal
will be offered to residents who are recipients in
the Food Stamp (Cal Fresh) program.
The average monthly enrollment for fiscal year
2014 – 2015 for AFDC/CalWORKS and Other
Medi-Cal will be approximately 84,892.
Medi-Cal Members Summary
(Excluding SPD)
Service: Mandatory per DHCS and DMHC
Standards
Level of Service: Mandatory
Expenditures: $201,210,286
Financing: 201,210,286
Net Fund Cost: 0
Funding Sources:
Local (Premiums) 100.0% $201,210,286
FTE: 155.0
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 Old Age
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 211
Security (OAS) (persons aged 65 and older), Aid
to the Totally Disabled, and Aid to the Blind.
The member receives a CCHP identification
card and CCHP provides or arranges for all his
or her covered health needs. The average
monthly enrollment for the SPD members for FY
2014-2015 will be approximately 18,396.
Medi-Cal SPD Members Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $109,514,309
Financing: 109,514,309
Net Fund Cost: 0
Funding Sources:
Local (Premiums) 100.0% $109,514,309
3. Charges from Other County
Departments
Description: This section includes non-
distributed costs charged to the Health Plan by
other County departments for various services.
Charges From Other County Departments
Service: Discretionary
Level of Service: Discretionary
Expenditures: $2,905,053
Financing: 2,905,053
Net Fund Cost: 0
Funding Sources:
Local (Premiums) 100.0% $2,905,053
Health Services
Health and Human Services
212 County of Contra Costa FY 2014-2015 Recommended Budget
Contra Costa Community Health Plan (Enterprise Fund III)
CCHP Community Plan
(Enterprise Fund III)
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 120,408,032 109,287,185 90,771,968 90,771,968 0
Other Charges 0 0 1,056,668 1,056,668 0
TOTAL EXPENDITURES 120,408,032 109,287,185 91,828,636 91,828,636 0
REVENUE
Other Local Revenue 121,185,723 109,287,185 91,828,636 91,828,636 0
GROSS REVENUE 121,185,723 109,287,185 91,828,636 91,828,636 0
NET FUND COST (NFC)A (777,691) 0 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp (9%) (16%) 0%
% Change in Total Rev (10%) (16%) 0%
% Change in NFC (100%) 0% 0%
A. Amount necessary to meet Title 28 Tangible Net Equity requirements.
Description: The Contra Costa Health Plan is a
County-operated prepaid health plan available to
certain Medicare recipients; In-Home Support
Service providers; employees of participating
private and governmental employers; and
individual members of the Covered California
ACA Exchange. This budget unit also reflects
the costs for the Basic Health Care program.
These individuals have their care managed by
the Community Plan.
Workload Indicator: The recommended FY
2014-2015 budget is based on an average
monthly enrollment of 13,293 members and/or
recipients.
Impact: The recommended budget maintains
the current level of services.
1. Commercial Coverage
Description: Provides coordinated
comprehensive health benefits from physical
check-ups to treatment of major health
problems. There is an array of benefits,
premiums and co-payments depending on the
plan chosen. Premiums are paid by the
members or their employers.
The County 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 large
businesses on a group basis. The Small
Business and Individual Plan programs were
eliminated from Health Plan enrollment on
12/31/2013 due to changing eligibility rules
under ACA. These individuals were contacted
by CCHP Marketing staff as well as the
Financial Counseling unit to help them transition
into either the Medi-Cal Expansion program or
Covered California Exchange Plan depending
on their income.
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
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 213
treatment of major health problems. Monthly
premium costs are shared by the County and
the IHSS providers.
2. Healthy Families Program
Description: 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. The majority of the Healthy Family
members were transitioned into the mainstream
Medi-Cal program during the months of March
and April 2013. The Healthy Families program
ended 1/31/2014.
3. Medicare Senior Health Plans
Description: 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.
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.
Most enrollees in this program have been
disenrolled and are now covered under the
Covered California Exchange program or Medi-
Cal Expansion.
5. Low Income Health Program (LIHP)
This program consisted of two programs that
were closed on December 31, 2013.
a. Health Care Coverage Initiative
(HCCI). The HCCI program was closed
12/31/13. There were approximately 2,000
individuals, between 134%-200% of the
federal poverty level (FPL) in the program
until that time. These individuals were
contacted by CCHP Marketing staff as well
as the Financial Counseling Unit to help
them transition into ether the Medi-Cal
Expansion Program or Covered California
Exchange Plan.
b. Medi-Cal Expansion Program (MCE).
The Medi-Cal Expansion Program covered
those uninsured County residents between
0–133% of FPL. The approximate 12,000
MCE members from the former LIHP
program transitioned to the CCHP Medi-Cal
program in early 2014 as part of ACA
requirements.
6. Covered California Exchange Plans
Description: In mid-year 2013, Contra Costa
Health Plan was named as a participant in the
California ACA Exchange program for service
area 5. There were four other Health Plans
competing for enrollment in our county, Kaiser,
HealthNet, Anthem Blue Cross and Blue Shield.
Benefits under the Exchange are identical
between all carriers. Enrollees choose a carrier
normally based on cost and provider
identification for continuity of care.
There are five basic coverages in the Exchange
Program: Bronze, Silver, Gold, Platinum and
Minimum Coverage. Each benefit plan has
different deductible amounts as well as member
cost sharing. Members in CCHP’s Covered
California Plans can choose to receive care from
one of two Provider Networks; Contra Costa
Regional Medical Center (CCRMC) and the
Community Provider Network (CPN).
Depending on income levels, many members
may receive an Advanced Premium Tax Credit
(APTC) subsidy from the federal government to
assist them in paying their monthly premiums.
Open Enrollment for the Exchange began on
October 1, 2013 but due to massive issues with
the California Healthcare Eligibility, Enrollment
and Retention System (CalHEERs) enrollment
Health Services
Health and Human Services
214 County of Contra Costa FY 2014-2015 Recommended Budget
got off to a very slow start. Coverage for
enrollees began on January 1, 2014, and CCHP
received approximately 500 members, the
majority of whom were former HCCI and
Individual members. Open enrollment will
continue through March 31, 2014.
Commercial Members Summary
(Excludes IHSS)
Service: Discretionary
Level of Service: Mandatory
Expenditures: $80,363,886
Financing: 80,363,886
Funding Sources:
Local (Premiums) 100.0% $80,363,886
In-Home Supportive Services
Service: Discretionary
Level of Service: Mandatory
Expenditures: $11,464,750
Financing: 7,728,462
Funding Sources:
Local (Premiums) 67.4% $7,728,462
General Fund 32.6% 3,736,288
(Subsidy)
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 215
Major Risk Medical Insurance Program (Enterprise Fund IV)
AIM/MRMIP
Enterprise Fund IV
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 1,208,415 1,233,645 1,233,645 1,233,645 0
TOTAL EXPENDITURES 1,208,415 1,233,645 1,233,645 1,233,645 0
REVENUE
Other Local Revenue 949,901 1,233,645 1,233,645 1,233,645 0
GROSS REVENUE 949,901 1,233,645 1,233,645 1,233,645 0
NET FUND COST (NFC) 258,514 0 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 2% 0% 0% 0
% Change in Total Rev 30% 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 are impacted by Health Care
Reform and are due to close sometime 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) 100.0% $1,233,645
Health Services
Health and Human Services
216 County of Contra Costa FY 2014-2015 Recommended Budget
Behavioral Health Division - Mental Health
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 44,170,299 49,627,910 56,845,854 56,845,854 0
Services and Supplies 107,061,560 98,106,380 110,072,067 106,450,621 (3,621,446)
Other Charges 4,434,999 4,600,748 4,436,061 4,436,061 0
Fixed Assets 0 0 0 0 0
Expenditure Transfers (2,427,385) (2,084,891) (1,661,887) (1,661,887) 0
TOTAL EXPENDITURES 153,239,473 150,250,147 169,692,095 166,070,649 (3,621,446)
REVENUE
Other Local Revenue 54,151,959 33,885,909 65,459,503 65,459,503 0
Federal Assistance 52,950,999 54,564,695 56,298,115 56,298,115 0
State Assistance 32,412,362 49,832,579 33,020,602 33,020,602 0
GROSS REVENUE 139,515,319 138,283,183 154,778,220 154,778,220 0
NET COUNTY COST (NCC) 13,724,154 11,966,964 14,913,875 11,292,429 (3,621,446)
Allocated Positions (FTE)A 386 396 443 443 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 28% 33% 33% 34%
% Change in Total Exp (2%) 13% (2%)
% Change in Total Rev (1%) 12% 0%
% Change in NCC (13%) 25% (24%)
COMPENSATION INFORMATION
Permanent Salaries 22,686,815 25,322,377 28,586,652 28,586,652 0
Temporary Salaries 1,672,950 677,412 1,105,404 1,105,404 0
Permanent Overtime 99,492 60,792 115,572 115,572 0
Deferred Comp 72,276 127,260 236,424 236,424 0
Hrly Physician Salaries 160,561 108,372 77,604 77,604 0
Perm Physicians Salaries 2,361,841 2,913,132 3,112,852 3,112,852 0
Perm Phys Addnl Duty Pay 13,139 17,096 37,022 37,022 0
Comp & SDI Recoveries (87,653) (107,593) (114,769) (114,769) 0
FICA/Medicare 1,958,263 2,239,608 2,539,623 2,539,623 0
Ret Exp-Pre 97 Retirees 116,173 125,746 128,449 128,449 0
Retirement Expense 9,084,125 11,149,472 13,505,889 13,505,889 0
Employee Group Insurance 3,637,292 4,496,116 4,802,632 4,802,632 0
Retiree Health Insurance 1,336,415 1,296,960 1,382,857 1,382,857 0
OPEB Pre-Pay 410,737 410,737 410,737 410,737 0
Unemployment Insurance 103,048 111,251 142,102 142,102 0
Workers Comp Insurance 666,729 679,172 776,804 776,804 0
Labor Received/Provided (121,905) 0 0 0 0
ADoes not include Permanent and Temporary Overtime, Registry and Contract Employees.
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 217
Description: To serve serious and persistent
mentally disabled adults and seriously
emotionally disabled children and youth.
Workload Indicator: The recommended FY
2014-2015 budget is based on 429,960 visits
and an inpatient psychiatric average daily
census of 19.0 patients.
Impact: The recommended budget is
$3,636,782 below the amount needed to
maintain existing service levels. Increased cost
related to pension, salary cost of living
adjustments, and employee step increases are
the major elements contributing to the variance.
To balance the budget, the Division will adjust
staffing levels through attrition, overtime
reductions, and reduced use of temporary
employees. Additionally, the budgeted revenue
estimates will be validated once the State and
Federal budgets have been adopted. In the
event these efforts are insufficient to narrow or
eliminate the funding gap, recommendations will
be made to the Board by October regarding the
need for mid-year program reductions.
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 Children’s Hospital and Residential
Treatment Program.
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
Hospital and Residential Treatment
Program.
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 attached to
Residential Treatment Centers.
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, stay out of
trouble, and remain at home.
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.
Health Services
Health and Human Services
218 County of Contra Costa FY 2014-2015 Recommended Budget
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
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 had 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 suspected payments, to date,
no payments have been made. The
cumulative balance due from the State, and
residing as an accounts receivable of the
General Fund, is $7.7 million.
The proposed 2014-2015 Governors budget
included $900 million in funding for payment
of 2004 and prior outstanding mandated
claims. The payments are proposed to be
made in FY 2015-2016 for $748 million and
FY 2016-2017 for $152 million. At this time,
it is unknown when payments will be
received for the $7.7 million outstanding
balance.
j. Transitional Age Youth 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.
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 219
m. Katie A. Programming: Children’s
Mental Health, in partnership with Child and
Family Services, is in the first year
development stages of a new legally
mandated service delivery system to serve
Katie A. youngsters in the Foster Care
System. These youngsters meet specific
criteria to be included in the Katie A.
subclass and receive augmented services
as defined in the legal settlement. These
new services are identified as Intensive
Care Coordination (ICC) and In Home
Behavioral Services (IHBS). All youngsters
in the subclass will receive ICC services and
the need for IHBS will be determined by the
Child and Family Teams.
n. Evidenced Based Practices:
Children’s Mental Health has instituted
system wide training in several evidenced
based practices (EBP’s) including Cognitive
Behavioral Therapy, Trauma Focused
Behavioral Therapy, Cognitive therapy for
depression, Dialectic Behavioral therapy and
Wraparound services. Evidenced Based
Practices are being supported by placing
EBP team leaders in each of the regional
clinics with centralized training and ongoing
supervision groups.
Child & Adolescent Services Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $44,086,014
Financing: 44,070,677
Net County Cost: 15,337
Funding Sources:
Local 47.9% $21,128,183
Federal 50.6% 22,300,460
State 1.5% 642,034
General Fund 0.0% 15,337
FTE: 84.3
2. Adult Services
Description: Contra Costa County provides
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-
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 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.
Health Services
Health and Human Services
220 County of Contra Costa FY 2014-2015 Recommended Budget
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 Behavioral
Health to be assessed for their voluntary
continuation of medications and need for
focused forensic case management
services.
Adult Services Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $48,711,268
Financing: 40,783,200
Net County Cost: 7,928,068
Funding Sources:
Local 18.2% $8,841,499
Federal 30.9% 15,056,596
State 34.7% 16,885,105
General Fund 16.3% 7,928,068
FTE: 134.6
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.
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 221
Support Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $12,233,999
Financing: 12,233,999
Net County Cost: 0
Funding Sources:
Local 0.6% $70,000
Federal 10.3% 1,265,277
State 89.1% 10,898,722
FTE: 57.6
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: $9,988,963
Financing: 8,910,815
Net County Cost: 1,078,148
Funding Sources:
Local 1.8% $176,690
Federal 83.9% 8,379,813
State 3.5% 354,312
General Fund 10.8% 1,078,148
5. Outpatient Mental Health Crisis
Service
Description: The outpatient clinic provides
crisis intervention and stabilization, psychiatric
diagnostic assessment, medication, emergency
treatment, screening for hospitalization and
intake, disposition planning, and placement/
referral services. Services are provided at the
CCRMC Crisis Stabilization Unit.
Outpatient Mental Health Crisis Service
Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $10,958,414
Financing: 8,687,538
Net County Cost: 2,270,876
Funding Source:
Local 25.7% $2,818,899
Federal 47.2% 5,168,639
State 6.4% 700,000
General Fund 20.7% 2,270,876
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.
Health Services
Health and Human Services
222 County of Contra Costa FY 2014-2015 Recommended Budget
Medi-Cal Managed Care Services Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $7,667,759
Financing: 7,667,759
Net County Cost: 0
Funding Sources:
Federal 53.8% $4,127,330
State 46.2% 3,540,429
FTE: 7.0
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”.
The first yearly MHSA Program and Expenditure
Plan for Community Services and Supports was
approved by the Board of Supervisors and
submitted to the State Department of Mental
Health on December 22, 2005. The Prevention
and Early Intervention component was added in
2009, and the remaining components of
Innovation, Workforce Education and Training,
and Capital Facilities/Information Technology
were added in FY 2010 -11. Each subsequent
year an Annual Update was approved, which
included program refinements, program changes
when indicated, and the development of new
programs identified by a local stakeholder driven
community program planning process. For FY
2014-15 Contra Costa’s first integrated Three
Year Program and Expenditure Plan will be
submitted. Several new stakeholder supported
programs have been initiated in FY 13-14 and
will be fully implemented in FY 14-15. These
include:
• An Assessment and Recovery Center
that will allow for children and adults to
obtain urgent same day clinical and
recovery based services.
• A 16-bed Crisis Residential Program for
adults to provide an unlocked, but highly
structured program of support for
consumers during a period of crisis and
to avoid hospitalization.
• An Adult Full Service Partner Program
and a Transitional Age Youth Full
Service Program in East County, where
personal service coordinators develop
an individualized services and support
plan with each client, and when
appropriate the client’s family, to provide
a full spectrum of community services
necessary to achieve agreed upon
goals.
• A Multidimensional Family Therapy
Program for adolescents with co-
occurring disorders. This is a
comprehensive and multi-systemic
family-based outpatient program.
• A Multi-systemic Therapy Program for
Juvenile Offenders, in which treatment
focuses on those factors in each youth’s
social network that are contributing to
anti-social behavior.
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 223
The projected state allocation for FY 2014-2015
is $32,424,232 and will be expended as
described below. Due to the timing of the
opening of the crisis residential center,
expenses and revenue related to this center
have not been included. A budget adjustment
will be submitted once the opening date of the
center has been established.
Program Type $ in Millions
Community Support System 23.6
Prevention and Early Intervention 6.7
Work Force Education & Training 0.6
Capital Facilities 0.6
Innovation 0.9
Total MHSA Allocation $29.8
Mental Health Services Act
Service: Mandatory
Level of Service: Discretionary
Expenditures: $32,424,232
Financing: 32,424,232
Net County Cost: 0
Funding Sources:
State 100.0% $32,424,232
(Transfers from the MHSA Fund)
FTE: 159.5
Health Services
Health and Human Services
224 County of Contra Costa FY 2014-2015 Recommended Budget
Behavioral Health – Alcohol and Other Drugs
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 2,703,040 3,696,284 3,556,391 3,556,391 0
Services and Supplies 11,467,952 11,013,043 10,757,755 10,490,108 (267,647)
Other Charges 0 25,798 0 0 0
Expenditure Transfers (1,122,136) 26,739 (929,910) (929,910) 0
TOTAL EXPENDITURES 13,048,855 14,761,864 13,384,236 13,116,589 (267,647)
REVENUE
Other Local Revenue 2,692,172 5,464,662 4,028,135 4,028,135 0
Federal Assistance 1,983,933 2,374,153 1,716,888 1,716,888 0
State Assistance 7,424,990 7,334,790 7,093,436 7,093,436 0
GROSS REVENUE 12,101,096 15,173,605 12,838,459 12,838,459 0
NET COUNTY COST (NCC) 947,760 (411,741) 545,777 278,130 (267,647)
Allocated Positions (FTE) 30 32 30 30 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 19% 25% 25% 25%
% Change in Total Exp 13% (9%) (2%)
% Change in Total Rev 25% (15%) 0%
% Change in NCC (143%) (233%) (49%)
COMPENSATION INFORMATION
Permanent Salaries 1,347,133 1,944,408 1,877,975 1,877,975 0
Temporary Salaries 111,354 31,308 31,308 31,308 0
Permanent Overtime 16,705 23,820 23,820 23,820 0
Deferred Comp 4,140 240 16,440 16,440 0
Comp & SDI Recoveries (8,159) 0 0 0 0
FICA/Medicare 109,864 153,276 146,494 146,494 0
Ret Exp-Pre 97 Retirees 6,250 6,120 5,622 5,622 0
Retirement Expense 488,529 739,906 728,352 728,352 0
Employee Group Insurance 200,686 352,011 289,740 289,740 0
Retiree Health Insurance 282,190 288,996 282,261 282,261 0
OPEB Pre-Pay 102,277 102,277 102,277 102,277 0
Unemployment Insurance 5,617 7,623 5,761 5,761 0
Workers Comp Insurance 36,455 46,299 46,341 46,341 0
Description: To reduce the incidence and
prevalence of alcohol and drug abuse through
prevention, intervention and treatment/recovery
services.
Workload Indicator: The recommended FY
2014-2015 budget is based on an average
caseload of 8,335 clients.
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 225
Impact: The recommended budget is $267,647
below the amount needed to maintain existing
service levels. Increased cost related to
pension, salary cost of living adjustments, and
employee step increases are the major elements
contributing to the variance. To balance the
budget, the Division will adjust staffing levels
through attrition, overtime reductions, and
reduced use of temporary employees.
Additionally, the budgeted revenue estimates
will be validated once the State and Federal
budgets have been adopted. In the event these
efforts are insufficient to narrow or eliminate the
funding gap, recommendations will be made to
the Board by October regarding the need for
mid-year program reductions.
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.
In partnership with community based providers
and local coalitions, prevention services address
environmental, local conditions and social norms
that contribute to alcohol use, and seek long
term policy change to promote a safer and
healthier Contra Costa County.
Prevention Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,657,739
Financing: 1,657,739
Net County Cost: 0
Funding Sources:
Federal 97.0% $1,607,739
Local 3.0% 50,000
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, and
educational and recovery support groups.
Non-Residential Program Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $856,455
Financing: 856,455
Net County Cost: 0
Funding Sources:
Federal 12.7% $108,877
State 50.4% 431,866
Local 36.9% 315,712
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: $3,225,715
Financing: 3,151,650
Net County Cost: 74,065
Funding Sources:
State 72.8% 2,347,374
Local 24.9% 804,276
General Fund 2.3% 74,065
FTE: 18.0
Health Services
Health and Human Services
226 County of Contra Costa FY 2014-2015 Recommended Budget
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: $2,937,960
Financing: 2,937,960
Net County Cost: 0
Funding Sources:
Federal 50.0% $1,468,980
State 50.0% 1,468,980
5. Special Programs
Description: The department administers
several time-limited federal and state special
initiatives and demonstration projects including
Perinatal Substance Abuse Treatment, AB 109;
SIG; HIV; MHSA & Adolescent Treatment;
CalWorks.
Special Programs
Service: Discretionary
Level of Service: Discretionary
Expenditures: $3,296,836
Financing: 3,296,836
Net County Cost: 0
Funding Sources:
Federal 70.4% $2,322,514
State 29.6% 974,322
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: $1,141,944
Financing: 937,819
Net County Cost: 204,065
Funding Sources:
Federal 12.2% $139,031
State 33.6% 75,239
Local 36.3% 383,943
General Fund 17.9% 204,065
FTE: 8.0
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 227
Behavioral Health –Homeless Programs
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 563,053 710,680 1,031,027 1,031,027 0
Services and Supplies 5,752,217 5,360,487 5,447,159 5,128,734 (318,425)
Other Charges 513 0 0 0 0
Expenditure Transfers (2,290,852) (2,545,617) (2,406,820) (2,406,820) 0
TOTAL EXPENDITURES 4,024,931 3,525,550 4,071,366 3,752,941 (318,425)
REVENUE
Other Local Revenue (65,000) 162,811 150,166 150,166 0
Federal Assistance 2,131,498 1,814,861 2,069,897 2,069,897 0
State Assistance 103,220 150,000 135,000 135,000 0
GROSS REVENUE 2,169,718 2,127,672 2,355,063 2,355,063 0
NET COUNTY COST (NCC) 1,855,213 1,397,878 1,716,303 1,397,878 (318,425)
Allocated Positions (FTE) 6 6 8 8 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 9% 12% 16% 17%
% Change in Total Exp (12%) 15% (8%)
% Change in Total Rev (2%) 11% 0%
% Change in NCC (25%) 23% (19%)
COMPENSATION INFORMATION
Permanent Salaries 329,856 405,984 595,540 595,540 0
Temporary Salaries 5,517 6,133 28,965 28,965 0
Permanent Overtime 28 0 588 588 0
Deferred Comp 1,020 4,620 7,440 7,440 0
FICA/Medicare 24,180 31,056 47,227 47,227 0
Ret Exp-Pre 97 Retirees 1,489 1,651 2,004 2,004 0
Retirement Expense 117,087 152,762 229,312 229,312 0
Employee Group Insurance 64,481 87,726 93,240 93,240 0
Retiree Health Insurance 6,463 6,463 6,463 6,463 0
OPEB Pre-Pay 3,365 3,365 3,365 3,365 0
Unemployment Insurance 1,283 1,536 1,873 1,873 0
Workers Comp Insurance 8,284 9,384 15,010 15,010 0
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
Health Services
Health and Human Services
228 County of Contra Costa FY 2014-2015 Recommended Budget
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 2014-
2015 budget is based on the provision of 69,812
annual shelter bed-days.
Impact: The recommended budget is $318,425
below the amount needed to maintain existing
service levels. Increased cost related to
pension, salary cost of living adjustments, and
employee step increases are the major elements
contributing to the variance. To balance the
budget, the Division will adjust staffing levels
through attrition, overtime reductions, and
reduced use of temporary employees.
Additionally, the budgeted revenue estimates
will be validated once the State and Federal
budgets have been adopted. In the event these
efforts are insufficient to narrow or eliminate the
funding gap, recommendations will be made to
the Board by October regarding the need for
mid-year program reductions.
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: $651,590
Financing: 146,470
Net County Cost: 505,120
Funding Sources:
State 20.7% $135,000
Local 1.8% 11,470
General Fund 77.5% 505,120
FTE: 4.5
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.
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 229
c. Multi-Service Centers provide
comprehensive support services, including
case management, basic needs assistance,
and outpatient drug abuse treatment. In
partnership with Anka Behavioral Health
Services, multi-service centers located in
West, Central, and East County are serving
over 1,000 adults and children each year.
Outreach and Engagement Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $288,488
Financing: 288,488
Net County Cost: 0
Funding Sources:
Federal 100.0% $288,488
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 are
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
twenty-four (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.
Interim Housing and Support Services
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,032,102
Financing: 340,646
Net County Cost: 691,456
Funding Sources:
Federal 33.0% $340,646
General Fund 67.0% 691,456
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. Rental Assistance Program (formerly
Shelter Plus Care) 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 350 households.
Health Services
Health and Human Services
230 County of Contra Costa FY 2014-2015 Recommended Budget
b. PCH – Addressing Addictions to
Alcohol (AAA) is a partnership with Anka
Behavioral Health, Inc. that expands upon
Project Coming Home 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.
d. Destination Home – provides 12 units
of permanent supportive housing for
chronically homeless, disabled individuals.
Participants of the project receive a safe,
permanent place to live as well as wrap-
around services to help stabilize their lives.
Case management assistance enrolling in
mainstream benefits and services, and
access to peer support groups are all part of
a larger continuum of services that allow
individuals to work through many of the
issues that led to their homelessness while
simultaneously moving toward a more
sustainable future.
e. Permanent Connection – 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.
Supportive Housing Program Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $814,443
Financing: 814,443
Net County Cost: 0
Funding Sources:
Local 17.0% $138,696
Federal 83.0% 675,747
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, 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
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 231
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.
Contra Costa Youth Continuum
of Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $737,422
Financing: 581,537
Net County Cost: 155,885
Funding Sources:
Federal 78.9% $581,537
General Fund 21.1% 155,885
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: $228,896
Financing: 183,479
Net County Cost: 45,417
Funding Sources:
Federal 80.2% $183,479
General Fund 19.8% 45,417
FTE: 1.0
Health Services
Health and Human Services
232 County of Contra Costa FY 2014-2015 Recommended Budget
Public Health
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 32,893,863 34,326,555 37,781,594 34,866,947 (2,914,647)
Services and Supplies 12,997,410 10,899,166 10,385,603 10,217,577 (168,026)
Other Charges 623 500 1,200 1,200 0
Fixed Assets 0 336,000 475,000 320,000 (155,000)
Expenditure Transfers (3,301,832) (3,068,714) (2,953,783) (2,953,783) 0
TOTAL EXPENDITURES 42,590,065 42,493,507 45,689,614 42,451,941 (3,237,673)
REVENUE
Other Local Revenue 6,166,057 6,024,818 6,504,325 6,504,325 0
Federal Assistance 11,527,417 10,290,256 11,272,331 11,272,331 0
State Assistance 11,264,055 11,831,360 10,328,238 10,328,238 0
GROSS REVENUE 28,957,529 28,146,434 28,104,894 28,104,894 0
NET COUNTY COST (NCC) 13,632,536 14,347,073 17,584,720 14,347,047 (3,237,673)
Allocated Positions (FTE) 283 274 274 274 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 72% 75% 78% 77%
% Change in Total Exp 0% 8% (7%)
% Change in Total Rev (3%) 0% 0%
% Change in NCC 5% 23% (18%)
COMPENSATION INFORMATION
Permanent Salaries 17,292,141 17,337,096 19,762,752 18,062,752 (1,700,000)
Temporary Salaries 1,830,631 1,600,000 1,757,000 1,625,000 (132,000)
Permanent Overtime 75,856 62,230 29,443 29,443 0
Deferred Comp 68,144 65,186 89,698 89,698 0
Hrly Physician Salaries 57,829 2,000 0 0 0
Perm Physicians Salaries 244,272 305,472 294,259 294,259 0
Perm Phys Addnl Duty Pay 7,194 6,792 29,352 29,352 0
Comp & SDI Recoveries (28,931) (60,000) (60,000) (34,647) 25,353
FICA/Medicare 1,426,020 1,468,242 1,657,880 1,521,806 (136,074)
Ret Exp-Pre 97 Retirees 86,830 87,634 85,382 85,382 0
Retirement Expense 6,331,902 6,925,308 8,257,897 7,557,970 (699,927)
Employee Group Insurance 2,793,021 3,819,263 3,162,037 2,890,038 (271,999)
Retiree Health Insurance 1,521,873 1,555,500 1,496,184 1,496,184 0
OPEB Pre-Pay 630,564 630,564 630,564 630,564 0
Unemployment Insurance 74,618 73,557 65,392 65,392 0
Workers Comp Insurance 481,899 447,711 523,754 523,754 0
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 233
Description: To promote, improve and protect
the health of the residents of Contra Costa
County with special attention to those who are
most vulnerable to health problems and their
consequences.
Workload Indicator: The Recommended
Budget for the upcoming fiscal year is based on:
medical case management for approximately
3,500 children with physically disabling
conditions and physical and occupational
therapy to over 850 children; reducing the high
rate of illegal tobacco sales to minors; over
27,000 clinic visits; pregnancy prevention
education to over 8,000 teenagers,
approximately 18,600 public health nursing visits
to newborn babies and mothers, children and
adults; outreach and education to over 13,000
residents and 600 community groups and
businesses; over 160,000 meals served or
delivered to seniors; approximately 10,000
childhood and adult immunizations and over
1,000 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 59 active cases of tuberculosis in
the community and 335 contacts in the
community; 2,827 reports of communicable
disease received and investigated: and over 30
outbreaks investigated; approximately 800
animal bite reports received; 550 contacts, case
management and home visiting for over 850
high-risk pregnant women and babies; support
services for over 650 low-income HIV positive
individuals; and the Women Infant and Children
Program currently serves over 22,500
participants every month.
Impact: The recommended budget is
$3,237,673 below the amount needed to
maintain existing service levels. Increased cost
related to pension, salary cost of living
adjustments, and employee step increases are
the major elements contributing to the variance.
To balance the budget, the Division will adjust
staffing levels through attrition, overtime
reductions, and reduced use of temporary
employees. Additionally, the budgeted revenue
estimates will be validated once the State and
Federal budgets have been adopted. In the
event these efforts are insufficient to narrow or
eliminate the funding gap, recommendations will
be made to the Board by October regarding the
need for mid-year program reductions.
1. Public Health Administration and
Financial Management
Description: The Public Health Administration
and Financial Management unit includes the
Director, Administrator, and support staff.
Specific functions are divided into budgeting,
billing, accounting, purchasing, and contract
management.
a. Developmental Disabilities Council - 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 over 40 years and is
staffed part-time.
b. Vital Registrations - The Office of the
Local Registrar (OLR) of Vital Registrations
is a state-mandated function of local health
departments. The OLR was responsible for
certifying and registering approximately
11,644 births, including 77 out of hospital
births, 7,210 deaths and 54 fetal deaths
occurring in the County annually; issuing
8,337 permits for the disposition of human
remains; and providing 53,901 certified
copies of birth and death certificates
Health Services
Health and Human Services
234 County of Contra Costa FY 2014-2015 Recommended Budget
annually. Additionally, 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 (52 in
2013), and issuing Medical Marijuana ID
cards (131 in 2013).
c. Epidemiology, Planning and Evaluation -
Provides health assessment and evaluation
support to Public Health, the Contra Costa
Health Plan, the Office of the Director, and
others. This unit identifies and statistically
analyzes useable versions of standardized
databases, including birth, death,
hospitalizations, and demographic data;and
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 - The
Promotora and African American Health
Conductor Programs provided Latino and
African American 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
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
East and Central County residents in various
community schools and First Five Centers.
The Promotoras and Health Conductors
partnered with Public Health Prenatal Care
Guidance program to provide community
contacts with presumptive eligibility
awareness. Additionally, the Promotoras
and Health Conductors provide cultural
competency expertise in Health Service
Staff to assure that patient group visit
curriculums and processes are culturally
appropriate. They also assisted with the
development of a Spanish language
diabetes curriculum and an African
American centered prenatal group called
Golden Start, which was were both piloted at
the Pittsburg Health Center.
e. Violence Prevention Re-entry Efforts
Program - 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 CCHS
resources and expertise available to support
these community-led efforts.
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County of Contra Costa FY 2014-2015 Recommended Budget 235
f. Linguistic Access Program includes the
Refugee Health program 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 18 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.
g. Refugee Health Program serves people
coming into the County from other countries
who are refugees, immigrants and asylees.
Many of the people served do not speak
English and need assistance with
establishing and obtaining their health care.
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.
h. 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 18 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
Public Health Administration and Financial
Management
Service: Discretionary
Level of Service: Discretionary
Expenditures: $5,949,760
Financing: 1,418,026
Net County Cost: 4,531,734
Funding Sources:
State 17.5% $1,040,544
Local 6.3% 377,482
General Fund 76.2% 4,531,734
FTE: 32.0
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
16,400 meals in a congregate setting and over
375,000 meals delivered to homebound elders
annually. The primary funding source for the
program comes from Federal Title IIIC-1 and
Title IIIC-2 of the Older Americans Act. Program
participant contributions and private sector fund-
raising also provide significant funding sources.
In addition to elderly participants, approximately
2,300 meals are delivered to homebound
AIDS/HIV clients annually through separate
funding. The program also supplies over 8,000
meals annually for one adult day care provider.
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236 County of Contra Costa FY 2014-2015 Recommended Budget
Senior Nutrition Program
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,030,873
Financing: 983,205
Net County Cost: 47,668
Funding Sources:
Local 95.4% $983,205
General Fund 4.6% 47,668
FTE: 2.0
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. Disease Investigation and Control Unit
responds to lab and provider reports of 84
reportable diseases by investigating the
reports, confirming the information,
educating the person, providing prophylactic
treatment so that the disease doesn’t spread
and providing consultation to medical
facilities and providers. In 2012, the Disease
Investigation and Control Unit investigated
almost 3,000 reports of communicable
diseases. In addition, staff investigated 31
outbreaks and handled almost 800 reports
of animal bites, resulting in investigation to
ascertain rabies risk.
b. Health Emergency Response Unit
develops plans and procedures to respond
to the health impacts of naturally occurring
disasters such as earthquakes,
communicable disease outbreaks such as
Pandemic Flu, and bioterrorism caused by
human action. Public information, risk
communication, and internal and external
communication with employees, the
community, and the media 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.
c. Sexually Transmitted Disease Program
works to reduce Sexually Transmitted
Disease (STD) by identifying new cases of
STDs and their sexual contacts and
ensuring appropriate treatment of reported
cases. In addition to supporting weekly STD
clinic operations, this program provides
health education and risk reduction services
as well as STD testing services in various
venues throughout the county. Provisional
reporting for CY 2013 shows 4525 cases of
chlamydia and 836 cases of gonorrhea
were reported among Contra Costa
residents. These diseases can cause
serious health problems in young men and
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County of Contra Costa FY 2014-2015 Recommended Budget 237
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. Provisional data for CY 2013
shows that follow-up was provided to 70
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 3
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.
d. HIV/AIDS Program reduces the
transmission of HIV and improves health
outcomes for HIV positive individuals in
Contra Costa through the provision of
individual and community education and
prevention services, home and clinic-based
case management, clinic navigation
services, 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 2013, services for people with HIV
provided directly or via subcontracted
providers, reached 826 low-income HIV-
positive individuals, of whom more than 10%
were newly enrolled in our program during
the year. Services include nurse and
community-based case management,
clinical social work, support, oral health
care, benefits counseling, 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.
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.
Community and provider trainings include:
an annual HIV and AIDS update for
clinicians, cultural competency skills
building in Engaging and Retaining African
American and Latino MSM’s in Care,
Partner Counseling and Referral Services,
as well as other risk reduction seminars.
Collaborates with the Homeless System of
Care, AODS, and Public Health Clinic
services, as well as provide support to the
Health Department’s Category 5 DSRIP
project have strengthened all Health
Department Programs serving similar
populations.
e. Immunization Program provides
immunization clinics for children and adults,
consultation to health care providers, and
technical assistance to schools, day care
centers, and preschool programs to ensure
compliance with California immunization
laws. For example, recent legislation
changed California vaccination requirements
for students entering seventh to twelfth
grades in public and private schools. The
law requires that all students entering into
seventh through twelfth grades must have
proof of immunization against Tetanus,
Diptheria and Pertussis (“Tdap”).
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238 County of Contra Costa FY 2014-2015 Recommended Budget
Additionally the Immunization Program provides
ongoing education and training for parents,
providers, and the community about new
vaccines and the importance of immunizations.
Staff also encourages providers to participate in
the California Immunization Registry (CAIR), a
community-wide database of immunization
records, and provides training and technical
support to users of the registry. This program
also conducts disease investigation into the
occurrence of vaccine-preventable diseases
(VPD), 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 2013, a total of
9,615 immunizations were given at Public Health
clinics, including 1,385 flu vaccines and 1,202
Tdap (whooping cough booster) vaccines.
f. 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 2013, Contra Costa
provided case management services to 59
TB cases. The PHNs provide home visits to
monitor the health status of the patient and
to assure proper and complete compliance
with the medical regimen. Disease
Investigators work in concert with PHNs to
assure compliance and deliver the TB
medication to the patient on a daily or twice
weekly basis. In addition, contacts of an
active case are interviewed, examined and
placed on preventive therapy as necessary.
Sometimes this is at large worksites,
necessitating large clinics. 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
requiring dialysis, or organ transplantation
which complicates TB care.
g. 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 national labs participating in the
Foodnet Retailed Meats study. In 2013, the
Public Health Lab performed 218,195
clinical and environmental tests.
Communicable Disease Control Summary
Service: Mandatory/Discretionary
Level of Service: Discretionary
Expenditures: $11,505,237
Financing: 8,568,753
Net County Cost: 2,936,484
Funding Sources:
Local 31.3% $3,598,958
Federal 21.2% 2,443,435
State 22.0% 2,526,360
General Fund 25.5% 2,936,484
FTE: 72.0
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
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County of Contra Costa FY 2014-2015 Recommended Budget 239
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.
The following programs are part of the extensive
network of safety-net services offered by the
FMCH programs.
a. Black Infant Health Program (BIH) aims to
improve African American infant and
maternal health and decrease Black: White
health disparities in perinatal outcomes. BIH
provides group-based interventions
designed to encourage empowerment and
social support in the context of a life course
perspective, 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
Children’s Oral Health Program reaches
underserved and uninsured children and
their parents, and provides necessary oral
health screenings, assessments, and
referrals. Services are provided at
elementary schools, community centers, and
homeless shelters. . The program aims to
educate pregnant and parenting women on
oral health by collaborating with perinatal
providers and home visitors. The program
links uninsured and under-insured children
throughout the County to free dental
treatment in the Ronald McDonald Care
Mobile
c. Comprehensive Perinatal Services
Program (CPSP) recruits and approves
medical providers to participate in this
prenatal care services program. CPSP
performs quality assurance reviews, offers
technical assistance, and provides
education to providers to assist them in
providing quality prenatal care services to
low income, at-risk pregnant women in the
County. CPSP works closely with the
managed care plans to assure a consistent
standard of care among services delivered
to low-income women.
d. Fetal Infant Mortality Review (FIMR)
Program links women and their families to
bereavement support and inter-conception
care services, including linkages to other
social and health services.
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
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240 County of Contra Costa FY 2014-2015 Recommended Budget
two years post-partum. Contra Costa is one
of 17 counties receiving federal funding from
the Maternal, Infant, and Early Childhood
Home Visiting (MIECHV) Program and is
part of the California Home Visiting
Program. The NFP Program has several
goals, including achieving better pregnancy
outcomes, improving the child’s health and
development, and helping the families
become economically self-sufficient by
working with parents to develop a vision for
their future, plan subsequent pregnancies,
continue their education and find
employment. Federal funding is expected
through June 2015.
g. Prenatal Care Guidance (PCG) Program
provides short-term 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 make appropriate and essential
interventions and referrals.
h. Healthy Families America (HFA) Program
is a national evidence based home visiting
model designed to work with overburdened
families who are at-risk for adverse
childhood experiences with a focus on child
abuse prevention. Community Health
Worker Specialists trained in the core model
elements, cultivate and strengthen nurturing
parent-child relationships, promote healthy
childhood growth and development and
enhance family functioning.
i. 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 mesures.
Family, Maternal & Child Health Summary
Service: Mandatory/Discretionary
Level of Service: Discretionary
Expenditures: $3,505,356
Financing: 2,694,402
Net County Cost: 810,954
Funding Sources:
Federal 63.6% $2,230,401
State 13.3% 464,001
General Fund 23.1% 810,954
FTE: 25.0
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 – over 9,500
appointments available/year
• Pediatrics clinics – over 9,600 appointments
available/year
• Immunizations and TB clinics – over 17,400
appointments available/year
• School-Based clinics at 23 Schools – over
10,000 appointments available/year
• Employee Occupational Health Program –
approximately 4,100 appointments
available/year
• Sexually Transmitted Diseases Clinics –
approximated 1,800 appointments
available/year
• Health Care for the Homeless/Respite Clinic
- Over 14,000 visits annually (includes
Respite clinic visits)
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County of Contra Costa FY 2014-2015 Recommended Budget 241
• Total clinic visits approximately 67,000
This section also provides staffing and man-
agement for the Public Health Nursing (PHN),
and the Teen Pregnancy Prevention Initiative.
Public Health Nursing Program provides
services to populations of all ages in all areas of
Contra Costa County. Public Health Nurses visit
clients in their homes and in their community.
They provide direct nursing care, health
education, comprehensive case management
and supportive services to pregnant women,
new moms and babies, children, and adults.
Working with all entities in the Contra Costa
Health Services and with partners in the
community, Public Health Nurses address the
changing needs of the client on an ongoing
basis referring and linking to the widest array of
options for meeting the needs of the client and
to promote health, prevent diseases disability,
and premature death, and to assure clients gain
access to needed medical, social, educational
and other services. Over 18,000 home visits are
made to clients annually.
Teen Pregnancy Prevention Initiative
(Replication of Evidence-Based Programs)
provides evidence-based teen pregnancy
prevention programs in twelve middle, junior
high and high schools in the cities of San Pablo,
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: $12,577,549
Financing: 8,089,395
Net County Cost: 4,488,154
Funding Sources:
Local 3.9% $487,240
Federal 9.3% 1,165,636
State 51.1% 6,436,519
General Fund 35.7% 4,488,154
FTE: 81.0
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
chronic diseases and injuries, 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.
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 works with Contra
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242 County of Contra Costa FY 2014-2015 Recommended Budget
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. The TPP works both with
County with community partners to reduce
the health disparities through tobacco
prevention policy adoption and
implementation.
b. Built Environment (BE) Program
addresses the impact of the physical
environment on health. Studies indicate that
investment in biking and walking
infrastructure reduces traffic fatalities and
increases levels of physical activity in
communities. In addition, proximity to fresh
produce leads to higher level of fruit and
vegetable consumption. The BE Program
staffs the interdepartmental Planning
Integration Team for Community Health
(PITCH) that includes representatives from
Public Works, Department of Conservation,
and Development and Health Services and
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 public planning
processes. In Richmond, BE Program staff
members are working on a stretch of San
Pablo Avenue. to incorporate pedestrian and
bicyclist amenities, which was awarded $5
million for construction. A similar project in
Concord on Detroit Avenue which was
awarded $2 million for construction. In 2013,
BE Project staff provide analysis and
feedback on a comprehensive zoning code
update in Richmond, the Concord
Downtown Specific Plan, the update of
Concord’s General Plan Transportation and
Circulation Element, and other projects
throughout the county.
c. Nutrition & Physical Activity Promotion
Program (NuPACT) partners with Federal
and State agencies to provide nutrition,
education and also with community
agencies to provide nutrition and physical
activity education and healthy, low-cost food
demonstrations through a variety of settings
such as the schools, faith-based
organizations, community events, farm
stand/farmers markets, and other food retail
outlets to over 12,000 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 opportunities for
physical activity in low-income communities
by increasing healthy foods at small stores,
assessing walk ability of neighborhoods,
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 provides over
$350,000 in subcontracts to local school
districts, community and faith-based
organizations to provide nutrition and
physical activity education; assess
opportunities for organizational change to
improve the nutrition and physical activity
environment; develop leadership skills
among youth to advocate for change in their
community; and to train adults to educate
their peers about the importance of a
healthy lifestyle. The program chairs and
staffs the Families Coalition for Activity and
Nutrition, provides leadership to the Healthy
and Active Before 5 Initiative, Afterschool 4
All Collaborative, African American Health
Collaborative, Richmond Food Policy
Council and serves on the Leadership
Council of the Bay Area Nutrition and
Physical Activity Coalition.
d. Lead Poisoning Prevention Program
(LPPP) provides a countywide,
comprehensive program of prevention,
screening, and clinical services for children
and their families. As a result of ongoing,
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County of Contra Costa FY 2014-2015 Recommended Budget 243
aggressive intervention, the blood lead
levels in children throughout the County are
dropping. Through extensive outreach,
education and training, LPPP decreases
lead exposure of children, which causes
cognitive and behavioral impairment in the
County. 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 indicate that for 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 to 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 new direction is the development of
a Healthy Homes Program addressing
housing-related causes of asthma, injury,
safety and lead poisoning.
e. 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: providing traffic safety presentations
to over 350 youth and bicycle helmets to
over 1,000 low-income children annually,
along with conducting 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.
f. Women, Infants, and Children (WIC)
Special Supplemental Food Program is a
Federally funded health and nutrition
program for women who are pregnant,
breastfeeding, or just had a baby, and
children under 5 years old (including foster
children) and infants in families with low to
medium income (working families may
qualify). The Contra Costa County WIC
Program currently serves over 22,500
participants every month providing special
checks to buy healthy foods from WIC-
authorized vendors. WIC provides nutrition
education and health information,
breastfeeding support, and referrals to other
community services to help families eat well
and be healthy. The specific foods and
nutrition provided to enrolled women and
children result in longer pregnancies, fewer
low birth weight babies, fewer fetal and
infant deaths, and improved nutrition. This
translates into enormous savings in
healthcare dollars. The WIC Program has
earned the reputation of being one of the
most successful federally funded nutrition
programs in the United States.
Community Wellness & Prevention Program
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $7,563,166
Financing: 6,351,113
Net County Cost: 1,212,053
Funding Sources:
Local 5.2% $394,378
Federal 71.8% 5,432,859
State 7.0% 523,876
General Fund 16.0% 1,212,053
FTE: 62.0
Health Services
Health and Human Services
244 County of Contra Costa FY 2014-2015 Recommended Budget
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: $320,000
Financing: 0
Net County Cost: 320,000
Funding Sources:
General Fund 100.0% $320,000
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 245
Environmental Health
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 13,492,216 15,440,772 16,355,182 16,355,182 0
Services and Supplies 2,847,821 4,211,468 3,520,697 3,520,697 0
Other Charges 99 0 0 0 0
Fixed Assets 27,317 44,068 44,068 44,068 0
Expenditure Transfers (2,513,824) 130,938 151,543 151,543 0
TOTAL EXPENDITURES 13,853,628 19,827,246 20,071,490 20,071,490 0
REVENUE
Other Local Revenue 13,819,485 18,847,028 19,956,231 19,956,231 0
State Assistance 182,309 400,000 225,000 225,000 0
GROSS REVENUE 14,001,794 19,247,028 20,181,231 20,181,231 0
NET COUNTY COST (NCC) (148,166) 580,218 (109,741) (109,741) 0
Allocated Positions (FTE) 92 95 94 94 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 82% 78% 82% 82%
% Change in Total Exp 43% 1% 0%
% Change in Total Rev 37% 5% 0%
% Change in NCC (492%) (119%) 0%
COMPENSATION INFORMATION
Permanent Salaries 7,480,363 8,424,188 8,718,651 8,718,651 0
Temporary Salaries 102,245 163,200 163,200 163,200 0
Permanent Overtime 136,865 370,653 370,653 370,653 0
Deferred Comp 10,131 11,786 11,786 11,786 0
Comp & SDI Recoveries 0 (15,428) (15,428) (15,428) 0
FICA/Medicare 426,764 560,953 580,780 580,780 0
Ret Exp-Pre 97 Retirees 43,524 47,317 47,317 47,317 0
Retirement Expense 3,665,220 4,085,731 4,694,994 4,694,994 0
Employee Group Insurance 949,277 1,086,720 1,037,519 1,037,519 0
Retiree Health Insurance 357,389 364,356 395,657 395,657 0
OPEB Pre-Pay 100,235 100,235 100,235 100,235 0
Unemployment Insurance 29,529 34,130 27,758 27,758 0
Workers Comp Insurance 190,672 206,931 222,060 222,060 0
Health Services
Health and Human Services
246 County of Contra Costa FY 2014-2015 Recommended Budget
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
2014-2015 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: This pro-
gram 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 con-
sultation to over 1,648 hazardous waste
generators for compliance with federal and
state laws and regulations. Inspection ac-
tivities assure a safe environment for Contra
Costa workers and residents.
c. Hazardous Materials AB 2185 Program:
Performs review and dissemination of haz-
ardous materials management plans and
hazardous materials inventories from
approximately 2,357 businesses, and
inspection of businesses to ensure their
compliance with their hazardous materials
management plans and state and federal
laws and regulations. The hazardous
materials business plan information is made
available to all of the fire departments and
districts in Contra Costa County via the
County’s GIS maps.
d. Underground Tanks Program: Performs
inspection and permitting of approximately
1,051 underground tanks at 398 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 302 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 the 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 334 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: $9,173,354
Financing: 9,223,690
Net County Cost: (50,336)
Funding Sources:
Local Fees 100.0% $9,223,690
FTE: 36.0
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 247
2. Environmental Health
Description:
a. 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 including inspection of 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.
g. Body Art Program: Performs registration
of body artists, permitting including plan
check and inspection of tattoo, body piercing
and other body art establishments, and
inspecting and permitting of temporary body
art events.
h. Small Water System Program: Performs
plan review, inspecting and permitting of
county, state and federally defined small
water systems.
Environmental Health Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $10,854,068
Financing: 10,913,473
Net County Cost: (59,405)
Funding Sources:
State 2.1% $225,000
Local Fees 97.9% 10,688,473
FTE: 58.0
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 100.0% $44,068
Health Services
Health and Human Services
248 County of Contra Costa FY 2014-2015 Recommended Budget
Detention Facility Programs
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 12,395,041 13,642,152 14,961,814 13,905,042 (1,056,772)
Services and Supplies 10,027,985 9,844,310 10,770,068 10,770,068 0
Other Charges 256 0 0 0 0
Expenditure Transfers (1,775,210) (1,846,155) (1,950,131) (1,950,131) 0
TOTAL EXPENDITURES 20,648,072 21,640,307 23,781,751 22,724,979 (1,056,772)
REVENUE
Other Local Revenue 859 236 1,092,115 1,092,115 0
State Assistance 67,627 62,300 55,093 55,093 0
GROSS REVENUE 68,486 62,536 1,147,208 1,147,208 0
NET COUNTY COST (NCC) 20,579,586 21,577,771 22,634,543 21,577,771 (1,056,772)
Allocated Positions (FTE)A 82 82 90 90 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 55% 58% 58% 56%
% Change in Total Exp 5% 10% (4%)
% Change in Total Rev (9%) 1734% 0%
% Change in NCC 5% 5% (5%)
COMPENSATION INFORMATION
Permanent Salaries 6,349,733 7,346,606 8,049,060 6,029,884 (2,019,176)
Temporary Salaries 990,625 169,718 28,222 990,626 962,404
Permanent Overtime 367,037 486,324 400,070 400,070 0
Deferred Comp 6,510 5,760 8,240 8,240 0
Perm Physicians Salaries 292,640 285,240 307,866 307,866 0
Perm Phys Addnl Duty Pay 2,005 2,400 0 0 0
Comp & SDI Recoveries (906) (26,007) (4,513) (4,513) 0
FICA/Medicare 566,351 663,782 731,971 731,971 0
Ret Exp-Pre 97 Retirees 32,114 33,300 15,377 15,377 0
Retirement Expense 2,404,418 2,939,403 3,624,953 3,624,953 0
Employee Group Insurance 962,826 1,310,965 1,328,826 1,328,826 0
Retiree Health Insurance 158,610 147,252 171,248 171,248 0
OPEB Pre-Pay 34,880 34,880 34,880 34,880 0
Unemployment Insurance 30,548 34,235 29,529 29,529 0
Workers Comp Insurance 197,650 208,294 236,085 236,085 0
A. Does not include temporary or registry employees.
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 249
Description: To provide medical and mental
health services to inmates of the county adult
and juvenile detention facilities.
Workload Indicators: The recommended FY
2014-2015 budget is based on an average
detention facilities census of 1,607 inmates.
Impact: The recommended budget is
$1,056,772 below the amount needed to
maintain existing service levels. Increased cost
related to pension, salary cost of living
adjustments, and employee step increases are
the major elements contributing to the variance.
To balance the budget, the Division will adjust
staffing levels through attrition, overtime
reductions, and reduced use of temporary
employees. Additionally, the budgeted revenue
estimates will be validated once the State and
Federal budgets have been adopted. In the
event these efforts are insufficient to narrow or
eliminate the funding gap, recommendations will
be made to the Board by October regarding the
need for mid-year program reductions.
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: $1,950,131
Financing: 55,093
Net County Cost: 1,895,038
Funding Sources:
State 2.8% 55,093
General Fund 97.2% 1,895,038
FTE: 14.6
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. Due to the overcrowding in
State prisons, AB109 funding was made
available to Counties to offset medical services
provided to detained individuals.
Detention Facility Medical Services
Summary
Service: Mandatory
Level of Service: Discretionary
Expenditure: $20,774,848
Financing: 1,092,115
Net County Cost: 19,682,733
Funding Sources:
Federal 5.3% $1,092,115
General Fund 94.7% 19,682,733
FTE: 66.4
Health Services
Health and Human Services
250 County of Contra Costa FY 2014-2015 Recommended Budget
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: $1,371,497
Net County Cost: 0
Funding Sources:
Expenditure Transfer 100.0% $1,371,497
(Probation)
FTE: 9.0
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: 578,634
Net County Cost: 0
Funding Sources:
Expenditure Transfer 100.0% $578,634
(Probation)
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 251
Conservatorship/Guardianship
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 2,086,798 2,467,412 2,410,542 2,365,706 (44,836)
Services and Supplies 758,104 716,278 790,182 784,547 (5,635)
Expenditure Transfers 15,233 13,450 13,705 13,705 0
TOTAL EXPENDITURES 2,860,136 3,197,140 3,214,429 3,163,958 (50,471)
REVENUE
Other Local Revenue 112,257 92,814 139,492 139,492 0
State Assistance 261,367 344,227 264,367 264,367 0
GROSS REVENUE 373,624 437,041 403,859 403,859 0
NET COUNTY COST (NCC) 2,486,512 2,760,099 2,810,570 2,760,099 (50,471)
Allocated Positions (FTE) 19 21 19 19 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 73% 78% 75% 75%
% Change in Total Exp 12% 1% (2%)
% Change in Total Rev 17% (8%) 0%
% Change in NCC 11% 2% (2%)
COMPENSATION INFORMATION
Permanent Salaries 1,064,675 1,286,289 1,256,256 1,256,256 0
Temporary Salaries 153,340 120,396 120,396 75,560 (44,836)
Permanent Overtime 1,953 8,700 8,700 8,700 0
Deferred Comp 2,757 3,060 3,060 3,060 0
Comp & SDI Recoveries 0 (6,140) (6,140) (6,140) 0
FICA/Medicare 91,088 98,405 96,058 96,058 0
Ret Exp-Pre 97 Retirees 4,825 5,964 5,964 5,964 0
Retirement Expense 380,454 493,344 505,830 505,830 0
Employee Group Insurance 172,143 240,902 202,634 202,634 0
Retiree Health Insurance 123,244 126,288 126,288 126,288 0
OPEB Pre-Pay 57,472 57,472 57,572 57,572 0
Unemployment Insurance 4,684 4,890 3,747 3,747 0
Workers Comp Insurance 30,163 27,842 30,177 30,177 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
Conservatorship related fees on behalf of other
county departments.
Health Services
Health and Human Services
252 County of Contra Costa FY 2014-2015 Recommended Budget
Workload Indicators: The recommended FY
2014-2015 budget is based on an average
caseload of 830 clients per month.
Impact: The recommended budget is $50,471
below the amount needed to maintain existing
service levels. Increased cost related to
pension, salary cost of living adjustments, and
employee step increases are the major elements
contributing to the variance. To balance the
budget, the Division will adjust staffing levels
through attrition, overtime reductions, and
reduced use of temporary employees.
Additionally, the budgeted revenue estimates
will be validated once the State and Federal
budgets have been adopted. In the event these
efforts are insufficient to narrow or eliminate the
funding gap, recommendations will be made to
the Board by October regarding the need for
mid-year program reductions.
Conservatorship/Guardianship Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $3,163,958
Financing: 403,859
Net County Cost: 2,760,099
Funding Sources:
Local 4.4% $139,317
State 8.4% 264,542
General Fund 87.2% 2,760,099
FTE: 19.0
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 253
California Children's Services
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 6,603,486 7,611,587 8,259,050 8,259,050 0
Services and Supplies 1,160,758 1,411,773 1,597,018 1,284,231 (312,787)
Other Charges 600 0 600 600 0
TOTAL EXPENDITURES 7,764,845 9,023,360 9,856,668 9,543,881 (312,787)
REVENUE
Other Local Revenue 452,223 453,700 298,450 298,450 0
State Assistance 5,951,796 6,022,049 6,697,820 6,697,820 0
GROSS REVENUE 6,404,019 6,475,749 6,996,270 6,996,270 0
NET COUNTY COST (NCC) 1,360,825 2,547,611 2,860,398 2,547,611 (312,787)
Allocated Positions (FTE) 52 56 57 57 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 85% 84% 84% 87%
% Change in Total Exp 16% 9% (3%)
% Change in Total Rev 1% 8% 0%
% Change in NCC 87% 12% (11%)
COMPENSATION INFORMATION
Permanent Salaries 3,668,289 4,133,167 4,375,886 4,375,886 0
Temporary Salaries 65,779 93,087 143,270 143,270 0
Permanent Overtime 4,726 4,077 5,413 5,413 0
Deferred Comp 13,165 13,080 15,900 15,900 0
Perm Physicians Salaries 134,032 129,096 224,805 224,805 0
Comp & SDI Recoveries (7,233) (12,519) (8,400) (8,400) 0
FICA/Medicare 280,657 317,985 350,250 350,250 0
Ret Exp-Pre 97 Retirees 17,666 18,387 18,900 18,900 0
Retirement Expense 1,364,070 1,660,268 1,859,750 1,859,750 0
Employee Group Insurance 563,126 747,608 736,018 736,018 0
Retiree Health Insurance 265,850 268,584 286,620 286,620 0
OPEB Pre-Pay 122,880 122,880 122,880 122,880 0
Unemployment Insurance 14,810 16,387 17,588 17,588 0
Workers Comp Insurance 95,670 99,500 110,170 110,170 0
Description: The California Children’s Services
(CCS) Program arranges, directs, authorizes
and pays for medical care, equipment and
rehabilitation for children and young adults
under 21 years of age with CCS eligible
conditions whose families are unable to pay for
all or part of their care. CCS currently provides
case management and occupational and
physical therapy for 3,900 Contra Costa children
and youth with serious medically handicapping
Health Services
Health and Human Services
254 County of Contra Costa FY 2014-2015 Recommended Budget
conditions. Eighteen percent (18%) of these
clients are covered by “Straight CCS”, eleven
percent (11%) by Medi-Cal TLICP, and seventy
one percent (71%) by Medi-Cal Title XIX. Case
management staff help assure clients receive
the appropriate pediatric specialty care. In
collaboration with community physicians,
Medical Therapy Program staff provide direct
rehabilitation services at 5 public school sites in
Contra Costa County.
Workload Indicators: The recommended
budget for FY 2013-2014 is based on a monthly
average of 3,900 active cases, 850 of whom are
in the MTU, and 140 new applicants each
month.
Impact: The recommended budget is $312,787
below the amount needed to maintain existing
service levels. Increased cost related to
pension, salary cost of living adjustments, and
employee step increases are the major elements
contributing to the variance. To balance the
budget, the Division will adjust staffing levels
through attrition, overtime reductions, and
reduced use of temporary employees.
Additionally, the budgeted revenue estimates
will be validated once the State and Federal
budgets have been adopted. In the event these
efforts are insufficient to narrow or eliminate the
funding gap, recommendations will be made to
the Board by October regarding the need for
mid-year program reductions.
CCS Program Services Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $9,543,881
Financing: 6,996,270
Net County Cost: 2,547,611
Funding Sources:
Local 3.1% $298,450
State 70.2% 6,697,820
General Fund 26.7% 2,547,611
FTE: 57.0
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 255
Emergency Medical Services (SB12)
Emergency Medical
Services Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 2,043,620 2,421,877 2,143,328 2,143,328 0
TOTAL EXPENDITURES 2,043,620 2,421,877 2,143,328 2,143,328 0
REVENUE
Other Local Revenue 2,137,378 2,143,328 2,143,328 2,143,328 0
GROSS REVENUE 2,137,378 2,143,328 2,143,328 2,143,328 0
NET FUND COST (NFC) (93,758) 278,549 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 19% (12%) 0%
% Change in Total Rev 0% 0% 0%
% Change in NFC (397%) (100%) 0%
Description: The Emergency Medical Services
fund also known as SB12 or “Maddy Emergency
Medical Services Fund” is used to reimburse
physicians and hospitals for a percentage of the
losses they incur in providing uncompensated
emergency services. The fund is financed from
court imposed motor vehicle fines assessed for
moving violations. The fund is due to sunset on
January 1, 2017 unless extended by the state
legislation.
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 100.0% $205,169
Health Services
Health and Human Services
256 County of Contra Costa FY 2014-2015 Recommended Budget
2. Emergency Medical Services
Description: Reimbursement for the County
operated Emergency Medical Services Program.
Emergency Medical Services Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $313,956
Financing: 313,956
Net Fund Cost: 0
Funding Sources:
Court Fines 100.0% $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 100.0% $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 100.0% $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 100.0% $91,358
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 257
Ambulance Service Area
(Administered by CCHS; contained in Special District Budget)
Ambulance Service Area
EMA (Zones A and B)
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 853,815 962,960 1,280,605 1,280,605 0
Services and Supplies 1,578,426 5,731,931 2,532,589 2,532,589 0
Other Charges 2,761,556 2,577,400 2,325,990 2,325,990 0
Fixed Assets 10,915 200,000 50,000 50,000 0
Expenditure Transfers 0 385,000 456,000 456,000 0
TOTAL EXPENDITURES 5,204,712 9,857,291 6,645,184 6,645,184 0
REVENUE
Other Local Revenue 4,716,387 6,835,251 6,645,184 6,645,184 0
GROSS REVENUE 4,716,387 6,835,251 6,645,184 6,645,184 0
NET FUND COST (NFC) 488,326 3,022,040 0 0 0
Allocated Positions (FTE) 5 7 8 8 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 16% 10% 21% 21%
% Change in Total Exp 89% (33%) 0%
% Change in Total Rev 45% (3%) 0%
% Change in NFC 519% (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 526,029 615,660 794,847 794,847 0
Deferred Comp 7,500 7,300 8,653 8,653 0
FICA/Medicare 39,492 45,000 100,898 100,898 0
Ret Exp-Pre 97 Retirees 2,311 2,500 3,075 3,075 0
Retirement Expense 185,745 180,000 248,850 248,850 0
Employee Group Insurance 77,705 95,000 104,188 104,188 0
Unemployment Insurance 2,041 2,500 2,717 2,717 0
Workers Comp Insurance 12,993 15,000 17,377 17,377 0
Description: Reduces deaths and
complications resulting from medical
emergencies in Contra Costa by making and
continuing improvements in the Emergency
Medical Services (EMS) System. Includes
support for emergency medical dispatch,
expanded first responder and paramedic
service; EMS disaster and mass casualty
communications; pre-hospital electronic records,
EMS-Hospital health information exchange,
Public Access Defibrillation; specified positions
in the Health Services EMS Division to support
EMS System coordination, provide
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
258 County of Contra Costa FY 2014-2015 Recommended Budget
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; Cardiac Arrest, 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: $226,022
Financing: 226,022
Net Fund Cost: 0
Funding Sources:
Measure H 100.0% $226,022
2. Zone B
Description: Includes support for expanded
first responder and paramedic service; EMS
communications; Public Access Defibrillation;
specified positions in the Health Services EMS
Division to provide program coordination,
training, and medical oversight; Cardiac Arrest,
STEMI, Stroke EMS for Children and Trauma
Programs, 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: $6,419,162
Financing: 6,419,162
Net Fund Cost: 0
Funding Sources:
Measure H 100.0% $6,419,162
FTE: 8.0
CAO Recommendation
The FY 2014-15 Recommended Budget funds
expenditures at $20.1 million below the baseline
level. The County General Fund appropriation
has been reduced by $20.1 million from the
Baseline funding request and $674,449 less that
the current year (FY 2013-14).
The Health Services Department budget is
based on what is currently known regarding
federal and State revenue that will be available
in the next fiscal year. The assumptions
regarding State revenues are based on the
2014-15 fiscal Governor’s Budget and may
change as the California State Legislature
considers the Governor’s recommendations.
The Department plans to return to the Board of
Supervisors in the fall with recommended
budget adjustments should funding from either
the State or the federal government significantly
change.
The FY 2014-15 Recommended Budget for all
programs and funding sources in the Health
Services Department totals $1.217 billion
dollars. Of this amount, $84,500,000 or 6.9% is
County General Fund, including a $26.7 million
contribution to the Hospital and Clinics and $3.7
million to the Contra Costa Health Plan. The
balance of $1.132 billion or 93.1% in program
costs is funded through outside revenue.
The 2014-15 FY Recommended Budget
maintains the General Fund support for the
Department at the 2013-14 level. Current
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 259
service levels may be impacted depending upon
final budget actions at the State and Federal
level.
Performance Measurement
Hospital and Ambulatory Care Centers:
Goal: Continue to improve performance on
national and state quality and safety measures.
Further development of the Safety and
Performance Improvement (S&PI) Program to
meet and exceed all regulatory and accreditation
requirements as outlined in the Delivery System
Reform Incentive Plan (DSRIP).
Outcome: Performance improvement goals and
key milestones were met as a condition of the
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.
CCRMC embedded physician leadership in the
Safety and Performance Improvement Program
by creating a Medical Director for Quality,
created outcomes for Whole System Measures,
pursued Ambulatory Care Redesign to address
multiple issues, including Ambulatory Care
Sensitive Conditions, and improved access to
care.
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: Engaged the Institute for Healthcare
Improvement to provide guidance in Ambulatory
Care Redesign, formed team in five sites
dedicated to redesign, met once a week to test
hypothesis, discuss outcomes and get feedback,
and achieved two face-to-face sessions with the
IHI faculty to discuss measurement strategies,
improvement, and set goals; identified
Ambulatory Care Sensitive Conditions in order
to measure and strategize ways to capture data
and address in an organized and timely manner.
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 the Patient Centered Health
Home Model that provides medical care in
teams centered on patient’s needs. PCHH uses
tested and evaluated methodology to improve
access to care. This includes pilots to measure
the efficacy of physician telephone
consultations, protocol driven nursing care, and
group appointments. LVN Health Home
Coordinators were hired to assist in the
development of the Health Home teams and
address patient issues in a proactive manner.
CCRMC and Health Centers engaged the
Institute for Healthcare Improvement to assist in
redesigning Ambulatory Care at five sites:
Center for Health in North Richmond, West
County Health Center, Martinez Health Center,
Pittsburg Health Center, and Concord Health
Center. Health Home Coordinators addressed
expanded access through appropriate panel
review, and access to a Behaviorist was
expanded to a total of four clinics (Center for
Health in North Richmond, West County Health
Center, Martinez and Concord Health Center 2).
Use of the SBIRT screening tool was also
expanded to the above four clinics.
Goal: Continue EPIC/ccLink 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. In 2013,
Information Technology staff continued to work
on expanded implementation, training, and
report development.
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.
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260 County of Contra Costa FY 2014-2015 Recommended Budget
Outcome: The majority of the DSRIP
milestones were met. Only one milestone was
delayed – Category 5 which addressed HIV
treatment. Category 5 was added for one year
to bridge gaps in care for patients with HIV when
federal Ryan White funds were discontinued.
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 in the hospital and selected health
centers that increase quality and improve
patient safety.
Contra Costa Health Plan (CCHP):
Goal: Train Regional Medical Center patient
relations staff on using ccLink module to track
patient grievances which should assist in
problem trending.
Outcome: Contra Costa Regional Medical
Center (CCRMC) has decided on different
software for grievances and will not be using
ccLink.
Goal: Complete the Request For Proposal
(RFP) “California Health Benefit Exchange
2012-2013 Initial Qualified Health Plan (QHP)
Solicitation to Health Issuers” so CCHP can
compete in Covered California Exchange in
2014.
Outcome: CCHP successfully completed the
Covered California solicitation process and is
currently a Qualified Health Plan.
Goal: Advice Nurse Goal: To meet Utilization
Review Accreditation Commission (URAC)
abandonment rate of 5% in the Advice Nurse
unit by the end of December 2013. Pass three
years URAC audit for accreditation of Advice
Nurse unit.
Outcome: Although we did not meet our goal for
an abandonment rate of 5% for the year, it
decreased from an average of 14% in 2012 to
an average of 7.8% in 2013. The July through
September 2013 average was 6%, and in
October through December 2013, we met our
abandonment rate goal of 5%.
Goal: Fill all vacant Registered Nurse (RN)
positions in the Advice Nurse unit 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 specialty clinic referral and test results
available to the provider during the clinic visit.
TTC will also increase patient satisfaction by
avoiding call backs the following day for an
appointment.
Outcome: The Advice Nurse Supervisor
position was filled on a temporary basis. The
position has been posted and we will start
interviewing soon. We hired two additional
permanent Advice Nurses and four per diem
Advice Nurses in 2013.
The new TTC in the CCHP Advice Nurse unit
has expanded to seven days a week with two
providers in the morning session and two
providers in the afternoon session. TCC
providers take care of about 60 patients per day
with 75% of their needs met by TCC consult.
A survey of patients who have used the TCC
system shows over a 95% satisfaction rate.
Goal: 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 (PCP). 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
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 261
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.
Outcome: A hospital transitions nurse was hired
in January 2013. Between January and
December 2013, the hospital transitions nurse
assisted 329 CCHP clients who were admitted
to community hospitals, and coordinated follow
up care within the CCRMC hospital/clinic system
in a timely manner.
Goal: CCHP will launch a new Disease
Management Program to coordinate care and
provider services, including self-management
support, for members with pediatric obesity or
adult diabetes. We expect this to improve those
members’ health and to increase our Healthcare
Effectiveness Data and Information Set (HEDIS)
diabetes scores. Such a program is also a
requirement for the National Committee for
Quality Assurance accreditation (NCQA).
Outcome: The Disease Management Program
is in place and is currently serving over 4,000
members. A satisfaction survey indicated that
members have a high level of satisfaction with
the program and find it valuable. NCQA found
no deficits in the program when they scored it for
accreditation.
Goal: 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.
Outcome: Analysis of satisfaction and complaint
data was completed, and a root cause analysis
was performed on the highest priority topic.
Staff is preparing a plan to improve member
satisfaction.
Goal: NCQA accreditation preparation will
continue and CCHP will apply for NCQA
accreditation. 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.
Outcome: NCQA accreditation is anticipated in
March 2014. This is a requirement for
participation in the Covered California exchange.
Goal: CCHP will successfully apply for the
Covered California Health Care Reform
Insurance Exchange to allow continuity of care
for many patients at less than the 200% Federal
Poverty Level (FPL). This will provide flexibility
and coverage for many current patients under
Health Care Reform in 2014.
Outcome: CCHP was successful in applying
and becoming one of the 11 Qualified Health
Plans offered through the Covered California
Exchange. CCHP also was able to certify all
marketing and outreach staff through testing and
examination as Certified Plan Based Enrollers.
CCHP marketing and member services staff
contacted all former BHC/HCCI patients by
phone and set appointments for over 375
patients to meet with CCHP marketing staff.
Staff was able to assist with applications for
Covered California products. Additionally CCHP
did a preliminary Medi-Cal screening to all
former BHC/HCCI patients contacted over the
phone and referred those patients to Medi-Cal to
apply. Through February 2014, more than 500
individuals have enrolled with CCHP under the
Covered California Exchange.
Mental Health:
Goal: 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.
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262 County of Contra Costa FY 2014-2015 Recommended Budget
Outcome:
• CWAT uses the CALOCUS as part of level
of care decisions, including a specific cutoff
for FSP program enrollment
• FSP programs are provided a matrix to help
decide future care as well as to map FSP
(high) level of care with corresponding
CA/LOCUS scores.
• CALOCUS were used in Quality of Care
reviews as criteria for undergoing more
thorough reviews – match between service
type, intensity, and treatment plan with Level
of Care scores was considered.
• We perform ongoing analysis on correlating
service intensity to CA/LOCUS scores
(based on hours of service, cost of services,
and Level of Care composite score).
• CA/LOCUS scores may be used as part of
the level of care decision during the Level
One Utilization Review process.
• CA/LOCUS scores is being considered as a
tool for determining acuity level for referrals
from CCHP for the mental health benefit
required for ACA in 2014.
Goal: 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.
Outcome:
• The integration/co-location of Homeless and
AOD services at the Adult West County
Mental Health clinic was scheduled to start
early January 2014.
• Preliminary planning on an Integrated
Cultural Competence Plan.
• Reducing Health Disparities Workgroup
• A fully operating and integrated
Communications Team produced four
Behavioral Health newsletters, developed an
integrated BH brochure, and a Behavioral
Health staff recognition program
• Several grants were written and
implemented in 2013 that involved
Homeless, MH and AOD staff/programming
including: Second Chance, Forensic Team,
and Juvenile Behavioral Health
Collaborative, AB-109.
• Each of the three Advisory bodies (Mental
Health, AOD, and Homeless) appointed a
formal liaison to collaborate with
supervisor's appointed bodies that can later
provide recommendations, collaborate and
network. The three board and commissions
have appointed a regular and official
representative to the BH Integration Steering
committee.
• Executive level participation in BH/Primary
care monthly meetings
• Housing and Homeless Services –
Administration and program oversight of
MHSA-funded master-leased permanent
supportive housing units currently under MH
were moved to the Homeless Program.
• MH placed a MH Clinical Specialist within
Homeless Programs to provide housing
case management services to persons in
MHSA permanent supportive housing
• The Supportive Housing Program Manager
began to provide primary staff support and
content expertise to the CPAW Housing
sub-committee meetings.
• Adding a Patient Financial Services
Specialist to the MH Benefits Unit
• Homeless will add a .5FTE to provide
shelter referrals, housing assistance, and
housing ready workshops for consumers.
• Placement of a mental health staff at
Discovery House to provide intensive
services to individuals with co-occurring
disorders. Clients also receive services
through the Forensic Team members who
assist with case management, medication
management, and crisis intervention.
• Under the leadership of a core group of BH
community advocates, BH staff assisted with
the implementation of two Living Room
Conversations (LRC). BH staff facilitated the
process for consumer recruitment, outreach,
logistics, planning, and overall support. The
LRC as indicated on SAMSHA's website are
intended to create a space for individuals to
share ideas, opinions, and feedback about
issues that they care most about. In this
case, the LRC were designed to provide
input to the Integration process based on the
participant's own experience from previous
utilization.
Goal: Improving Access to Outpatient
Services. Evaluate current efforts to improve
access to outpatient services for Psychiatric
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 263
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.
Outcome: Currently, there are several major
initiatives underway to improve access to
outpatient services for PES and Inpatient clients
to facilitate step down to outpatient services.
• For Children’s Services, the County-Wide
Assessment Team (CWAT) has been
developed as a connecting point for youth
who have received services at PES. The
CWAT team conducts an initial evaluation
and refers clients to the most appropriate
level of care. Frequently, clients are
referred to the Full Service Partnership
program given they are recent discharges
from PES and in need of a high level of
service. Clients who are already engaged in
the system of care are referred back to their
therapist. Children and youth who were
admitted to a contracting hospital are
referred to the Hospital and Residential
program liaison for step down into outpatient
care.
• On the adult side, the county clinics have
been adding resources to facilitate the
transition from higher levels of care at PES
and at Inpatient to outpatient care. The
clinics have added Rapid Access clinicians
who are available for intakes with short (e.g.,
one day) wait times to accommodate the
needs of clients.
• Two new facilities are scheduled to open in
the first half of 2014 to either prevent PES
and/or inpatient visits or offer step down
options. The Crisis Residential Facility is
scheduled to open in first quarter of 2014,
and the Assessment and Recovery Center is
scheduled to open in the second quarter of
2014.
Goal: 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.
Outcome: Wait times for psychiatric staff have
significantly decreased over the last year.
Several reasons might account for this, but chief
among them is the addition of more psychiatric
staff. Also, some process improvements have
occurred, including reminder calls to reduce the
no-show rates. In addition, since there is less
lag time before clients are seen by a
psychiatrist, the number of no shows has
decreased as the two are inversely related.
During 2014, with the addition of the
Assessment and Recovery Center (ARC), the
need for urgent psychiatric services at the clinics
should dissipate some, which will allow for more
availability for routine appointments. In addition,
CCMHP is working closely in concert with the
Federally Qualified Health Centers (FQHCs) to
transition consumers who are stable and are
appropriate for the primary health system, a
process which should free up some time for the
psychiatrists working within the specialty mental
health system.
Goal: System of Care Access. Improve ability
of the Access Line to meet community need as a
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.
Outcome: The Access Line continues to be
short-staffed and in need of better technology to
fulfill its needs. New demands through
expanded Medi-Cal enrollment and through
partnership with the Contra Costa Health Plan
(CCHP) have only exacerbated the problem.
What is needed is more staff and technological
resources. While CCMHP is still uncertain about
the future direction of a new IT system, there
has been some progress in working with the
Epic system used by CCRMC, the ambulatory
care clinics, and the Health Plan (CCHP). A
new referral system is being set up that will
utilize the Epic work queue for primary care
referrals to the CCMHP – at the Mental Health
Access Line and the county clinics. Currently,
these referrals are done via fax, but the new
work flow will be using the Epic system and will
facilitate the sharing of clinical information
between primary health and mental health.
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264 County of Contra Costa FY 2014-2015 Recommended Budget
Access to services is still achieved via three
separate access line numbers. However, this
year the work flow for accessing the separate
components of Behavioral Health will be
assessed using the Lean Management
technique with the input from Rona Consulting
group. This process is staged for early spring,
2014. The end game in this process is two-fold:
one goal is to improve the efficiency of the
existing access lines, and the second goal is to
combine the access point into a single phone
call.
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
as shopping and banking. A Transportation
Committee developed a wide set of
recommendations to support improved
transportation options for mental health
consumers. To the degree funding is available,
the recommendations of the Transportation
Committee will be implemented.
Outcome: Due to a lack of staff resources (e.g.,
hiring of driver positions) and delays in funding
for some of the initiatives (e.g., vehicles)
recommended by the Transportation Committee,
most of the work has been put on hold. The
Office for Consumer Empowerment (OCE) is
adding more staff resources and more
Community Support Workers are being added to
the clinic settings, which will make some of the
recommendations feasible. The plan is to tackle
some of the more achievable objectives in 2014
and when resources are more available, tackle
the more resource intensive objectives.
Goal: 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.
Outcome: The Contra Costa Mental Health
Plan (CCMHP) has been seeing a relatively high
percentage of the expanded Medi-Cal
population and non-insured clients through the
LIHP program. To date, these clients have been
seen at the county clinics. However, with ACA,
the clinical setting will likely change dramatically.
The majority of the consumers under LIHP are
part of the Medi-Cal expansion group. Since
these clients are under Medi-Cal, they will be
able to receive services through the fee-for-
service network. Furthermore, CCMHP is
working out an MOU with the Contra Costa
Health Plan to provide the mental health
services for Medi-Cal beneficiaries who are
assigned to CCHP and are in need of mental
health services. CCHP is required to provide
this benefit to lower acuity cases. The Mental
Health Plan has been providing services for a
good portion of these clients, but this new
benefit under ACA changes the payment
structure and formalizes the relationship
between CCHP and CCMHP.
The CCMHP is responding by engaging in the
MOU with CCHP. Furthermore, because of
capacity issues on the network, CCMHP is
proposing a rate increase for network providers.
Goal: Training. Continue to provide training
opportunities to Behavioral Health staff,
community based organizations, consumers and
family members. Training plans for 2013
included a co-occurring training program, Mental
Health First Aid, CBT for Depression, Forensics,
Motivational Interviewing, Law and Ethics and
various culture-specific trainings.
Outcome:
• Offered 67 Training Opportunities (Internal &
External)
• Annual HIPAA & ‘Cultural Diversity’ training
implementation through Essential Learning
for Behavioral Health staff
• CANS Training & Certification for Children’s
Staff Countywide
• 5150 Training to certify all licensed County
staff
• DBT & CBT Training & Consultation for staff
• Health Care Interpretation Network (Video
Interpretation) Re-training in Clinics
• Computer trainings with staff in preparation
for electronic medical record system
programs
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County of Contra Costa FY 2014-2015 Recommended Budget 265
• Supported 21 graduate students through the
County Intern Program
• Since 2010, 11 interns have been hired as
County Staff
• Supported 51 graduate interns in five
County CBOs through the CBO Internship
Program
• Served 125 high school students through
the Mental Health Curriculum
• Implementation of Family Psycho-Education
Program for Spanish-speaking families with
NAMI
• Identified internal subject matter experts
• Renewal of MSSA 17 as a Professional
Shortage Designated Area, which includes
the city of Brentwood in the eastern region
of the county
• In 2013, CCBH’s goal was to have 95
percent of staff participate in at least one
cultural competence training for the year. In
preparation for 2013’s training requirement,
CCMHP administered the first cultural
competency training online, entitled Cultural
Diversity, coupled with the annual HIPAA
training requirement. About 76% (457/600)
of staff enrolled completed the Cultural
Diversity course. Administration will notify
program managers to follow up with those
staff who have not yet completed the
training to ensure compliance with the
training requirement. In subsequent years,
staff will be required to complete at least one
cultural competency training per calendar
year.
Goal: Evidence-based programs. Increase
fidelity to evidence-based programs through the
use of specific staff in each region of the 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.
Outcome:
• First Hope began serving youth using the
PIER Model (for youth experiencing first
psychotic break) in January 2013 and has
treated over 100 clients since the program
started.
• The children’s full-service partnership
program gained two evidence based
practices this year: Multi-Dimensional Family
Therapy (MDFT) and Multisystematic
Therapy (MST). A total of 50 youth enrolled
in these two programs during 2013.
• Trauma Focused Cognitive-Behavioral
Therapy was added to the East County
Children’s system of care during 2013.
Enrollment figures are not yet available for
this new program.
• Dialectical Behavior Therapy was added to
both the Central and West County Children’s
system of care during 2013. Enrollment
figures are not yet available for these two
new programs.
• Combined with Wraparound Services
offered in all three regions of the County,
327 children were enrolled in an evidence
based program during some part of 2013.
We anticipate a larger enrollment as the new
programs begin accepting more clients.
Goal: Information System. Contract for and
implement an Electronic Medical Record (EMR)
in Behavioral Health.
Outcome:
• We are in very detailed contract negotiations
with Netsmart. County is wavering on
whether to have Netsmart host the data or
whether the county should. Thus far, the
contract is written for the county to host the
data. This assumption changes the contract
in many respects, so a significant re-write
will be required if Netsmart hosts the data.
The change is due to the initial heavy capital
expense of buying servers, configuration
costs, disaster recovery set up, etc.
combined with uncertainty over the longevity
of Short-Doyle (per minute) billing and the
possibility that at some point over the next
few years the Epic system will be able to
model documentation and billing for
Specialty Mental Health. There is the
recognition, however, that Behavioral Health
needs a new EMR for billing and
documentation purposes.
• Project Manager has been hired – mostly
pre-occupied with understanding the
business needs of CCC BH, developing a
staff resource model, and actively engaged
in the contract negotiation process.
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266 County of Contra Costa FY 2014-2015 Recommended Budget
• Staff who are on the project team have
moved to new project space at 1220
Morello.
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 service 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: 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.
2. 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.
3. 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.
Outcome: One major challenge has inhibited a
thorough assessment of our workforce’s
capacity and capability: the absence of any
comprehensive assessment to measure the
workforce’s professional capacity. Nonetheless,
various data sources do give some insight into
the size, composition and professional
capacities of the County and contracted
workforce. Available data indicates that the
Substance Use Disorder (SUD) workforce is
lacking in both quantity and quality; it is
undersized, under educated and lacks critical
skills for implementing evidence-based SUD
services in specialty care and for providing
behavioral health services in primary care settings.
The specialty SUD workforce under the ACA will
need to have an adequate understanding of a
basic minimum of professional knowledge, skills,
and attitudes needed to provide SUD treatment;
recently developed evidence-based practices for
SUD treatment; and how to provide appropriate
recovery support services. In order to achieve this,
the Department must take steps to improve the
recruitment and retention of qualified and skilled
providers in the SUD workforce.
In the integrated behavioral health workforce, SUD
providers will need to adapt to working in new
clinical roles and develop a new set of clinical and
professional competencies. These individuals will
need considerable knowledge and skills about
working within medical settings and working as part
of a comprehensive healthcare team, and they will
need a solid foundation in addressing a wide range
of mental health and other behavioral health
conditions.
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.
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County of Contra Costa FY 2014-2015 Recommended Budget 267
Outcome: The objectives of this goal were
deferred due to other priorities; mainly those
associated with health reform. There was one
achievement-related accomplishment in
collaboration with our Homeless section and that
was the opening of a twelve (12) bed residential
facility for homeless men who have successfully
graduated from a treatment service within the past
year. The length of stay could be up to one (1)
year.
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. That co-morbidity is the norm
rather than the exception is now well
recognized. However, explicit attention to
issues around housing and homelessness will
need to be addressed with each individual
case.
Outcome: Some major efforts and gains have
been achieved in our efforts to improve access.
This past year a new Federally Qualified Health
Center (FQHC) was opened in the City of Concord.
The clinic is staffed with Behaviorists who facilitate
access to care as a major part of their clinical roles.
Before attempting the remainder of Goal 3, the
provider network was surveyed, revealing a high
level of need in areas that are essential to the
delivery of comprehensive SUD care. Over one-
fifth (1/5th) of providers report needing assistance
on assessing client problems and needs; and over
thirty-five percent (35%) report needing assistance
using computerized assessment tools. A
significant number of providers report needing
assistance improving client’s problem solving skills,
thinking and behavioral management of clients.
Most importantly, over thirty-five percent (35%) of
providers report needing training and technical
assistance with the delivery of critical evidence-
based services.
It is clear that our network of treatment and
recovery providers need further training and
technical assistance to improve its professional
capacity, but the breadth and depth of need is so
great that it is difficult to pinpoint the exact areas
where further training and technical assistance
efforts should be targeted. Progress will continue
to be made with more technical assistance from
County staff and State contracted consultants.
Homeless Programs:
Goal: 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 consumers with complex
needs.
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268 County of Contra Costa FY 2014-2015 Recommended Budget
The following are specific objectives for 2013-
2014 that work toward meeting the goals
identified above.
Housing Goals:
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) to quickly identify homeless individuals
with special needs and match them with the
most appropriate housing to meet their needs.
Outcome:
• Fifty (50) rental assistance vouchers were
added to the permanent supportive housing
stock for homeless individuals and families
with disabilities.
• Planning is on-going 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. Legal binding agreements for
Homeless Assistance funds were approved
by the Local Reuse Authority (City of
Concord). Initial draft by-laws between
partner agencies were created and are
awaiting approval from each agency’s Board
of Directors.
• A vulnerability index tool was drafted and
piloted within the County emergency
shelters to assist staff in identifying persons
at the highest risk in need of permanent
supportive housing.
Services Goals:
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.
Outcome: Project AACT aims to increase the
number of homeless gaining access to SSI/SSDI
benefits. Since the program began in 2010, 41%
of applications that have been reviewed by the
Social Security Administration have been
approved.
• Supportive Services for Veteran Families
(SSVF) began October 2011 with the
purpose of connecting Contra Costa
homeless veterans and their families to
housing and support services. In partnership
with SHELTER, Inc, we served 262 veteran
households, including 402 family members
through September 2013. 92% of our clients
were housed at the time of exit.
• Through a collaborative effort with the
County Probation Department, the county
shelters are providing emergency shelter
and case management services to
individuals returning to the community after
incarceration (AB109). To date, county
shelters have served 51 AB109 individuals.
• The Supportive Housing Program has added
case management capacity within its
programs through collaborative efforts with
Housing Authority, housing and service
integration with Mental Health, and
additional funding through HUD. Three staff
are now dedicated to providing case
management support to formerly homeless,
disabled individuals residing in supportive
housing.
Outreach/Engagement/Community Awareness
Goals:
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.
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County of Contra Costa FY 2014-2015 Recommended Budget 269
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.
Outcome:
• Project Homeless Connect was held in
Antioch October 9, 2013. Over 530 adults,
youth, and families with children were
served.
• Efforts are continuing through the “Council
on Homelessness” to develop community-
wide performance measures for the
homeless continuum of care.
• A point-in-time count of homeless individuals
living on the streets and in shelters was
conducted January 30, 2013. In all, 3,798
persons were counted which reflects an
11% decrease from the count conducted in
2011.
Public Health:
Goal: Continue expansion of the School Based
Health Center services to school aged children
in West County Unified School District to include
the addition of permanent clinic sites to be
constructed at Kennedy High School and
DeAnza High School.
Outcome: Construction of Kennedy High School
clinic will begin in Spring 2014, all contracts and
the MOU and HRSA mandates are in process.
The DeAnza High School clinic is ready to open
(completed 11/13) awaiting State to come
through and license (projected 2/14)
Goal: Add a new mobile medical vehicle that is
a collaborative effort between HSD and
Rotocare.
Outcome: A new mobile vehicle is in the
process of retro-fitting to meet our school clinic
needs.
Goal: Continue the expansion of the populations
served and continue the integration of Public
Health Nursing into the Health Centers.
Continue ongoing collaborative efforts with
Behavioral Health and Employment and Human
Services Department. Continued collaboration
with CCRMC, Ambulatory Care and Contra
Costa Health Plan. Expand services to the
community such as at Richmond High School,
Concord Health Center 2, and Willow Pass
Wellness Center.
Outcome: Integrated services for clients to
assure the best outcomes including reduced
hospitalization and higher level of functioning.
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. Finish rolling out the
alternative on-site wastewater system permit
process that meets current, local ordinance and
anticipated state regulations. Permit all of the
alternative water systems, and develop and
implement a process to address owners of
alternative on-site wastewater systems who are
not responding to the requirements for
permitting and inspection.
Outcome: In the second year of
implementation, 60 owners of alternative
treatment systems submitted the required
documentation. As the third 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
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270 County of Contra Costa FY 2014-2015 Recommended Budget
planned by the end of May 2014. For those
property owners not compliant, enforcement will
be sought through the placement of liens and
working with the district attorney.
Goal: Food Program. Improve food facility
safety information availability to the public.
Incorporate Federal Food Program
Standardization, become fully staffed so that
there is adequate staff to conduct food facility
inspections based on the risk categories
suggested by the US Food and Drug
Administration. Standardize all staff so there is
consistency in applying the new inspection
report and applying the known risk factors
associated with food-borne illness. Once
standardization is complete, propose a food
facilities placard that reflects a risk-based
inspection score in a county ordinance. Conduct
outreach to the operators and the public about
the new placarding system.
Outcome: Inspectors are now using tablets to
conduct routine inspections in the field using the
new risk-based inspection report. Beginning
February 2014, the two inspectors who were
field certified to Federal standards and the three
additional staff who were standardized by them
will standardize the rest of the food team
inspectors. Subsequent to that the rest of the
inspectors will be standardized. Per state law, a
cottage food program was initiated. As of
January 31, 2014, EH had registered 36 Class A
Cottage Food Operations (CFO) and permitted 8
Class B CFOs.
Goal: Food Program. Increase 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. Four farm stands were permitted by
EH for the permit year that ended in February
2014.
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 the Health
Services 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 lacking
them.
Outcome: Many outreach activities as defined
in the outreach plan were complete, including:
• director sent letter to all city managers,
• held an open house for the county’s
chambers of commerce;
• updated and reissued the 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
(Certified Farmers’ Markets, and Pre-
packaged Mobile 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;
• increased the accessibility of information on
the EH website, adding explanatory text to
many pages where only links had previously
been present;
• translated into Spanish the educational
material for the mobile food facility program,
and distributed them to the active
permittees.
Goal: Recreational Health. Increase health and
safety for users of pools, including spray
grounds and water features. Retrain staff about
new pool inspection regulations in Title 224
when they become finalized. By the end of the
pool season, all inspectors will be using the
tablet to conduct routine pool inspections.
Outcome: A new pool routine inspection form
was developed and pilot tested using the tablet.
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County of Contra Costa FY 2014-2015 Recommended Budget 271
Goal: Body Art. Increase safety for customers of
tattoo and body artists. Having established a
good process for registering body artists and
permitting those facilities who have come
forward, EH will pursue those body artists and
facilities who are illegally conducting business
and potentially endangering their clients.
Outcome: Permitted and inspected 45 body art
facilities; and registered 125 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 food facilities.
Implemented a related software to be used for
field inspections of food facilities, next will be
pool inspections in the field using tablets. Will be
pilot testing tablet use in solid waste and land
use over the coming year. Reasonable and
appropriate fees for the annually permitted
activities were developed and approved by the
board in early 2014. Reasonable and
appropriate fees for project based work have
been developed and are in the process of being
approved.
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
participated 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 2013,
and several Red Cross disaster shelter trainings.
Goal: Assist with ensuring that county
residents are not living in substandard housing
due to rodent, insects or other vermin. Finish
pilot project that involves EH making a
determination of the existence of a bed bug
infestation when requested by city code
enforcement.
Outcome: This past year, EH determined that
they would assist local housing authorities that
need a health officer’s determination of an
infestation of bed bugs to pursue a substandard
housing enforcement. EH initiated a pilot project
with Richmond and Concord.
Goal: Solid Waste. Protect the environment
and people from improper handling of solid
waste. Inspect facilities that currently handle
solid waste and closed solid waste facilities at
the frequency indicted by state law and county
ordinance. Review for public health concerns
and state law and regulations any proposed
facilities or changes to active facilities. Actively
survey and respond to complaints of illegal
dumping and solid waste activities.
Outcome: Inspected at the proper frequency
the 8 full permitted landfill or transfer stations
(monthly), the eight notification sites, and 12
closed solid waste sites. Permitted with
CalRecycle Concurrence a new transfer station
in Brentwood and a facility modification for the
Central Sanitary Processing facility. Applied for
and assisted with a CalRecycle clean-up at an
abandoned solid waste facility.
Hazardous Material Program:
Goal: California Accidental Release
Prevention Program: Complete 15 California
Accidental Release Prevention Program audits,
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272 County of Contra Costa FY 2014-2015 Recommended Budget
which represents approximately one third of the
total facilities covered by this program.
Outcome: Completed 15 California Accidental
Release Prevention Program audits, which
represents one third of the total facilities covered
by this program.
Goal: Industrial Safety Ordinance: Public
meetings will be held for the General Chemical
Richmond, Air Liquidé Large Industries, Phillips
66 Rodeo Refinery, Shell Martinez Refinery and
Air Products Shell/Tesoro preliminary audit
findings.
Outcome: The Shell Martinez Refinery and
Air Products Shell/Tesoro preliminary audit
findings were presented at the John Muir House
April 20, 2013, the Phillips 66 and Air Products
preliminary audit findings were presented during
the Sugartown Festival on July 21, 2013 and the
Rodeo-Hercules Fire Department Open House
on October 5, 2013, and the General Chemical
Richmond preliminary audit findings were
presented at the West County Emergency
Preparedness Fair on October 5, 2013.
Goal: Unannounced Inspections: Perform
twelve unannounced inspections during fiscal
year 2013-2014.
Outcome: Performed ten unannounced
inspections during fiscal year 2013-2014.
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 1,178 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 567 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 2013-2014.
396 facilities are subject to the underground
storage tank regulations.
Outcome: Completed 203 inspections of
facilities subject to the underground storage tank
regulations in fiscal year 2013-2014.
Goal: Aboveground Petroleum Storage Act
Program: Inspect approximately one-third of the
facilities that are covered by this program, or
105.
Outcome: Completed 81 inspections of
Aboveground Petroleum Storage Act facilities in
fiscal year 2013-2014. 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.
Detention Facilities Programs:
Goal: Sustain the current level of service at
budgeted cost:
Outcome: Detention Health Services
received $1.3 million in AB109 Realignment
funding to offset ongoing costs related to the
housing, care and health maintenance of AB109
detainees.
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.
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County of Contra Costa FY 2014-2015 Recommended Budget 273
Outcome: Detention Health Services
completed and published version 2 to the
Division’s Injury and Illness Prevention Plan.
Detention Health Services Nursing enhanced
the staff driven education committee, and is
committed to the ongoing training and
development of all nursing staff. This team has
planned upcoming skills days for all nursing staff
targeted at honing and improving all nursing
skills and medical response. Completed
trainings include:
• Emergency Response – Mock Codes,
conducted quarterly division wide
• Appropriate chart documentation
Since July 1st 2013, Detention Health Services
has trained:
• 130 staff on Cal/OSHA and Federal
Updates to the Hazardous
Communication tailgate provided by
County Risk Management.
• 25 new staff have received Crisis
Prevention Institute Training.
• 27 new staff have received the New
Staff Safety Orientation Training.
Goal: Conduct immunization clinics for
seasonal flu.
Outcome: Detention Health Services
conducted division wide flu shot clinics at all five
Detention Facilities – 675 adults and juveniles
were immunized this season.
California Children’s Services:
Goal: Enhance transition protocol including
referrals to CARE Parent Network for
information on employment, education and skill
building.
Outcome: CCS implemented a process of
referring CCHP members with medically
complex diagnoses such as sickle cell disease,
diabetes, cancer, transplant and status post-
transplant, to CCHP Adult Case Management
three months prior to client turning 21 years of
age, when they must exit the CCS program. The
process was implemented as a result of a
dialogue between CCHP and CCS to inform the
managed care plan of medically complex
members and for CCHP to identify or seek
appropriate specialists to whom they may refer
their members for follow up. We have received
positive feedback from CCHP on this process.
CCS has included information about CARE
Parent Network in our communication with
parents of clients newly referred to CCS and at
each annual renewal. CARE is able to offer
information and resources to families regarding
transition and hosts workshops on the topic.
The CCS Medical Therapy Program (MTP) has
integrated CARE Parent Network liaison staff
into the MTP clinic conferences, so that clients
and parents are able to meet CARE staff and
access their support as needed, particularly in
the area of transition. The MTP has been
successful in directing young adult CCS clients
to the UC Davis rehabilitation center and other
adult centers as a means of offering a smooth
transition to adult services. In addition the MTP
has developed a practice of assessing and
addressing clients’ equipment needs in advance
of their 21st birthday.
A primary need in adequately supporting CCS
young adult clients and their families in making a
successful transition to adult services at age 21
years, is to have a CCS Medical Social Worker
to offer guidance and resources in this area.
Other CCS County programs utilize MSWs for
this purpose and as a result have met State
standards and Family Centered Care standards
in serving children and young adults with special
health care needs.
Goal: 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.
Outcome: Scanning 2012 and 2013 client
charts into OnBase was completed. The CCS
administrative staff was trained in accessing
scanned records. A pilot project was initiated to
reduce the size of paper charts and to minimize
the reliance on paper charts, and move toward
in electronic work process. CCS staff members
are expected to retrieve and manage client
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274 County of Contra Costa FY 2014-2015 Recommended Budget
information utilizing OnBase, CMS Net, MEDs,
Business Objects, and hospital medical record
portals electronically and enter and track client
information electronically.
Goal: Nurse staff retention: implement nurse
liaisons to hospitals with CCS NICU centers to
facilitate referral and authorization process.
Outcome: During 2013, CCS retained 7 of 8
PHNs, with one resigning to accept a position
closer to home. CCS offers a 9/80 work
schedule which is highly valued by staff.
In April 2013 a Contra Costa CCS PHN began
her role as nurse liaison to Children’s Hospital
and Research Center at Oakland. She was able
to facilitate the client referral, eligibility and
authorization process, and served as a CCS
resource to families and staff at CHRCO.
Goal: CCS Nurses and a Medical Consultant
will be used to recruit additional CCS paneled
providers.
Outcome: During 2013 extensive research
was done by CCS Medical Consultants to
identify community Rheumatologists,
Gastroenterologists and Neurologists who are
CCS paneled. This information was relayed to
the CCS nurse case management team for
referral. One rheumatologist and one
gastroenterologist agreed to be paneled and
accept referrals. Discussions were held with
CCHP Medical Directors regarding transition of
older CCS clients. Referral to CCHP Provider
Relations was pursued. In addition, CCS nurses
successfully recruited Emergency Medicine and
Hematology/Oncology providers to be CCS
paneled.
Administrative and Program Goals
Hospital and Ambulatory Care Centers:
1. Continue to improve quality and safety
measures as outlined in the DSRIP,
regulatory measures and accreditation
requirements.
2. To continue work begun with IHI last year,
with a special emphasis on accountability
and standardization. This will include a
redesign of the Appointment Unit to
understand ways improvement measures
and realistic goals can be established.
Goals will continue to include timeliness to
primary care and specialty care. Continued
improvement through measurement and
tracking strategies of Ambulatory Care
Sensitive Conditions.
3. Expand SBIRT screening tool to Martinez
and Pittsburg Health Centers. Expand
Behaviorist position to Martinez, Pittsburg,
and Antioch Health Centers. Continued
refinement of the Patient Centered Health
Home with expansion to all ambulatory care
centers. Continued expansion of alternative
models of care: Telephone Consult Clinic,
MyccLink, group appointments, pharmacy.
Expand group appointments, where
appropriate, to Ambulatory Care Sensitive
Conditions, including Congestive Heart
Failure, Diabetes, Depression, and
Substance Abuse.
4. Continue to build MyccLink application for a
selected pilot patients that will provide online
access to medical record, lab results,
appointments, and access to the Primary
Care Provider. Implement Epic/ccLink 2012
update in late 2014. Continue to update and
build Epic/ccLink to provide data that
accurately reflects achieved outcomes and
measurements.
5. Continue to 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.
6. Develop and train in-house staff to
implement Value Stream Mapping and
Rapid improvement events on key areas.
Contra Costa Health Plan:
1. Contra Costa Health Plan (CCHP) will
demonstrate improved scores on quality
measures relating to the perinatal period
through the activities of our Perinatal Quality
Improvement Project.
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 275
2. In 2014, CCHP will recertify in order to
remain in the Covered California Exchange
and will receive full National Committee for
Quality Assurance (NCQA) accreditation in
March 2015.
3. CCHP will increase the Community Provider
Network to provide care for new
membership.
4. CCHP will continue marketing efforts to
enroll individuals into Covered California
CCHP Exchange products and the Medi-Cal
program, with the goal of enrolling 1,000
individuals into the Exchange and increasing
Medi-Cal enrollment by 10%.
5. In August 2013, CCHP hired a Family Nurse
Practitioner (FNP) to round on CCHP
members in Skilled Nursing Facilities (SNF).
The goal of the program is to reduce the
number of members transferring from SNFs
back to the Emergency Department or to
acute inpatient care for conditions which
could be managed at the SNF. As this has
already proven successful in the first six
months of the program, the goal is to
expand the program and add an additional
FNP who will be able to round at 8-10
contracted SNF's as opposed to the current
3-4 SNFs. This should continue to help us
reduce re-admittance rates.
6. For FY 2014/2015 the Advice Nurse unit will
continue to work on decreasing their
telephone abandonment rate to 5%. The
Advice Nurse Manager will continue to
monitor the need for additional Licensed
Vocation Nurses (LVN) in order to decrease
the number of nonclinical calls routed to the
Advice Nurse unit and assist in decreasing
the abandonment rate. This will help to
increase the patient satisfaction rate for
those who use Advice Nurse services
7. For FY 2014/2015 Advice Nurse unit will
obtain a three year Utilization Review
Accreditation Commission (URAC)
reaccreditation.
8. The Health Plan will work on reclassification
of key CCHP Management Personnel to
embrace changes in health care and health
insurance requirements.
9. CCHP will actively perform outreach to
recruit and hire an Operations Director.
10. Medi-Cal managed care plans were given
expanded mental health and substance use
disorder benefits that began January 2014. In
order to meet the goal of timely access to
these new expanded benefits, the Health Plan
in coordination with Contra Costa Regional
Medical Center and Mental Health Division
have selected a one stop entry program for all
Medi-Cal members needing these services.
Members can contact their Primary Care
Providers or call the 24 hour 7-days a week
Mental Health Access Phone Line.
Mental Health:
1. Primary and behavioral health integration –
coordinating the FQHC system with
Behavioral Health Services.
2. New Electronic Medical Record system for
Specialty Mental Health Services –
implementation and interfaces with primary
health system
3. MHSA 3-year plan with integration of
programs into system of care.
4. New Access Line call system – current
system has deficiencies and Access Line is
in need of a new system.
5. Continue IMD demonstration project.
Implement more outcome measures,
including more focus on CANS, CA/LOCUS,
and outcomes for evidence based programs
now implemented in the CCMHP.
6. New 3-year Cultural Competency Strategic
Plan.
7. Continue work on welcoming environment
initiative.
8. Implement referral process for CCHP
patients to CCMHP for mental health and
alcohol and drug services, including tracking
Health Services
Health and Human Services
276 County of Contra Costa FY 2014-2015 Recommended Budget
of lower acuity clients as services are
provided on the CCMHP provider network
9. Computer skills training – improve staff
ability to use computers in anticipation of the
electronic health record.
10. Establish staff recognition program (Vision
Award).
11. Enhanced outreach efforts, including
Behavioral Health brochure and stakeholder
outreach opportunities (focus groups,
surveys, etc.)
12. Improve access to service processes,
including single point of entry for mental
health, alcohol and drug, and homeless
services.
13. The Contra Costa Health Plan (CCHP) and
the Contra Costa Mental Health Plan
(CCMHP) will develop an MOU that details
how the mental health benefit for Medi-Cal
eligible beneficiaries will be parceled out
based on the acuity level of the referral.
There are an estimated 6,000 beneficiaries
in the CCMHP system of care who are Medi-
Cal eligible and have assigned themselves
to CCHP. This creates a challenge in terms
of assigning an acuity level to each
beneficiary and maintaining an accurate
tracking system for billing purposes and
record keeping. Without a reliable
database, tracking this many clients will be
nearly impossible.
For continuity of care purposes as well as
capacity issues, CCHP is negotiating with
CCMHP to use its network of fee-for-service
network providers for the lower acuity cases.
The increased demand for the provision of
mental health services will be a challenge.
Many clinicians in the community have low
caseloads with CCMHP because of low
reimbursement rates, high no show rates,
and paperwork demands. There is an effort
to increase the reimbursement rates for the
provider network to encourage more
clinicians to join the panel and to encourage
higher caseloads of those who are on the
panel.
The CCMHP and CCHP are nearing
completion on an agreement to establish
provider rates and to define the process for
CCHP to reimburse CCMHP for services
rendered by the provider network. The final
version of the MOU between CCHP and
CCMHP will be sent to DHCS by July 1,
2014.
Alcohol and Other Drugs (AOD):
The Division will continue its efforts in reaching
those goals set in the past fiscal years while at
the same time settings goals for new and major
programs and policy changes that affect our
staff, providers, programs and consumers of
services. Those changes include: The
Affordable Care Act and related treatment
programs funded through Medi-Cal and Medi-
Cal Expansion; realignment and realignment of
lower level offenders from State provision to the
County.
Goals:
1. With Medi-Cal expansion, recently released
inmates will be qualified for healthcare
coverage. As a result, one projected effect
of the mandated expansion of Medi-Cal is a
reduction in the recidivism rate among those
that we serve in our treatment services.
2. In addition to getting newly eligible persons
to sign up for Medi-Cal, the staff will work to
set up a network of health care providers
appropriate to the diverse needs of those
persons receiving services in Behavioral
Health.
3. Establish new services and SUD treatment
options made available under the ACA,
which include Intensive Outpatient services,
ambulatory and medical detoxification;
residential SUD care including all services
related to sub-acute residential substance
use disorders.
4. Gain more knowledge about the Health
Benefits Exchange and how it works;
develop strategies to expand the workforce
to meet increased demand, and develop an
Outreach and Enrollment Plan.
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 277
5. Increase the knowledge of local AOD
issues, particularly underage drinking, and
promote the benefits of AOD prevention as
Behavioral Health integrates under Primary
Health Care.
6. Support ongoing activities that align and
further the goals and objectives of the newly
implemented County Strategic Plan for
Prevention Services.
• Increase the number of screenings and
referrals of youth in school based
programs and women receiving prenatal
care
• Reduce underage alcohol consumption
by 5% within a 30 day period
• Reduce easy access rates by five
percent (5%) among 7th graders
• Reduce youth access marijuana rates
• Reduce onset rates of early use among
middle schoolers
• Collaborate with other County Public
Health Department efforts such as
Tobacco and Nutrition intended to
address the Alcohol Retail Environment
• Support local efforts to increase
awareness about prescription drug
abuse prevention and policy efforts that
promote safe disposal of unused and
expired medication
7. Develop formal agreements with FQHCs to
provide screening, brief intervention and
referral for treatment (SBIRT), which is now
a “funded” benefit.
8. Provide technical assistance and training as
appropriate to providers requiring
comprehensive patient financial assessment
as well as assistance with medical benefit
eligibility
9. Facilitate/Advocate for the development of
interagency collaboration and
communication between Employment &
Human Services Department (EHSD) and
providers to ensure seamless processing of
AOD client’s Medi-Cal applications
10. Assist or encourage providers to
develop/form/create
linkages/agreements/MOUs with primary
care and mental health and housing for
provision of services to AOD clients.
11. Establish an ongoing forum composed of
community based AOD providers by
modality to discuss ACA implementation
updates and address emerging issues as a
mechanism for cross-training, accountability
and support.
Homeless Programs:
Accomplish the goals as defined in the updated
Strategic Plan to End Homelessness (to be
developed July 2014).
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 consumers with complex
needs.
The following are specific objectives for 2014-
2015 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 coordinated assessment
screening tool (vulnerability index) to quickly
identify homeless individuals with special
needs and match them with the most
appropriate housing to meet their needs.
Health Services
Health and Human Services
278 County of Contra Costa FY 2014-2015 Recommended Budget
Services
1. Continue to provide case management and
housing services to homeless veterans and
re-entry populations.
2. Increase the availability of case
management and other support services to
persons residing in Permanent Supportive
Housing Rental Assistance Programs.
3. Integrate benefits assistance services
offered through Homeless Services with the
Mental Health program to create an
integrated model of benefits services for
Behavioral Health consumers.
Outreach/Engagement/Community Awareness
1. Continue efforts to hold Project Homeless
Connect events throughout the year.
2. Work with the Inter-jurisdictional Council on
Homelessness and homeless service
providers to update the strategic plan for
homeless services within the continuum of
care.
3. Conduct a countywide point-in-time count in
January 2015 of homeless individuals who
are residing in shelters and other temporary,
transitional housing situations, or who are
living on the streets and in homeless
encampments in our community.
4. Strengthen the multidisciplinary outreach
team in Contra Costa that targets individuals
who are living outside, particularly those
living in homeless encampments.
Public Health:
1. Increase PHN staff to meet the need of
comprehensive case management services.
2. Continue expansion of the School Based
Health Center services to school aged
children in the West County Unified School
District to include the addition of a
permanent clinic site to be constructed at
Kennedy High School.
3. Assist in the expansion of the Health Officer
influenza vaccination/masking mandate to
staff working in assisted residential living
facilities for the elderly. Continue support of
licensed health care facilities already under
mandate. Collect data to monitor
vaccination coverage in mandated facilities.
4. Continue providing school-located influenza
vaccine clinics at Head Start facilities for
children, families, and staff. Expand school-
located influenza clinics to elementary
schools.
5. Assist child care facilities, schools, and
health care providers with implementation of
AB 2109 which changes the personal belief
exemption process for school-required
immunizations. Continue to collect
immunization assessment data for impact of
change.
6. Identify strategies for developing or
strengthening partnerships with durable
medical equipment providers and home
health agency staff to locate home-bound,
medically dependent clients needing
evacuation or assistance to safely shelter-in-
place.
California Children’s Services
1. Secure MSW position and hire to support
CCS families particularly in the area of
transition to adult services (request to create
position has been submitted).
2. Implement a nurse liaison assignment to
John Muir Medical Center, Walnut Creek
Campus.
3. Review OnBase features to determine if
meets CCS program’s electronic record
needs, implement electronic based case
management work process, utilize the iSite
CCS Team Folder as an additional
electronic tool to store program forms.
4. CCS Medical Consultants will participate in
CCHP Provider Relations meeting regarding
collaboration with CCHP providers, present
at CCHP Community Provider Network
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 279
meetings to educate providers about CCS
and encourage provider paneling by actively
recruiting providers via office visits, e-mail
and phone contact.
5. Pilot new process by having new CCS
medical case management client families
come to the administrative office for in-
person orientation to the CCS program.
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 to incorporate Federal
Food Program Standardization. Inspect all
food facilities one to three times per year
based on risk. Post a placard at all food
facilities that reflects a risk-based inspection
score. Work with 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 inspections.
4. 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, 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. Continue permitting as
required by state law 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
Health Services
Health and Human Services
280 County of Contra Costa FY 2014-2015 Recommended Budget
practices especially related to customer
service and EH interface with the Finance
Division.
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.
Hazardous Materials:
1. California Accidental Release Prevention
Program: Complete 13 California Accidental
Release Prevention Program audits.
2. Unannounced Inspections: Perform nine
unannounced inspections during fiscal year
2014-2015.
3. Aboveground Petroleum Storage Act
Program: Inspect approximately 105
facilities that are covered by this program.
4. Incident Response Program: Respond to all
incidents within one hour, and ensure that all
incidents are mitigated safely and effectively
without injuries.
5. 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
ensure that all Hazardous Materials
Businesses will have been inspected within
the last two years..
6. 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.
7. Underground Storage Tank Program:
Complete an inspection of all underground
storage tank facilities in fiscal year 2014-
2015. Approximately 396 facilities are
subject to the underground storage tank
regulations.
Detention Facilities Programs:
1. Continue to plan and implement the 5S
workplace organization methodology to
improve work space efficiency and
effectiveness in all adult detention facilities
with the goal to improve and standardize
workflows, workplace efficiency and patient
care.
2. Promote, support and sustain the Detention
Health Services Safety Committee and
Program, and provide on-going staff
development through a variety of safety
training programs/modalities.
3. Develop the Detention Services Hazardous
Materials Communication Plan and
distribute the plan to all staff. Conduct a
comprehensive training program for all
Detention Services staff that will cover
ordering, maintenance, handling, and
exposure to hazardous substances in the
workplace.
4. Initiate the division wide Crisis Prevention
Institute re-certification process for all staff.
5. Assist in the implementation, management
and staff training of three major Division
projects to improve patient and staff safety
and efficiency:
a. ccLink 2012 software update
b. Yayuma Medication Packager
installation/upgrade/training
c. Martinez Detention Facility Intake
Remodel
6. Detention Health Services will continue to
collaborate and work directly with the
Community Corrections Partnership to
enhance and improve care for AB109
detainees as well as assist in the
development of a data collection system to
better track the needs of this population.
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 281
FY 2014-15
Program Modification List
Order
Reference
to
Mand/Disc
List
Programs/ Budget
Units Services FTE Net County Cost
Impact Impact
1 2, 4, 6
Contra Costa
Regional Medical
Center
Hospital and
Clinic Services N/A (11,219,853)
This reduction will be
handled using adjustments to
staffing levels through
attrition, overtime reductions,
and reduced use of
temporary employees.
2 25-31 Behavioral Health Mental Health N/A (3,621,446)
This reduction will be
handled using adjustments to
staffing levels through
attrition, overtime reductions,
and reduced use of
temporary employees.
3 13-18 Behavioral Health Alcohol and
Other Drugs N/A (267,647)
This reduction will be
handled using adjustments to
staffing levels through
attrition, overtime reductions,
and reduced use of
temporary employees
4 19-25 Behavioral Health Homeless
Programs N/A (318,425)
This reduction will be
handled using adjustments to
staffing levels through
attrition, overtime reductions,
and reduced use of
temporary employees
5 32-38 Public Health
Various Services
to Protect Public
Health
0.0 (3,237,673)
This reduction will be
handled using adjustments to
staffing levels through
attrition, overtime reductions,
and reduced use of
temporary employees to
create a reduction equivalent
to 25.0 full time equivalent
positions.
6 42-45 Detention
Medical
Medical and
Mental Health
Services to
Inmates
N/A (1,056,772)
This reduction will be
handled using adjustments to
staffing levels through
attrition, overtime reductions,
and reduced use of
temporary employees
7 47 Conservatorship Conservatorship
Services N/A (50,471)
This reduction will be
handled using adjustments to
staffing levels through
attrition, overtime reductions,
and reduced use of
temporary employees
8 46
California
Childrens
Services
Medical Services
to Children N//A (312,787)
This reduction will be
handled using adjustments to
staffing levels through
attrition, overtime reductions,
and reduced use of
temporary employees
0.0 ($20,085,074)
Health Services
Health and Human Services
282 County of Contra Costa FY 2014-2015 Recommended Budget
Veterans Service
Nathan Johnson, Director Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 283
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Approved
Change
EXPENDITURES
Salaries and Benefits 614,497 807,994 826,171 752,767 (73,404)
Services and Supplies 73,922 135,902 140,660 140,660 0
Expenditure Transfers 6,363 0 0 0 0
TOTAL EXPENDITURES 694,783 943,896 966,831 893,427 (73,404)
REVENUE
Other Local Revenue 76,508 75,000 75,000 75,000 0
State Assistance 87,669 185,793 185,793 117,147 (68,646)
GROSS REVENUE 164,177 260,793 260,793 192,147 (68,646)
NET COUNTY COST (NCC) 530,606 683,103 706,038 701,280 (4,758)
Allocated Positions (FTE) 6 7 8 8 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 89% 86% 85% 84%
% Change in Total Exp 36% 2% -8%
% Change in Total Rev 59% 0% -26%
% Change in NCC 29% 3% -1%
COMPENSATION INFORMATION
Permanent Salaries 348,901 452,265 465,969 424,610 (41,359)
Temporary Salaries 16,237 25,000 25,000 12,500 (12,500)
Deferred Comp 8,670 15,020 13,080 13,080 0
FICA/Medicare 28,029 36,485 35,645 32,477 (3,168)
Ret Exp-Pre 97 Retirees 1,525 2,367 2,367 2,367 0
Retirement Expense 120,701 173,056 181,313 166,452 (14,861)
Employee Group Insurance 46,386 61,528 60,506 59,446 (1,060)
Retiree Health Insurance 31,536 29,356 29,406 29,406 0
OPEB Pre-Pay 7,718 7,718 7,718 7,718 0
Unemployment Insurance 1,435 1,718 1,404 1,279 (125)
Workers Comp Insurance 3,359 3,481 3,763 3,432 (331)
Department Description
The Veterans Service 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 Veterans
Service.
Veterans Service
Health and Human Services
284 County of Contra Costa FY 2014-2015 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.
Veterans Service Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $893,427
Financing: 192,147
Net County Cost: 701,280
Funding Sources:
State 13.1% $117,147
Misc Revenue 8.4% 75,000
General Fund 78.5% 701,280
FTE: 7.5
CAO’s Recommendation
The Department’s baseline budget fully funds
on-going services for FY 2013-14. Total
expenditures have increased by $22,935 from
the current year largely due increases in
permanent salary and benefit costs.
The Recommended Budget has been reduced
by $73,404 to meet the CAO Target. This
reduction is necessary due to the elimination of
one time State funding. To reach the CAO
Target, the Department will delay filling one
vacant position. However, there is legislation
pending, SB 101, which, if passed, will restore
this one-time funding on a permanent basis.
Performance Measurements
1. During the 2012/2013 fiscal year, the
Veterans Service Department processed of
$8,492,039 in retroactive and lump sum
monetary benefits for Veterans. This is
comparable to the previous fiscal year.
College Fee Waivers represented
$1,060,296 in additional benefits to
Veteran’s dependents.
2. During the 2012/2013 fiscal year, new
recurrent monthly benefit of $621,940.
Thanks to the out sourcing of claims by the
Department of Veterans Affairs, we realized
the anticipated increase. It is anticipated
that future benefits will be remain at this
current level.
3. Staff conducted 6,749 interviews. The
increase has resulted from the addition of an
outstation in Brentwood and extending the
hours of operation in our Richmond office.
With the additional “One Time Special”
funding we were able to add staff. As a
result the field interviews conducted tripled
(155). 17,692 phone inquiries during
2012/2013 fiscal year.
4. 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. Refining our strategic plan involving
establishment of additional days at the
Brentwood Outstation, increase hours of
operations at our Richmond Outstation,
Veterans Service
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 285
establish an outreach coordinator and
implement programs for female Veterans.
2. Establish guidelines for field interviews to
seniors, housebound Veterans and those
Veterans participating in rehabilitation
programs.
3. 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.
4. 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.
5. Ongoing 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.
FY 2014-15
Program Modification List
Order
Reference to
Mand/Disc
List
Program
Name Services FTE
Net County
Cost
Impact
Impact
1 1 Veterans
Services Veterans Services 0.0 73,404
Salary Savings to be
generated by delaying the
hiring of one Veterans
Service Representative.
Services to veterans may be
delayed due to this reduction.
Total 0.0 73,404
Veterans Service
Health and Human Services
286 County of Contra Costa FY 2014-2015 Recommended Budget
L AW & JUSTICE
County of Contra Costa
Functional Group Summary
Law & Justice
County of Contra Costa FY 2014-2015 Recommended Budget 287
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
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 262,874,057 288,439,922 308,582,848 302,689,479 (5,893,369)
Services and Supplies 41,914,515 48,678,509 43,508,565 44,592,083 1,083,518
Other Charges 24,645,716 23,501,543 23,510,888 23,510,888 0
Fixed Assets 1,753,773 7,397,564 7,596,840 7,596,840 0
Expenditure Transfers 451,963 (2,305,710) (2,220,702) (2,220,702) 0
TOTAL EXPENDITURES 331,640,025 365,711,828 380,978,439 376,168,588 (4,809,851)
REVENUE
Other Local Revenue 96,576,060 103,405,114 109,321,184 110,404,702 1,083,518
Federal Assistance 10,515,414 10,401,066 8,575,503 8,575,503 0
State Assistance 83,394,163 91,585,196 90,275,401 90,275,401 0
GROSS REVENUE 190,485,637 205,391,376 208,172,088 209,255,606 1,083,518
NET COUNTY COST (NCC) 141,154,388 160,320,452 172,806,351 166,912,982 (5,893,369)
Allocated Positions (FTE) 1,669 1,714 1,724 1,728 4
FINANCIAL INDICATORS
Salaries as % of Total Exp 79% 78% 81% 80%
% Change in Total Exp 10% 4% (1%)
% Change in Total Rev 8% 1% 1%
% Change in NCC 14% 8% (3%)
COMPENSATION
INFORMATION
Permanent Salaries 118,979,257 132,152,563 137,873,096 135,054,513 (2,818,583)
Temporary Salaries 7,073,822 4,518,674 4,621,188 4,621,188 0
Permanent Overtime 13,554,400 11,446,645 13,465,931 13,465,931 0
Deferred Comp 221,298 539,818 549,240 525,848 (23,392)
Comp & SDI Recoveries (671,532) (516,648) (516,648) (516,549) 99
FICA/Medicare 5,062,908 5,270,725 5,527,379 5,464,589 (62,790)
Ret Exp-Pre 97 Retirees 898,008 1,048,241 1,048,241 1,048,241 0
Retirement Expense 75,933,437 88,920,514 101,225,859 98,902,179 (2,323,680)
Excess Retirement 30,034 0 0 0 0
Employee Group Insurance 18,504,555 21,962,267 21,562,628 21,022,757 (539,871)
Retiree Health Insurance 12,592,850 13,206,377 13,306,117 13,306,117 0
OPEB Pre-Pay 4,932,656 4,932,656 4,932,656 4,932,656 0
Unemployment Insurance 531,433 760,939 411,821 401,259 (10,562)
Workers Comp Insurance 4,573,852 4,197,151 4,575,340 4,460,750 (114,590)
Labor Received/Provided 657,078 0 0 0 0
Functional Group Summary
Law & Justice
288 County of Contra Costa FY 2014-2015 Recommended Budget
FY 2014-15
Recommended General Fund Expenditures
General
Government,
$242,881,739, 18%
Law & Justice,
$376,168,588, 28%
Health & Human
Services,
$734,296,783, 54%
Animal Services
Glen E. Howell Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 289
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 7,197,496 8,169,545 8,502,991 8,403,707 (99,284)
Services and Supplies 2,606,233 2,178,988 2,207,500 2,207,500 0
Other Charges 8,753 0 0 0 0
Fixed Assets 0 17,000 0 0 0
Expenditure Transfers 368,402 372,666 279,225 279,225 0
TOTAL EXPENDITURES 10,180,884 10,738,199 10,989,716 10,890,432 (99,284)
REVENUE
Other Local Revenue 6,982,114 7,521,383 7,560,432 7,560,432 0
GROSS REVENUE 6,982,114 7,521,383 7,560,432 7,560,432 0
NET COUNTY COST (NCC) 3,198,770 3,216,816 3,429,284 3,330,000 (99,284)
Allocated Positions (FTE) 78 78 78 78 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 73% 79% 79% 79%
% Change in Total Exp 5% 2% (1%)
% Change in Total Rev 8% 1% 0%
% Change in NCC 1% 7% (3%)
COMPENSATION INFORMATION
Permanent Salaries 3,620,588 4,157,062 4,305,900 4,250,565 (55,335)
Temporary Salaries 438,060 265,953 265,953 265,953 0
Permanent Overtime 73,523 93,425 93,425 93,425 0
Deferred Comp 7,988 33,900 34,920 32,462 (2,458)
Comp & SDI Recoveries (85,023) (4,648) (4,648) (4,549) 99
FICA/Medicare 296,376 319,572 329,615 325,380 (4,235)
Ret Exp-Pre 97 Retirees 16,587 17,733 17,733 17,733 0
Retirement Expense 1,306,279 1,626,495 1,739,822 1,720,418 (19,404)
Employee Group Insurance 690,619 848,892 789,567 775,231 (14,336)
Retiree Health Insurance 398,725 393,823 443,446 443,446 0
OPEB Pre-Pay 203,727 203,727 203,727 203,727 0
Unemployment Insurance 15,626 15,963 13,013 12,850 (163)
Workers Comp Insurance 214,420 197,648 270,518 267,066 (3,452)
Department Description
The preceding table presents information in
aggregate format summarizing expenditures,
revenues, and net County costs for four General
Fund budget units administered by the Animal
Services Department. Included are data for the
following cost centers:
Animal Services
Law and Justice
290 County of Contra Costa FY 2014-2015 Recommended Budget
3330 – Animal Services Operations
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.
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 on-line access to license pets, round-
the-clock officer patrols, and a modern, low-cost
spay/neuter clinic open to the public.
Animal Licensing
Description: As a function of the State
mandated Rabies Control Program the
Department maintains a licensing program for
dogs throughout the county to assist in
identification of lost animals and to partially
offset the cost of operating animal control and
spay/neuter services. The State Health and
Safety Code and the State Agriculture Code
require 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 new scanning software to
upload rabies certificates from veterinary offices.
Animal Licensing Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $256,190
Financing: 1,066,031
Net County Cost: (809,841)
Funding Sources:
License Sales 100.0% $1,066,031
General Fund 0.0% (809,841)
FTE: 1.0
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.
• Operate and maintain a shelter
management system;
• Quarantine biting animals as a part of the
rabies control program;
• Conduct low-cost rabies vaccination clinics;
• Operate lost and found, animal socializing,
fostering, mobile adoption, and community
events. More than 190 volunteers provided
over 22,000 hours assisting with the lost and
found program, animal socializing, mobile
adoption, and community events;
• Humanely euthanize sick, old, and
unwanted animals by injection; and
euthanize aggressive animals to protect the
public.
• 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 Services
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 291
Animal Care and Housing Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $6,048,839
Financing: 3,393,086
Net County Cost: 2,655,753
Funding Sources:
City Contract 42.4% $2,567,352
Humane Services 5.9% 357,811
License Sales 7.4% 449,548
Animal Sales 0.3% 18,375
General Fund 44.0% 2,655,753
FTE: 45.0
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. If the investigation
substantiates the allegation then Officers
testify in court 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.
Field Enforcement Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $4,032,560
Financing: 2,262,057
Net County Cost: 1,770,503
Funding Sources:
City Contract 42.4% $1,711,567
Humane Services 5.9% 238,541
License Sales 7.4% 299,699
Animal Sales 0.3% 12,250
General Fund 44.0% 1,770,503
FTE: 30.0
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 coming into the County shelter
from 45,000 in 1971 to 12,678 in 2012.
Animal Services
Law and Justice
292 County of Contra Costa FY 2014-2015 Recommended Budget
Spay/Neuter Clinic Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $552,843
Financing: 839,258
Net County Cost: (286,415)
Funding Sources:
Spay Fees 48.3% $ 405,154
Humane Services 28.1% 235,702
Animal Licenses 23.6% 198,402
General Fund (286,415)
FTE: 2.0
CAO’s Recommendation
The Animal Services Department FY 2014-15
Baseline Budget increased by 2.3% compared
to the FY 2013-14 Budget, primarily through
increases in salaries, benefits and operating
expenses.
The FY 2014-15 Recommended Budget reflects
a 2.9% increase in personnel expenses and a
1.3% increase in services and supplies from the
previous year to maintain the current level of
service.
The Department will implement a variety of
strategies to increase revenues to offset the
increased expenses. These include increasing
animal licensing revenue, through utilization of
new scanning software to upload rabies
certifications from veterinary offices, automated
mailing of multiple notices to new and existing
dog owners, and online purchasing of animal
licenses. In addition, the Department anticipates
an additional $39,049 in City revenue in FY
2014-15. City Contract revenues are determined
on a capitated basis. A slight increase in Contra
Costa population, as determined by the
California State Department of Finance, resulted
in an increase in City Contract revenue.
Revenues resulting from these sources and a
slight increase in County General fund allocation
are projected to be sufficient to accommodate
the increased expenses.
In addition, the Department anticipates salary
savings of at least $100,000 resulting from
normal attrition of staff and recruitment
timelines.
The FY 2014-15 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 continue to film hundreds of 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.
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.
The Department is further expanding the low
cost dog obedience classes by implementing
new sign up procedures which afford dog
owners the oppoortunity to join a class as soon
as they express interest.
Animal Services
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 293
Goal: Develop an animal husbandry training
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.
Measurement: The Department has created a
multi-tiered training program that will enhance
staff performance and animal well-being by
utilizing up to date training techniques.
Presentations include interactive training
sessions, which include hands on, visual and
audio tools. The training will address all aspects
of Shelter care and Maintenance, as well as
Animal Behavior and Customer Service. This
training will be implemented in the immediate
future.
Goal: Increase our licensing compliance rate by
enhancing our marketing and education efforts.
Measurement: The Department attended a
variety of fairs and city outreach programs
where licenses were sold and licensing
information was provided to dog owners. The
Department also created an Animal at Large
Ordinance Packet which contains various
documents including a copy of the Licensing
Requirements and License Application. This
packet is mailed to the customer upon any
ordinance violation call.
Goal: Implement new Field Officer protocols to
respond to the changing demands being set by
the industry.
Measurement: The Department has increased
our opportunities for additional field training
through outside schools. These schools
provide advanced officer training and also
develop perishable skills that reduce liability.
These schools include: Drivers Training, Range
Master School, Field Training Officer, Basic and
Advanced Humane Education, Crisis
Intervention Training, and Report Writing.
In addition, the Department is in the planning
stage of developing more structured in-house
training protocols.
Goal: Enhance the animal shelter experience for
the public by increasing access to more
information through various media.
Goal: Implement appointment based counseling
for owners considering relinquishing their
animal. Offer alternative resources, and educate
the owner on alternatives.
Goal: Improve and increase adoptions by
providing additional programs for Shelter dogs.
Programs would include a Timid Dog and Group
Socialization Program which will enhance the
adoptability of dogs that do not adjust well to the
shelter environment.
Goal: Increase the number of licensing notices
sent to dog owners by sending a second
License Renewal Notice and a third past due
notice via postcard to those who have failed to
license their animal by the required deadline.
Animal Services
Law and Justice
294 County of Contra Costa FY 2014-2015 Recommended Budget
FY 2014-15
Program Modification List
Order
Reference
to
Mand/Disc
List
Programs/
Budget Units Services FTE Net County
Cost Impact Impact
1 1 Animal
Services Administration (0.75) ($99,284)
Salary savings resulting from
continue vacancies of one
full-time Animal Services
Lieutenant and one full-time
Executive Secretary.
(0.75) ($99,284)
Conflict Defense
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 295
Conflict Defense
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 3,851,234 5,400,000 4,500,000 4,500,000 0
TOTAL EXPENDITURES 3,851,234 5,400,000 4,500,000 4,500,000 0
REVENUE 0000 0
GROSS REVENUE 0000 0
NET COUNTY COST (NCC) 3,851,234 5,400,000 4,500,000 4,500,000 0
FINANCIAL INDICATORS
% Change in Total Exp 40% (17%) 0%
% Change in NCC 40% (17%) 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: $4,500,000
Financing: 0
Net County Cost: 4,500,000
Funding Sources:
General Fund 100% $4,500,000
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 involved 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. Due to a
continued rise in caseloads referred by the
Public Defender throughout fiscal years 2011-12
and 2012-13, the Recommended Budget
includes a continuation of increased
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
County reserve.
Conflict Defense
Law and Justice
296 County of Contra Costa FY 2014-2015 Recommended Budget
District Attorney
Mark Peterson, District Attorney Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 297
District Attorney Summary
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 26,703,966 30,899,998 31,943,402 31,258,315 (685,087)
Services and Supplies 3,713,293 2,875,783 3,349,786 3,349,786 0
Other Charges 260,727 133,400 33,400 33,400 0
Fixed Assets 52,673 0 15,000 15,000 0
Expenditure Transfers (753,376) (854,059) (828,198) (828,198) 0
TOTAL EXPENDITURES 29,977,284 33,055,122 34,513,390 33,828,303 (685,087)
REVENUE
Other Local Revenue 2,712,573 4,135,035 4,034,171 4,034,171 0
Federal Assistance 203,220 140,803 132,531 132,531 0
State Assistance 14,181,085 14,808,529 15,261,601 15,261,601 0
GROSS REVENUE 17,096,878 19,084,367 19,428,303 19,428,303 0
NET COUNTY COST (NCC) 12,880,406 13,970,755 15,085,087 14,400,000 (685,087)
Allocated Positions (FTE) 168 177 180 180 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 87% 91% 90% 90%
% Change in Total Exp 10% 4% (2%)
% Change in Total Rev 12% 2% 0%
% Change in NCC 8% 8% (5%)
COMPENSATION INFORMATION
Permanent Salaries 13,971,490 17,317,684 18,289,951 17,878,306 (411,645)
Temporary Salaries 2,444,795 408,405 470,405 470,405 0
Permanent Overtime 99,516 45,000 70,000 70,000 0
Deferred Comp 64,117 121,489 96,960 86,626 (10,334)
Comp & SDI Recoveries (1,935) 0 0 0 0
FICA/Medicare 1,019,180 1,079,485 1,101,983 1,072,348 (29,635)
Ret Exp-Pre 97 Retirees 70,415 80,165 80,165 80,165 0
Retirement Expense 5,597,621 7,629,284 8,375,180 8,228,384 (146,796)
Excess Retirement 593 0 0 0 0
Employee Group Insurance 1,607,107 2,161,556 1,839,385 1,766,845 (72,540)
Retiree Health Insurance 1,041,766 1,070,511 1,013,194 1,013,194 0
OPEB Pre-Pay 391,276 391,276 391,276 391,276 0
Unemployment Insurance 62,507 66,007 52,763 51,192 (1,571)
Workers Comp Insurance 335,480 529,136 162,140 149,574 (12,566)
Labor Received/Provided 38 0 0 0 0
District Attorney
Law and Justice
298 County of Contra Costa FY 2014-2015 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 2014-2015 Recommended Budget 299
District Attorney Budget
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 26,000,754 30,208,811 31,247,487 30,562,400 (685,087)
Services and Supplies 3,679,016 2,860,941 3,331,800 3,331,800 0
Other Charges 260,727 133,400 33,400 33,400 0
Fixed Assets 52,673 0 15,000 15,000 0
Expenditure Transfers (313,067) (448,059) (422,198) (422,198) 0
TOTAL EXPENDITURES 29,680,103 32,755,093 34,205,489 33,520,402 (685,087)
REVENUE
Other Local Revenue 2,602,527 3,935,035 3,834,171 3,834,171 0
Federal Assistance 203,220 140,803 132,531 132,531 0
State Assistance 14,181,085 14,808,529 15,261,601 15,261,601 0
GROSS REVENUE 16,986,832 18,884,367 19,228,303 19,228,303 0
NET COUNTY COST (NCC) 12,693,271 13,870,726 14,977,186 14,292,099 (685,087)
Allocated Positions (FTE) 164 173 177 177 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 87% 91% 90% 90%
% Change in Total Exp 10% 4% (2%)
% Change in Total Rev 11% 2% 0%
% Change in NCC 9% 8% (5%)
COMPENSATION INFORMATION
Permanent Salaries 13,664,593 16,975,222 17,932,343 17,520,698 (411,645)
Temporary Salaries 2,352,483 401,724 470,405 470,405 0
Permanent Overtime 99,516 45,000 70,000 70,000 0
Deferred Comp 62,377 117,949 93,780 83,446 (10,334)
Comp & SDI Recoveries (1,935) 0 0 0 0
FICA/Medicare 992,349 1,055,990 1,076,399 1,046,764 (29,635)
Ret Exp-Pre 97 Retirees 68,967 76,958 76,958 76,958 0
Retirement Expense 5,481,677 7,494,170 8,229,402 8,082,606 (146,796)
Excess Retirement 593 0 0 0 0
Employee Group Insurance 1,555,087 2,098,343 1,778,994 1,706,454 (72,540)
Retiree Health Insurance 974,784 998,205 948,034 948,034 0
OPEB Pre-Pay 361,873 361,873 361,873 361,873 0
Unemployment Insurance 60,976 64,705 51,656 50,085 (1,571)
Workers Comp Insurance 327,377 518,672 157,643 145,077 (12,566)
Labor Received/Provided 38 0 0 0 0
District Attorney
Law and Justice
300 County of Contra Costa FY 2014-2015 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: $33,520,402
Financing: 19,228,303
Net County Cost: 14,292,099
Funding Sources:
Sales Tax 37.5% $12,569,450
Intergov Rev 10.6% 3,549,171
Misc State Aid 7.5% 2,520,151
State Aid Realignmt 0.5% 172,000
Fed Aid Crime Ctrl 0.4% 132,531
Miscellaneous Rev 0.9% 285,000
General Fund 42.6% 14,292,099
FTE: 176.5
District Attorney
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 301
Public Assistance Fraud Budget
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 423,397 402,349 400,873 400,873 0
Services and Supplies 15,877 3,651 5,127 5,127 0
Expenditure Transfers (440,309) (406,000) (406,000) (406,000) 0
TOTAL EXPENDITURES (1,036) 0 0 0 0
REVENUE 0000 0
GROSS REVENUE 0000 0
NET COUNTY COST (NCC) (1,036) 0 0 0 0
Allocated Positions (FTE) 2211 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 96% 99% 99% 99%
% Change in Total Exp (100%) 0% 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 155,426 189,738 198,740 198,740 0
Temporary Salaries 92,312 3,071 0 0 0
Deferred Comp 720 2,520 2,160 2,160 0
FICA/Medicare 15,851 11,819 13,440 13,440 0
Ret Exp-Pre 97 Retirees 741 2,560 2,560 2,560 0
Retirement Expense 57,255 74,154 79,370 79,370 0
Employee Group Insurance 21,647 33,225 30,439 30,439 0
Retiree Health Insurance 56,153 61,427 53,167 53,167 0
OPEB Pre-Pay 17,313 17,313 17,313 17,313 0
Unemployment Insurance 949 726 639 639 0
Workers Comp Insurance 5,029 5,796 3,045 3,045 0
District Attorney
Law and Justice
302 County of Contra Costa FY 2014-2015 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 100.0% $406,000
FTE: 1.0
District Attorney
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 303
Public Administrator Budget
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 279,816 288,838 295,042 295,042 0
Services and Supplies 18,401 11,191 12,859 12,859 0
TOTAL EXPENDITURES 298,216 300,029 307,901 307,901 0
REVENUE
Other Local Revenue 110,046 200,000 200,000 200,000 0
GROSS REVENUE 110,046 200,000 200,000 200,000 0
NET COUNTY COST (NCC) 188,170 100,029 107,901 107,901 0
Allocated Positions (FTE) 2222 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 94% 96% 96% 96%
% Change in Total Exp 1% 3% 0%
% Change in Total Rev 82% 0% 0%
% Change in NCC (47%) 8% 0%
COMPENSATION INFORMATION
Permanent Salaries 151,471 152,724 158,868 158,868 0
Temporary Salaries 0 3,610 0 0 0
Deferred Comp 1,020 1,020 1,020 1,020 0
FICA/Medicare 10,981 11,676 12,144 12,144 0
Ret Exp-Pre 97 Retirees 706 647 647 647 0
Retirement Expense 58,689 60,960 66,408 66,408 0
Employee Group Insurance 30,373 29,988 29,952 29,952 0
Retiree Health Insurance 10,828 10,879 11,993 11,993 0
OPEB Pre-Pay 12,090 12,090 12,090 12,090 0
Unemployment Insurance 583 576 468 468 0
Workers Comp Insurance 3,075 4,668 1,452 1,452 0
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 administer their estate.
District Attorney
Law and Justice
304 County of Contra Costa FY 2014-2015 Recommended Budget
Public Administrator Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $307,901
Financing: 200,000
Net County Cost: 107,901
Funding Sources:
Estate Fees 65.0% $200,000
General Fund 35.0% 107,901
FTE: 2.0
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: $2,798,391
Financing: 1,000,000
Net Fund Cost: 1,798,391
Funding Sources:
Fines/Forfeitures 35.7% $1,000,000
Fund Balance 64.3% 1,798,391
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: $101,487
Financing: 10,000
Net Fund Cost: 91,487
Funding Sources:
Seizures 1.5% $10,000
Fund Balance 98.5% 91,487
FTE: 1.0
District Attorney
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 305
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: $ 2,103,243
Financing: 50,000
Net Fund Cost: 2,053,543
Funding Sources:
General Fines 2.4% $ 50,000
Fund Balance 97.6% 2,053,243
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: $ 355,560
Financing: 50,000
Net Fund Cost: 305,560
Funding Sources:
General Fines 14.0% $ 50,000
Fund Balance 86.0% 305,560
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: $457,400
Financing: 550,000
Net Fund Cost: (92,600)
Funding Sources:
Recording Fees 100.0% $550,000
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: $312,259
Financing: 312,259
Net Fund Cost: 0
Funding Sources:
Public Safety Realign 100.0% $312,259
District Attorney
Law and Justice
306 County of Contra Costa FY 2014-2015 Recommended Budget
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: $111,959
Financing: 111,959
Net Fund Cost: 0
Funding Sources:
Public Safety Realign 100.0% $111,959
CAO’s Recommendation
The FY 2014-15 Baseline Budget increases
expenditure appropriations by $1.46 million, or
4.4% and estimated revenue by $0.34 million, or
1.8%, resulting in an increase to net County cost
of $1.12 million.
The Recommended Budget increases net
County cost by $429,245, which funds a portion
of the baseline increase over FY 2013-14. The
remainder of the difference is achieved by
establishing a vacancy factor at $685,087 within
the department budget to account for cost
savings associated with positions that are
currently or will become vacant during FY 2014-
15.
The District Attorney’s office continues to work
aggressively on new crime prevention initiatives
in addition to managing responsibilities
associated with AB 109. The County
Administrator’s Office acknowledges this
continued effort and believes that the
Recommended Budget reflects a balance
between continued funding of 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.
Performance Measurement
With a population of over 1.1 million residents
covering 19 cities and the unincorporated area,
the District Attorney reviews police reports
submitted by 25 law enforcement agencies
across the County. The Office files and
prosecutes thousands of criminal cases every
year. Last year, the District Attorney prosecuted
over 3,900 felony cases and over 7,300
misdemeanor cases. This includes conducting
127 felony and 254 misdemeanor jury trails—the
county’s highest number of misdemeanor jury
trials in one calendar year. Despite acute budget
issues and recurring manpower shortages, the
District Attorney managed to maintain an overall
felony conviction rate of 88%—the highest in the
San Francisco Bay Area. The District Attorney’s
Office is also called upon to investigate and to
prosecute public corruption, and to enforce
environmental and consumer protection laws
both civilly and criminally.
Administrative and Program Goals
1. Crime Prevention Programs
The District Attorney's Office continues to
implement new crime prevention initiatives.
a. Ceasefire
The District Attorney’s Office continues its strong
involvement with the anti-gang initiative known
as “Ceasefire” in the city of Richmond. The
Office is attempting to stem gang violence at its
source, before shootings erupt and innocent
lives are taken. This includes holding “call-ins”
where gang members are called into meetings
and told of an impending crackdown if the
violence continues. The initiative is in
partnership with law enforcement, community
members, clergy, and service providers. In other
District Attorney
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 307
communities across the nation, studies show
that Ceasefire drops homicide rates by a
minimum of 20%.
In March 2012, the first Richmond call-ins were
held; in the subsequent 12 months, there was a
drop of more than 50% in the city’s homicide
rate and only 1 homicide between December 1,
2012 to March 1, 2013. The District Attorney’s
Office continues to work closely with the West
County community to keep the momentum going
in a positive direction. From July 1, 2013 to
February 28, 2014, Richmond suffered four
homicides; two in September 2013 and two in
October 2013. The months of July 2013, August
2013, November 2013, December 2013,
January 2014, and February 2014 passed with
no homicides in the city of Richmond, which is a
remarkable improvement in that community.
b. West County Anti-Violence Coalition
The District Attorney’s Office holds quarterly
meetings jointly with Richmond Police
Department, the Sheriff’s Office, Probation
Department, San Pablo Police Department, and
federal authorities to strategize regarding new
and on-going anti-violence efforts. The Office led
a wiretap operation against a violent street gang,
and law enforcement officers were able to
prevent a planned murder and dismantle the
core of the gang.
c. Anti-Truancy Initiative
The District Attorney's Office continues to
implement its anti-truancy crime prevention
initiative
The District Attorney's Office has partnered with
local school districts to increase the average
daily rate of attendance at local schools. The
following information obtained from the
California Department of Education is the State
of California and Contra Costa County Truancy
Information for 2010-2011 (the most recent year
for which statistics are available):
29.81% State student truancy rate
167,329 County student enrollment
54,292 County students truant (three
unexcused absences)
32.45% County truancy rate
The Contra Costa County truancy rate is above
the state average. School Districts lose more
than $30 each day a student misses school. The
loss in funding in the County is more than $1.7
million. Thus, a drop in truancy means a
recovery of a significant level of State funding for
local schools. Addressing the County truancy
crisis will also help alleviate the dropout crisis
that threatens to overwhelm this county’s social
service system. The County 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 is projected that a
10% increase in graduation rates in Contra
Costa County would reduce murder and assault
rates by about 20%. That would prevent 19
murders and 479 aggravated assaults each year
in this County.
The District Attorney’s Anti-Truancy efforts
include sending letters to students and parents,
meeting with school truancy officials,
participating in School Attendance Review
Board (SARB) meetings, attending school
assemblies when requested, and prosecuting
parents when necessary. The Office has also
encouraged cities to pass daytime curfew
ordinances to combat truancy.
The District Attorney is working with the Superior
Court, Public Defender’s Office, Probation
Department, Children and Family Services and
County Mental Health to initiate an adult truancy
court for parents of children grades K-8,
modeled after that in Alameda County.
The District Attorney has established a
partnership with the Youth Intervention Network
(YIN)—a community organization based in
Antioch that had tremendous success in curbing
truancy in the San Francisco Unified School
District—to devise a pilot program in one of our
county’s largest school districts to combat
chronic absenteeism. Should the program
successfully curb the rate of chronic
absenteeism in the pilot district, the District
Attorney’s Office plans to implement the model
throughout the County.
The District Attorney has been working with
several SARB representatives to address a
variety of issues at the district level and have
attended multiple all-day SARB “District Attorney
Truancy Mediations.” In addition, the District
Attorney’s Office visits numerous elementary,
District Attorney
Law and Justice
308 County of Contra Costa FY 2014-2015 Recommended Budget
middle, and high schools throughout the year to
address any areas of concern including truancy,
bullying, drug use, etc.
d. Countywide Gun Buyback Program
The District Attorney led a county-wide gun
buyback program, which raised approximately
$100,000 from private and public sources to buy
back weapons off the streets. The gun buyback
was conducted on one day in several different
geographic locations around the county and
resulted in the collection of over 500 weapons,
which were permanently removed from the
streets. The Office plans to conduct another
gun buyback in Summer 2014.
e. Human Trafficking Awareness Campaign
The District Attorney sponsored a Human-
Trafficking Awareness Campaign in February
2014. This included conducting a press
conference to highlight the problem of human
trafficking as well as placing public notices in
busses, bus shelters, Bay Area Rapid Transit
(BART) stations and billboards throughout the
County.
2. Administrative Goals
a. Case Management System
The Office needs a new case management
system to effectively prosecute the thousands of
cases processed each year. A vendor was
recently selected to provide a new system,
which is anticipated to go live in October 2014.
This has taken, and will continue to take,
significant time and effort to successfully
implement.
b. Filing/Storage Systems
The District Attorney recently purged thousands
of old files, and transferred the remaining stored
files to a new vendor. This will save money in
retrieval and storage costs.
The District Attorney will investigate the
possibility of electronic storage of closed files,
once the new Case Management System is
operational.
c. Staffing
The District Attorney will continue efforts to
maintain minimum staffing levels necessary to
prosecute the full spectrum of criminal offenses
and work on crime prevention initiatives.
d. Realignment (AB 109)
Significant resources are required to address the
changes associated with implementation of AB
109 in the District Attorney’s Office including
more victim witness personnel to work with
victims and determine restitution; more
prosecutors to handle parole revocations;
additional prosecutions because of these
individuals now serving less custody time; and
training of prosecutors regarding new
sentencing alternatives.
Beginning on July 1, 2013, the Board of Parole
Hearings shifted responsibility for the parole
revocation process directly to local district
attorneys. This has required the District Attorney
to conduct all of the investigations and
evidentiary hearings that the State of California
previously handled for California Department of
Corrections and Rehabilitation (CDCR)
parolees.
District Attorney
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 309
FY 2014-15
Program Modification List
Order
Reference to
Mand/Disc
List
Program
Name Services FTE Net County
Cost Impact Impact
1 Various Various Increase Staff
Vacancy Factor 0.0 ($685,087)
Establish a vacancy factor
within the department
budget to account for
savings associated with
positions that are currently
or will become vacant
during FY 2014-15.
Total 0.0 ($685,087)
District Attorney
Law and Justice
310 County of Contra Costa FY 2014-2015 Recommended Budget
Justice Systems Development/Planning
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 311
Summary
Law and Justice Budgets
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 286,919 403,104 385,991 385,991 0
Services and Supplies 930,626 4,918,251 2,132,219 3,215,737 1,083,518
Other Charges 575,366 577,000 577,000 577,000 0
Expenditure Transfers (52,241) (144,640) (144,640) (144,640) 0
TOTAL EXPENDITURES 1,740,670 5,753,715 2,950,570 4,034,088 1,083,518
REVENUE
Other Local Revenue 150,653 161,965 161,965 1,245,483 1,083,518
State Assistance 907,540 905,623 905,623 905,623 0
GROSS REVENUE 1,058,193 1,067,588 1,067,588 2,151,106 1,083,518
NET COUNTY COST (NCC) 682,477 4,686,127 1,882,982 1,882,982 0
Allocated Positions (FTE) 2333 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 16% 7% 12% 9%
% Change in Total Exp 0% 231% (49%) 37%
% Change in Total Rev 0% 1% 0% 101%
% Change in NCC 0% 587% (60%) 0%
COMPENSATION INFORMATION
Permanent Salaries 157,885 224,318 210,072 210,072 0
Deferred Comp 2,820 4,620 4,620 4,620 0
FICA/Medicare 11,610 17,172 16,116 16,116 0
Ret Exp-Pre 97 Retirees 730 973 973 973 0
Retirement Expense 56,936 86,046 85,080 85,080 0
Employee Group Insurance 28,190 40,561 40,006 40,006 0
Retiree Health Insurance 19,911 20,009 20,009 20,009 0
OPEB Pre-Pay 7,275 7,275 7,275 7,275 0
Unemployment Insurance 614 854 632 632 0
Workers Comp Insurance 947 1,276 1,208 1,208 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
312 County of Contra Costa FY 2014-2015 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 2014-2015 Recommended Budget 313
Law & Justice Systems Development
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 286,919 403,104 385,991 385,991 0
Services and Supplies 201,456 3,281,501 1,226,596 2,310,114 1,083,518
Other Charges 575,366 577,000 577,000 577,000 0
Expenditure Transfers (52,241) (144,640) (144,640) (144,640) 0
TOTAL EXPENDITURES 1,011,500 4,116,965 2,044,947 3,128,465 1,083,518
REVENUE
Other Local Revenue 150,653 161,965 161,965 1,245,483 1,083,518
GROSS REVENUE 150,653 161,965 161,965 1,245,483 1,083,518
NET COUNTY COST (NCC) 860,847 3,955,000 1,882,982 1,882,982 0
Allocated Positions (FTE) 2333 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 27% 9% 18% 12%
% Change in Total Exp 0% 307% (50%) 53%
% Change in Total Rev 0% 8% 0% 669%
% Change in NCC 0% 359% (52%) 0%
COMPENSATION INFORMATION
Permanent Salaries 157,885 224,318 210,072 210,072 0
Deferred Comp 2,820 4,620 4,620 4,620 0
FICA/Medicare 11,610 17,172 16,116 16,116 0
Ret Exp-Pre 97 Retirees 730 973 973 973 0
Retirement Expense 56,936 86,046 85,080 85,080 0
Employee Group Insurance 28,190 40,561 40,006 40,006 0
Retiree Health Insurance 19,911 20,009 20,009 20,009 0
OPEB Pre-Pay 7,275 7,275 7,275 7,275 0
Unemployment Insurance 614 854 632 632 0
Workers Comp Insurance 947 1,276 1,208 1,208 0
Description: Develops, coordinates, and
installs automated information systems for
justice departments including project
management, training and technical assistance.
Plans and manages the implementation of the
case management information system for the
District Attorney, Public Defender and Probation
departments. Coordinates regularly with the
Superior Court and local law enforcement
agencies on system upgrades, testing, and
troubleshooting. Plans, maintains and
coordinates countywide justice systems and
interfaces – currently, the All County Criminal
Justice Information Network (ACCJIN), the
Justice Automated Warrant System (JAWS), and
the Law & Justice Information System (LJIS).
Justice Systems Development/Planning
Law and Justice
314 County of Contra Costa FY 2014-2015 Recommended Budget
Law & Justice Systems Development
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $ 3,273,105
Financing: 1,390,123
Net County Cost: 1,882,982
Funding Sources:
Fees from Participants 9.0% 292,615
Miscellaneous Rev 33.5% 1,097,508
General Fund 57.5% 1,882,982
FTE: 2.5
Justice Systems Development/Planning
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 315
Vehicle Theft Program
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 729,170 1,636,750 905,623 905,623 0
TOTAL EXPENDITURES 729,170 1,636,750 905,623 905,623 0
REVENUE
State Assistance 907,540 905,623 905,623 905,623 0
GROSS REVENUE 907,540 905,623 905,623 905,623 0
NET COUNTY COST (NCC) (178,370) 731,127 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 0% 124% (45%) 0%
% Change in Total Rev 0% 0% 0% 0%
% Change in NCC 0% (510%) (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
Justice Systems Development/Planning
Law and Justice
316 County of Contra Costa FY 2014-2015 Recommended Budget
Miscellaneous Programs
(Non-General Fund)
1. Automated ID & Warrant
Description: Special fund to finance a
countywide warrant system and to replace and
enhance the automated fingerprint identification
(CAL-ID) equipment. Also provides funding for
the Automated Regional Information Exchange
System (ARIES).
Automated ID & Warrant Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $2,546,634
Financing: 625,001
Net Fund Cost: 1,921,633
Funding Sources:
Fines & Forfeits 15.7% $ 400,000
Participant Fees 8.8% 225,001
Fund Balance 75.5% 1,921,633
Fund 114000
2. Courthouse Construction
See Superior Court Related Functions.
3. Criminal Justice Facility Construction
See Superior Court Related Functions.
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: $285,000
Financing: 285,000
Net Fund Cost: 0
Funding Sources:
Penalty Assessments 100% $285,000
Fund 115600
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: $21,390,890
Financing: 21,390,890
Net Fund Cost: 0
Funding Sources:
Public Safety Realign 100% $21,390,890
Fund 115300 (2982)
Justice Systems Development/Planning
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 317
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: $6,181,669
Financing: 6,181,669
Net Fund Cost: 0
Funding Sources:
Public Safety Realign 100% $6,181,669
Fund 115300 (2981)
CAO’s Recommendation
The Baseline Budget is decreased from the
current year by $2,803,145 primarily due to the
removal of one-time appropriations in the
amount of $2.1 million from Law & Justice
Systems Development and prior year fund
balance in the amount of $731,000 from the
Vehicle Theft program. In anticipation of a
reduced state allocation of AB 109 Public Safety
Realignment funding, the Baseline Budget also
reduces, by half, the funding for a Business
Systems Analyst position that was established in
2012-13 for systems support of the public safety
realignment program.
The Recommended Budget augments the
Baseline Budget by $1,083,518 for the planned
implementation of case management systems
for the Probation, District Attorney and Public
Defender departments. The budget
augmentation is funded with a redirection of the
balance of lease/purchase financing for the
abandoned Justware case management system.
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 Proposals) 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)
• Selected vendor for Probation system and
negotiated contract
Maintain and modernize other justice data
systems
• 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.
● Warrant System – Coordinated with the
Sheriff’s records Manager to create the rules
and code that would be deployed to
review/update all outstanding warrants for all
agencies and ensure that each warrant will
compliant to the updated Department of
Justice standard, as well as validate that
each warrant was assigned to the correct
law agency;
Coordinated with the County Recorder’s
Office to reestablish the repair the system
interface that updates precinct (officer beats)
data;
Is providing business system analysis for the
JAWS enhancement that will standardize the
reporting of scars, marks and tattoos; and
Initiated a planning effort to migrate the
system to a modern software platform.
• All County Criminal Justice Information
Network – Initiated a planning effort to
Justice Systems Development/Planning
Law and Justice
318 County of Contra Costa FY 2014-2015 Recommended Budget
convert the network from traditional frame
relay circuitry to higher speed, higher
capacity fiber optic communication.
• Disposition Reporting - Analyzed and
produced juvenile disposition reports.
Administrative and Program Goals
Implementation of New District Attorney and
Probation Department Case Management
Systems
• Commence Probation system
implementation
• Complete vendor-reference interviews
(District Attorney only)
• Complete demonstration script and host
vendor demonstrations (District Attorney
only)
• Complete 90-day evaluation of vendor
system (District Attorney only)
• Select vendor (District Attorney only)
• Complete contract negotiations
• Commence District Attorney system
implementation
Needs Assessment of Public Defender’s
Office Case Management System
• Discover and prioritize requirements
• Develop and publish an RFP (Request For
Proposals) seeking bids.
System Modernization
• Modernize JAWS software platform
• Convert the ACCJIN (justice information
network) from traditional frame relay circuitry
to higher speed, higher capacity fiber optic
communication
FY 2014-15
Program Modification List
Order
Reference to
Mand/Disc
List
Program
Name Services FTE Net County
Cost Impact Impact
1 1
Law & Justice
Systems
Development
Appropriate balance
of lease-financed
Justware system to
new justice case
management
systems
0.0 1,083,518
Redirection of funding will
permit the selection and
implementation of new case
management systems for
Probation, District Attorney
and Public Defender to
proceed.
2 1
Law & Justice
Systems
Development
Redirect balance of
lease-financed
Justware system to
new justice case
management
systems
0.0 (1,083,518)
Redirection of funding will
permit the selection and
implementation of new case
management systems for
Probation, District Attorney
and Public Defender to
proceed
Total 0.0 0
Probation
Philip Kader, Chief Probation Officer Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 319
Probation Department Summary
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 49,054,396 52,668,803 56,010,256 54,643,426 (1,366,830)
Services and Supplies 6,115,082 8,040,357 6,821,072 6,821,072 0
Other Charges 7,067,125 7,044,500 7,177,700 7,177,700 0
Fixed Assets 148,271 0 0 0 0
Expenditure Transfers (992,422) (1,725,875) (1,158,078) (1,158,078) 0
TOTAL EXPENDITURES 61,392,453 66,027,785 68,850,950 67,484,120 (1,366,830)
REVENUE
Other Local Revenue 13,294,353 11,000,303 15,270,366 15,270,366 0
Federal Assistance 5,376,651 6,237,295 4,420,004 4,420,004 0
State Assistance 7,993,926 12,100,880 7,793,750 7,793,750 0
GROSS REVENUE 26,664,930 29,338,478 27,484,120 27,484,120 0
NET COUNTY COST (NCC) 34,727,522 36,689,307 41,366,830 40,000,000 (1,366,830)
Allocated Positions (FTE) 325 332 339 339 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 79% 78% 80% 80%
% Change in Total Exp 8% 4% (2%)
% Change in Total Rev 10% (6%) 0%
% Change in NCC 6% 13% (3%)
COMPENSATION INFORMATION
Permanent Salaries 21,443,254 22,988,180 23,516,238 22,880,565 (635,673)
Temporary Salaries 1,296,383 1,315,000 1,315,000 1,315,000 0
Permanent Overtime 1,232,265 886,000 886,000 886,000 0
Deferred Comp 42,521 82,753 110,160 95,760 (14,400)
Comp & SDI Recoveries (268,846) (47,000) (47,000) (47,000) 0
FICA/Medicare 574,259 528,778 588,224 575,012 (13,212)
Ret Exp-Pre 97 Retirees 186,978 189,597 189,597 189,597 0
Retirement Expense 16,042,356 18,149,408 20,679,054 20,128,494 (550,560)
Employee Group Insurance 3,454,843 3,738,584 3,733,746 3,608,298 (125,448)
Retiree Health Insurance 2,657,655 2,664,000 2,726,870 2,726,870 0
OPEB Pre-Pay 1,294,036 1,294,036 1,294,036 1,294,036 0
Unemployment Insurance 90,318 87,686 70,452 68,553 (1,899)
Workers Comp Insurance 886,469 791,781 947,879 922,241 (25,638)
Labor Received/Provided 121,905 0 0 0 0
Probation
Law and Justice
320 County of Contra Costa FY 2014-2015 Recommended Budget
Department Description
This 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, in collaboration with the
justice partners, our communities, courts and
crime victims. The Department is committed to
the preservation of public safety by providing
evidence-based prevention, investigation and
supervision services, as well as a safe
environment for staff and those placed in its
custodial care.
The Probation Department operates to ensure
that offenders are held accountable for criminal
law violations by completing their court-ordered
sentences. Probation is the lynchpin that
ensures compliance as well as the opportunity of
services that include but are not limited to
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 statutorily
designated Chair of the Community Corrections
Partnership (CCP). The CCP is the advisory
board involved in the planning, implementation
and oversight of the County Plan for the
realignment of State prisoners to County
jurisdiction under Public Safety Realignment (AB
109).
Probation
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 321
Probation Programs Budget
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 26,585,420 29,251,570 31,731,456 30,493,482 (1,237,974)
Services and Supplies 2,179,970 3,639,404 2,455,989 2,455,989 0
Other Charges 17,907 17,500 17,500 17,500 0
Fixed Assets 148,271 0 0 0 0
Expenditure Transfers (1,052,402) (1,911,520) (1,344,778) (1,344,778) 0
TOTAL EXPENDITURES 27,879,166 30,996,954 32,860,167 31,622,193 (1,237,974)
REVENUE
Other Local Revenue 8,614,320 6,145,934 10,354,320 10,354,320 0
Federal Assistance 4,613,296 4,997,295 3,395,004 3,395,004 0
State Assistance 650,961 4,749,545 353,262 353,262 0
GROSS REVENUE 13,878,578 15,892,774 14,102,586 14,102,586 0
NET COUNTY COST (NCC) 14,000,588 15,104,180 18,757,581 17,519,607 (1,237,974)
Allocated Positions (FTE) 173 179 186 186 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 92% 89% 93% 92%
% Change in Total Exp 11% 6% (4%)
% Change in Total Rev 15% (11%) 0%
% Change in NCC 8% 24% (7%)
COMPENSATION INFORMATION
Permanent Salaries 11,510,214 12,567,050 13,144,522 12,568,933 (575,589)
Temporary Salaries 48,530 0 0 0 0
Permanent Overtime 40,478 150,000 150,000 150,000 0
Deferred Comp 23,772 57,493 67,020 54,420 (12,600)
Comp & SDI Recoveries (60,646) 0 0 0 0
FICA/Medicare 268,490 311,498 335,752 323,416 (12,336)
Ret Exp-Pre 97 Retirees 99,448 101,597 101,597 101,597 0
Retirement Expense 8,502,226 9,727,647 11,359,912 10,860,544 (499,368)
Employee Group Insurance 1,728,427 1,896,891 1,982,574 1,869,426 (113,148)
Retiree Health Insurance 2,657,655 2,664,000 2,726,870 2,726,870 0
OPEB Pre-Pay 1,294,036 1,294,036 1,294,036 1,294,036 0
Unemployment Insurance 44,094 48,007 39,402 37,683 (1,719)
Workers Comp Insurance 428,696 433,351 529,771 506,557 (23,214)
Labor Received/Provided 0 0 0 0 0
Probation
Law and Justice
322 County of Contra Costa FY 2014-2015 Recommended Budget
1. Adult Field Services
Description: Investigates and supervises
criminal offenders referred by the Courts.
a. Investigations – Prepares more than 3,500
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: 19.0
b. Superior Court Probation Officers –
Provides information on probation cases to
the judges and represents the Probation
Department in the Superior Court to assist in
arriving at the appropriate disposition.
Positions are funded through Court
Revenues.
FTE: 4.0
c. Active Felony Supervision (SB678) -
Supervises a daily average of 1,500 felons
convicted of violent and serious crimes, and
monitors the specific and general conditions
of probation, order by the court as well as
provides the opportunity for services directly
related to the clients identified needs.
FTE: 19.0
d. Public Safety Realignment (AB 109) - The
Community Corrections Partnership (chaired
by the County Probation Officer) has
instituted the county-wide plan and budget
that was approved by the Board of
Supervisors. The elements of the plan
include the Post Release Community
Supervision clients released from prison to
the supervision of the probation department,
and clients sentenced to local jail
commitments and mandatory supervision.
In FY 2013-14, the Probation Department
began a Pre-Trial Pilot Program aimed at
reducing pre-trial detention for low risk
offenders.
FTE: 20.0
e. Second Chance Act Reentry Program -
Provides a comprehensive response to the
previously incarcerated adults who are
released from prison and returning to the
local community and works to make that
adjustment as seamless as possible.
FTE: 2.0
f. Smart Probation Program – Provides
evidence-based supervision strategies
aimed at improving probation success rates,
which would in turn improve public safety,
and reduce admissions to prisons and jails.
FTE: 1.0
g. Drug Grant (Narcotics Enforcement
Team) – Provides intensive monitoring and
supervision for drug related offenders. The
Deputy Probation Officer (DPO) works
closely with county Narcotic Enforcement
Teams.
FTE: 1.0
h. Vehicle Theft – Collaborative program
including the California Highway Patrol,
Sheriff, District Attorney, and Probation
Departments that enhances the capacity of
local police and prosecutors to deter,
investigate and prosecute vehicle theft
crimes. 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: 1.0
i. Domestic Violence – Provides intensive
supervision of high-risk offenders who have
been court-ordered to complete a mandated
52-week batterer’s treatment program. The
DPOs also work with the victims of domestic
violence and facilitate the collection of
restitution and restraining orders when
necessary. They also provide intensive
supervision to domestic violence offenders
assigned to Drug Court.
FTE: 6.0
j. DUI Enhanced Supervision Program –
Collaboration with the California Office of
Traffic Safety that provides for intensified
supervision of felony drunk drivers.
FTE: 1.0
k. Banked Caseload – The DPO provides
supervision and monitoring of probation
violations. Unfortunately the daily average
Probation
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 323
population of this caseload is approximately
700 felons.
FTE: 1.0
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. The DPOs
also offer evidence-based cognitive services to
those youth identified through a risk needs
assessment. Regular deputy probation office
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 as well as
provides recommendation for the Court to
consider involving detention or release.
FTE: 5.0
b. Investigation – Conducts investigations that
include the nature of the offense, family and
school background and other related issues
for the court consideration during the
dispositional process. The Department
performs over 3,000 intake and court
investigations annually.
FTE: 10.0
c. Court Probation Officers – Represents
Probation in court hearings and provides
appropriately related information on
probation cases to the judges to assist in
arriving at the appropriate disposition.
FTE: 5.0
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: 14.0
e. Placement – Formulates alternative living
plans for approximately 150 youth annually,
who cannot remain at home or attend local
schools because of serious delinquency,
behavioral problem, and/or family
dysfunction.
FTE: 8.0
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: 9.0
g. Juvenile Behavioral Mental Health
Collaborative – Supervises youth with co-
occurring disorders (mental
health/substance abuse) with the goal of
reducing recidivism. The program is a
collaborative of Children’s Mental Health,
Alcohol and Other Drugs, Health Services
and Probation.
FTE: 1.0
h. Community Probation – DPOs join with
various police jurisdictions to provide
intensive supervision to high-risk youth and
provide referral opportunities for the youth
and their family. Funding is provided by the
JJCPA.
FTE: 8.0
i. Youthful Offender Treatment Program
(YOTP)/Girls in Motion (GIM) – DPOs
provide in-custody transition services and
out-of-custody monitoring for those youth in
the treatment programs. Intense supervision
and service opportunities are provided to
ensure compliance and provide for
meaningful interventions in the community.
FTE: 6.0
Probation
Law and Justice
324 County of Contra Costa FY 2014-2015 Recommended Budget
3. Other Services
a. Training – Includes ensuring state
mandated Standards and Training for
Corrections (STC) training requirements.
Staff also establish and coordinate and
approved training for Probation staff.
FTE: 3.0
b. Field Support Services – Provides clerical
support to the Probation Department.
FTE: 22.0
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. Staff also serves on many local and
state-wide agencies/boards to not only represent
Contra Costa County but learn the best
practices that could be considered for local
implementation.
FTE: 15.0
5. Probation Collections Unit
Description: The Collections Unit was added to
the Probation Department in FY 2010-11 upon
the closure of the County’s Office of Revenue
Collections. The unit is responsible for
collecting various fees for services received that
include, but are not limited to, Juvenile Hall, the
Orin Allen Youth Rehabilitation Facility, and the
Electronic Monitoring Program.
FTE: 5.0
Probation Programs Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $31,622,193
Financing: 14,102,586
Net County Cost: 17,519,607
Funding Sources:
State 19.5% $6,164,442
AB 109 Realignment 11.0% 3,490,390
Title IV-E 7.9% 2,500,000
Charges for Services 3.2% 1,012,750
Federal 3.0% 935,004
General Fund 55.4% 17,519,607
FTE: 186.0
Probation
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 325
Juvenile Facilities Budget
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 22,468,976 23,417,233 24,278,800 24,149,944 (128,856)
Services and Supplies 2,172,222 2,553,983 2,513,395 2,513,395 0
Other Charges 10,592 10,200 10,200 10,200 0
Expenditure Transfers 59,980 185,645 186,700 186,700 0
TOTAL EXPENDITURES 24,711,770 26,167,061 26,989,095 26,860,239 (128,856)
REVENUE
Other Local Revenue 2,444,235 2,662,813 2,715,701 2,715,701 0
Federal Assistance 5,869 0 0 0 0
State Assistance 7,018,915 6,981,438 7,090,000 7,090,000 0
GROSS REVENUE 9,469,018 9,644,251 9,805,701 9,805,701 0
NET COUNTY COST (NCC) 15,242,752 16,522,810 17,183,394 17,054,538 (128,856)
Allocated Positions (FTE) 152 153 153 153 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 91% 90% 91% 91%
% Change in Total Exp 6% 3% 0%
% Change in Total Rev 2% 2% 0%
% Change in NCC 8% 4% (1%)
COMPENSATION INFORMATION
Permanent Salaries 9,933,040 10,421,130 10,371,716 10,311,632 (60,084)
Temporary Salaries 1,247,853 1,315,000 1,315,000 1,315,000 0
Permanent Overtime 1,191,787 736,000 736,000 736,000 0
Deferred Comp 18,749 25,260 43,140 41,340 (1,800)
Comp & SDI Recoveries (208,200) (47,000) (47,000) (47,000) 0
FICA/Medicare 305,769 217,280 252,472 251,596 (876)
Ret Exp-Pre 97 Retirees 87,530 88,000 88,000 88,000 0
Retirement Expense 7,540,129 8,421,761 9,319,142 9,267,950 (51,192)
Employee Group Insurance 1,726,416 1,841,693 1,751,172 1,738,872 (12,300)
Unemployment Insurance 46,224 39,679 31,050 30,870 (180)
Workers Comp Insurance 457,774 358,430 418,108 415,684 (2,424)
Labor Received/Provided 121,905 0 0 0 0
Probation
Law and Justice
326 County of Contra Costa FY 2014-2015 Recommended Budget
Description: A continuum of court-ordered
custodial care and treatment services for
juveniles ordered into custody by the court.
1. 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: 106.5
2. 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: 41.0
3. 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 treatments enrich the secure
program. Referrals to local resources and
collaborative supervision methodology are
utilized upon transition from custody.
FTE: 1.0
4. Electronic Monitoring – Provides
electronic monitoring / GPS support to
juvenile probation deputies and intensive
supervision to minors released to the
community prior to sentencing.
FTE: 1.0
5. Youthful Offender Treatment Program
(YOTP) – Specific commitment treatment
program for male youthful offenders utilizing
cognitive / evidence-based practices. The
program encompasses a specialized living
unit for participants who are in custody and
provide appropriate referrals to community-
based services and intensive supervision for
participants who are returning to the
community.
FTE: 3.0
Juvenile Facilities Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $26,860,239
Financing: 9,805,701
Net County Cost: 17,054,538
Funding Sources:
State 35.0% $9,402,701
Federal 1.5% 400,000
Misc Revenue 0.0% 3,000
General Fund 63.5% 17,054,538
FTE: 152.5
Probation
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 327
Care of Court Wards Budget
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 1,762,891 1,846,970 1,851,688 1,851,688 0
Other Charges 7,038,626 7,016,800 7,150,000 7,150,000 0
TOTAL EXPENDITURES 8,801,517 8,863,770 9,001,688 9,001,688 0
REVENUE
Other Local Revenue 2,235,798 2,191,556 2,200,345 2,200,345 0
Federal Assistance 757,486 1,240,000 1,025,000 1,025,000 0
State Assistance 324,050 369,897 350,488 350,488 0
GROSS REVENUE 3,317,334 3,801,453 3,575,833 3,575,833 0
NET COUNTY COST
(NCC) 5,484,182 5,062,317 5,425,855 5,425,855 0
FINANCIAL INDICATORS
% Change in Total Exp 1% 2% 0%
% Change in Total Rev 15% (6%) 0%
% Change in NCC (8%) 7% 0%
Description: Court-ordered custodial care
outside of County facilities, and medical care for
juvenile residents within County facilities.
1. 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.
2. Division of Juvenile Justice (DJJ) Fees –
Fees paid to the DJJ for the incarceration
cost of juveniles placed under the care and
control of the state.
3. 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: $9,001,688
Financing: 3,575,833
Net County Cost: 5,425,855
Funding Sources:
Gov/Gov 24.4% $2,200,345
Federal 11.4% 1,025,000
State 3.9% 350,488
General Fund 60.3% 5,425,855
Probation
Law and Justice
328 County of Contra Costa FY 2014-2015 Recommended Budget
Miscellaneous Programs
(Non-General Fund)
1. Juvenile Justice Crime Prevention Act
(JJCPA) - SLESF – Probation
Description: This Special Revenue Fund
provides State resources from the Juvenile
Justice Crime Prevention Act of 2000 (JJCPA) to
support juvenile prevention initiatives.
The State funds are used to support 21 FTE
positions in the School and Community
Probation Programs. DPOs 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 as well as provide referral services that
directly relate to the needs identified in the risk
needs assessment completed.
SLESF – Probation Summary
Service: Discretionary
Level of Service: Discretionary
(Limited to Juvenile Prevention Services)
Expenditures: $3,031,638
Financing: 3,031,638
Funding Sources:
State 100.0% $3,031,638
2. Probation Ward Welfare Fund
Description: Pursuant to Welfare and
Institutions Code 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: $296,437
Financing: 61,000
Net Fund Cost: 235,437
Funding Sources:
Misc Revenue 25.9% $61,000
Fund Balance 74.1% 235,437
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 probationers to State Prison. CCPIF
revenue is to be used for evidence-based
probation supervision activities with the ultimate
goal of reducing recidivism among adult
probations between the ages of 18 and 25.
CCPIF
Service: Discretionary
Level of Service: Discretionary
Expenditures: $3,041,073
Financing: 3,989,543
Net Fund Cost: (948,470)
Funding Sources:
State 100.0% $3,989,543
Probation
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 329
CAO’s Recommendation
The FY 2014-15 Baseline Budget increases
expenditure appropriations by $2.82 million or
4.3% and decreases estimated revenue by
$1.85 million or 6.3%, resulting in an increase to
net County cost of $4.68 million. The two
primary drivers of baseline increases to net
County cost are (1) salary and benefit expenses
and (2) anticipated reductions in federal
assistance, namely Title IV-E pre-placement
administration claims for youth at imminent risk
of foster care placement. Alongside other
counties, the department is actively working with
the California Department of Social Services to
identify and correct systemic issues in
determining allowable cases and activities.
The Recommended Budget increases net
County cost by $3.31 million, which funds a
significant amount of the baseline increase over
fiscal year 2013-14. The remainder of the
difference is achieved by establishing a vacancy
factor at $1,366,830 within the department
budget to account for savings associated with
positions that are currently vacant or will
become vacant during FY 2014-15. While it
balances the department budget, this will create
a significant hardship to the department and
may result in increases of banked cases and in
the number of cases the department can actively
supervise.
Performance Measurement
Complete the implementation of a case
management system (CMS).
Probation has selected Capita Technologies as
their case management system vendor.
Probation is in the final stages of implementation
that include the 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 evaluate “Thinking for a Change” (T4C) (an
evidenced-based program) to ensure fidelity to
the model. The Department has also trained its
own trainers who train other Probation staff, as
well as Community-Based Partners. The
Department continues to solicit evaluations from
experts.
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 on the unit and
aftercare staff have received enhanced training
in gender-specific issues and Girls’ Circle.
Seek possible funding sources to
rehabilitate, at no County cost, two units of
Juvenile Hall.
The Department has secured funding to remodel
one unit in the old Juvenile Hall facility. The
remodel is beginning with the goal of providing
space for a comprehensive educational and
vocational opportunity for those youth
transitioning out of the Youthful Offender
Treatment Program.
Improve collaborative efforts among
departments to improve service delivery to
clients.
The rapid implementation of AB 109 and
creation of the mandatory Community
Corrections Partnership defined partnerships
and facilitated healthy communication to provide
supportive services to adults re-entering the
community from prison as well as providing
improved services to the probation population
now serving time in jail. The Chief Probation
Officer is an active member of the Contra Costa
County Police Chief’s Association and continues
to work on enhancing collaborative opportunities
with local law enforcement as well as local
community-based organizations. Partnerships
are further fostered through the Second Chance
and Smart Probation Federal grant awards.
Probation
Law and Justice
330 County of Contra Costa FY 2014-2015 Recommended Budget
Administrative and Program Goals
Continue to implement and evaluate all aspects
of AB 109 Public Safety Realignment, its impact
on the community, and 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 2014-15
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 (1,237,974)
Establish a vacancy factor
within the department budget to
account for savings associated
with positions that are currently
vacant or will become vacant
during FY 2014-15. This will
result in an increase of banked
cases as well as an increase in
the number of cases not being
actively supervised.
2 5
Orin Allen
Youth
Rehabilitation
Facility
Increase Vacancy
Factor 0.0 (128,856)
Establish a vacancy factor
within the department budget to
account for savings associated
with positions that are currently
vacant or will become vacant
during FY 2014-15. This will
result in staffing levels that
meet the minimum
requirements by law but are
below best-practice guidelines.
Total 0.0 (1,366,830)
Public Defender
Robin Lipetzky, Public Defender Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 331
Public Defender Summary
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 14,648,249 16,788,143 17,563,901 18,063,901 500,000
Services and Supplies 2,084,906 2,129,870 1,995,110 1,995,110 0
Other Charges 142 5,000 5,000 5,000 0
Fixed Assets 0 150,000 0 0 0
Expenditure Transfers (30,979) (33,189) (43,029) (43,029) 0
TOTAL EXPENDITURES 16,702,318 19,039,824 19,520,982 20,020,982 500,000
REVENUE
Other Local Revenue 481,174 899,451 1,167,942 1,167,942 0
State Assistance 44,658 44,685 53,040 53,040 0
GROSS REVENUE 525,832 944,136 1,220,982 1,220,982 0
NET COUNTY COST (NCC) 16,176,486 18,095,688 18,300,000 18,800,000 500,000
Allocated Positions (FTE) 84 91 92 96 4
FINANCIAL INDICATORS
Salaries as % of Total Exp 88% 88% 90% 90%
% Change in Total Exp 14% 3% 3%
% Change in Total Rev 80% 29% 0%
% Change in NCC 12% 1% 3%
COMPENSATION INFORMATION
Permanent Salaries 7,942,696 9,320,884 9,826,279 10,146,279 320,000
Temporary Salaries 1,250,986 1,049,410 1,049,410 1,049,410 0
Permanent Overtime 864 0 0 0 0
Deferred Comp 39,299 61,560 68,520 72,320 3,800
Comp & SDI Recoveries (2,253) 0 0 0 0
FICA/Medicare 633,764 647,058 675,448 696,348 20,900
Ret Exp-Pre 97 Retirees 37,402 50,225 50,225 50,225 0
Retirement Expense 2,916,945 3,660,059 4,000,672 4,123,672 123,000
Excess Retirement 9,195 0 0 0 0
Employee Group Insurance 832,433 1,000,536 962,295 991,995 29,700
Retiree Health Insurance 673,936 688,321 627,715 627,715 0
OPEB Pre-Pay 217,825 217,825 217,825 217,825 0
Unemployment Insurance 35,344 35,434 29,554 30,454 900
Workers Comp Insurance 59,812 56,831 55,958 57,658 1,700
Public Defender
Law and Justice
332 County of Contra Costa FY 2014-2015 Recommended Budget
Department Description
1. Main Office
Description: Provides mandated legal
representation, advice and investigative services
to qualifying indigent adults and juveniles
charged with criminal offenses and/or probation
or parole violations in Contra Costa County. Also
provides mandated 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 who
are the subject of probate guardianships. The
main office operates one branch in Richmond
and one branch in Martinez.
FTE: 80.5
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: 9.0
3. Public Safety Realignment (AB 109)
Programs
Description: The Office of the Public Defender
has several positions and programs that are
specifically funded through AB 109 public safety
realignment monies.
FTE: 6.5
a. Clean Slate program – Provides
consultation and file petitions for
expungement on behalf of persons seeking
to clear their criminal records.
b. AB 109 Social Worker – Social worker
dedicated to preparing social histories and
needs assessments on behalf of the low-
level felony population.
c. Pretrial Services program – Two
paralegals dedicated to a collaborative
county program designed to more
appropriately assess, supervise and manage
the pretrial jail population.
d. ACER program (Arraignment Court Early
Representation) – Provides representation
for all in-custody clients at the first court
appearance.
e. Domestic Violence Specialist – Attorney
assisting with ongoing development and
specialized training for domestic violence
cases and participating in collaboration with
other county agencies that are working to
improve county-wide approaches to
domestic violence prevention and
intervention.
Public Defender Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $20,020,982
Financing: 1,220,982
Net County Cost: 18,800,000
Funding Sources:
Misc. Revenue 5.8% $1,167,942
Intergov. Revenue 0.3% 53,040
General Fund 93.9% 18,800,000
FTE: 96.0
Public Defender
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 333
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: $111,959
Financing: 111,959
Net Fund Cost: 0
Funding Sources:
Intergov Revenue 100.0% $111,959
CAO’s Recommendation
The Public Defender’s Baseline Budget
increases net County cost by $204,312, which is
wholly attributable to net increases in salary and
benefit costs.
The Recommended Budget increases net
County cost by $704,312, which reflects the
addition of four positions. The Office of the
Public Defender has seen substantial growth due
to two major factors. The addition of Public
Safety Realignment (AB 109) programs and
responsibilities outlined on the previous page
creates a critical need for additional support
staff. Secondly, there has been a steady
increase in felony referrals to the department,
with an increase of 9.3% in the last year alone.
The following additions to the management and
support staff will oversee and facilitate the
expanded programs and additional
responsibilities: Assistant Public Defender and
Information Systems Specialist I, both in the
Administration unit; Investigator I in the
Investigations unit; and Clerical, Experienced
Level in the Adult and Criminal unit.
Performance Measurements
Develop a Program using the New Public
Defender Social Worker Supervisor Position
and Social Work Intern Staff to Support
Better Outcomes for Clients
Over the past year the Department has
succeeded in launching AB 109 social worker
support and in developing the position into a
significant resource for low-level felony clients.
The Department has secured contracts with
several local social work schools to enable
recruitment of interns in order to expand the
program to serve the needs of juvenile clients as
well.
Enhance and Expand the Internal Training
Program to Include Improved Training for the
Management Team
The Department has made substantial progress
toward this goal over the past year by providing
extensive, high-quality in-house trainings on a
number of critical topics for attorneys. The
Department continues to focus on improving
management structure and training, including
continued development of a comprehensive
training program for all new misdemeanor and
felony attorneys.
Secure a Case Management System
The Department has not been able to make
progress toward securing a case management
system, primarily because the Probation
Department and District Attorney’s Office are still
working to get their systems up and running.
Update and Expand the Department Website
Work on this goal is on-going. The Department
has a committee that is researching the best
options for updating the website and is in the
process of proposing and implementing the
much needed changes.
Public Defender
Law and Justice
334 County of Contra Costa FY 2014-2015 Recommended Budget
Administrative and Program Goals
Continue Development and Implementation
of a County-wide Pretrial Services Program
The Office of the Public Defender, along with
County criminal justice partners, has been
assisting with the design and implementation of
a new pretrial services program. The goal of the
program is to ensure that judicial officers have
the best information available to make evidence-
based decisions about pretrial release, and to
better manage and supervise the pretrial
population. The program should be fully in place
and operational in the upcoming fiscal year.
Expansion of Client Services within the
Department
The Department will add a client services
position in the near future. This new hire will
work closely with the AB 109 Social Worker to
develop a support services unit with the goal of
addressing the criminogenic needs of the
juvenile and low-level felony population. By the
end of the next fiscal year, the Department plans
to have in place new protocols for client support
that will focus on reducing recidivism.
Update and Improve the Department’s
Management Structure
The recent expansion of departmental programs
and responsibilities has lead to a need to identify
best practices for the management structure.
Over the coming year the Department will
conduct an internal audit of current approaches
to management and supervision and update the
structure as appropriate.
Continue to Work on Updating and
Modernizing our Website
This project is on-going and will continue into the
next fiscal year.
Continue to Work on Securing a Case
Management System
This project is on-going and will continue into the
next fiscal year.
FY 2014-15
Program Modification List
Order
Reference
to
Mand/Disc
List
Program Name Services FTE Net County
Cost Impact Impact
1 1 Administration Salaries and
Benefits 2.0 $341,100
Addition of one Assistant Public
Defender position to supervise and
oversee AB 109 programs and
staffing as well as specialty court
assignments and the mental health
unit. Addition of one Information
Systems Specialist I position to
support the Network Manager.
2 2 Investigations Salaries and
Benefits 1.0 $103,225
Addition of one Investigator I position
to support the significant increase in
felony filings in recent years.
3 3 Adult and
Criminal
Salaries and
Benefits 1.0 $55,675
Addition of one Clerical, Experienced
Level position to support existing
clerical staff in covering the workload
created by new programs.
Total 4.0 $500,000
Sheriff-Coroner
David O. Livingston, Sheriff-Coroner Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 335
Sheriff-Coroner Summary
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 164,426,139 179,473,098 194,089,282 189,847,114 (4,242,168)
Services and Supplies 21,982,955 20,742,827 20,888,425 20,888,425 0
Other Charges 372,916 280,700 280,700 280,700 0
Fixed Assets 1,552,829 7,230,564 7,581,840 7,581,840 0
Expenditure Transfers 1,906,745 63,387 (345,982) (345,982) 0
TOTAL EXPENDITURES 190,241,584 207,790,576 222,494,265 218,252,097 (4,242,168)
REVENUE
Other Local Revenue 64,793,865 72,690,371 74,005,742 74,005,742 0
Federal Assistance 4,935,543 4,022,968 4,022,968 4,022,968 0
State Assistance 60,210,039 63,665,479 66,223,387 66,223,387 0
GROSS REVENUE 129,939,447 140,378,818 144,252,097 144,252,097 0
NET COUNTY COST (NCC) 60,302,137 67,411,758 78,242,168 74,000,000 (4,242,168)
Allocated Positions (FTE) 1,013 1,034 1,033 1,033 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 87% 86% 87% 87%
% Change in Total Exp 9% 7% (2%)
% Change in Total Rev 8% 3% 0%
% Change in NCC 12% 16% (5%)
COMPENSATION INFORMATION
Permanent Salaries 71,843,344 78,144,435 81,724,656 79,688,726 (2,035,930)
Temporary Salaries 1,623,593 1,443,920 1,440,420 1,440,420 0
Permanent Overtime 12,148,232 10,422,220 12,416,506 12,416,506 0
Deferred Comp 64,553 235,496 234,060 234,060 0
Comp & SDI Recoveries (313,475) (465,000) (465,000) (465,000) 0
FICA/Medicare 2,526,188 2,677,560 2,809,793 2,773,185 (36,608)
Ret Exp-Pre 97 Retirees 585,896 709,548 709,548 709,548 0
Retirement Expense 50,013,299 57,769,222 66,346,051 64,616,131 (1,729,920)
Excess Retirement 20,246000 0
Employee Group Insurance 11,891,362 14,172,138 14,197,629 13,840,382 (357,247)
Retiree Health Insurance 7,800,858 8,369,713 8,474,883 8,474,883 0
OPEB Pre-Pay 2,818,517 2,818,517 2,818,517 2,818,517 0
Unemployment Insurance 326,947 554,940 245,082 237,253 (7,829)
Workers Comp Insurance 3,076,578 2,620,389 3,137,137 3,062,503 (74,634)
Sheriff-Coroner
Law and Justice
336 County of Contra Costa FY 2014-2015 Recommended Budget
Department Description
The preceding table represents information in
aggregate format summarizing expenditures,
revenues, and net County costs for five budget
units administered by the Sheriff-Coroner.
Included are data for the following budget units:
0255 – Field Enforcement
0277 – Sheriff Contract Services
0300 – Custody Services Bureau (Detention)
0359 – Coroner
0362 – Office of Emergency Services
Major Department Responsibilities
The mission of the Sheriff is to provide the most
efficient and effective law enforcement services
possible. The department shall provide
administrative, investigative, technical, forensic,
coroner, emergency, detention, and court security
services.
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 337
Field Enforcement Budget
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 71,432,325 76,340,774 84,355,358 80,113,190 (4,242,168)
Services and Supplies 10,343,861 10,085,932 10,080,834 10,080,834 0
Other Charges 351,284 261,200 261,200 261,200 0
Fixed Assets 1,237,995 3,353,435 3,353,435 3,353,435 0
Expenditure Transfers 1,801,500 1,012,005 689,320 689,320 0
TOTAL EXPENDITURES 85,166,966 91,053,346 98,740,147 94,497,979 (4,242,168)
REVENUE
Other Local Revenue 20,480,785 22,319,316 21,583,528 21,583,528 0
Federal Assistance 210,652 1,009,618 1,009,618 1,009,618 0
State Assistance 33,028,825 34,655,574 36,154,916 36,154,916 0
GROSS REVENUE 53,720,262 57,984,508 58,748,062 58,748,062 0
NET COUNTY COST (NCC) 31,446,704 33,068,838 39,992,085 35,749,917 (4,242,168)
Allocated Positions (FTE) 399 416 422 422 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 86% 85% 86% 85%
% Change in Total Exp 7% 8% (4%)
% Change in Total Rev 8% 1% 0%
% Change in NCC 5% 21% (11%)
COMPENSATION INFORMATION
Permanent Salaries 29,622,527 31,713,549 33,691,029 31,655,099 (2,035,930)
Temporary Salaries 1,014,397 887,920 887,920 887,920 0
Permanent Overtime 3,844,947 3,178,602 5,178,602 5,178,602 0
Deferred Comp 45,250 128,576 136,320 136,320 0
Comp & SDI Recoveries (96,494) (425,000) (425,000) (425,000) 0
FICA/Medicare 1,304,281 1,277,691 1,419,705 1,383,097 (36,608)
Ret Exp-Pre 97 Retirees 226,582 338,090 338,090 338,090 0
Retirement Expense 18,898,868 21,491,414 24,923,705 23,193,785 (1,729,920)
Excess Retirement 20,246000 0
Employee Group Insurance 4,640,126 5,443,483 5,597,020 5,239,773 (357,247)
Retiree Health Insurance 7,800,858 8,369,713 8,474,883 8,474,883 0
OPEB Pre-Pay 2,818,517 2,818,517 2,818,517 2,818,517 0
Unemployment Insurance 131,557 121,361 100,965 93,136 (7,829)
Workers Comp Insurance 1,160,664 996,858 1,213,602 1,138,968 (74,634)
Sheriff-Coroner
Law and Justice
338 County of Contra Costa FY 2014-2015 Recommended Budget
Description: Supports the basic law
enforcement functions of the Sheriff's Office:
patrol, investigations, criminalistics,
communications, support services and
administrative control.
1. Administrative Services Bureau
Description: Provides leadership and
management of the department, including
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.
FTE: 49.0
Administrative Services Bureau Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $22,190,102
Financing: 2,103,480
Net County Cost: 20,086,622
FTE: 49.0
2. Field Operations Bureau
a. Patrol Services Division - Provides 24 hour
per day law enforcement services to the
unincorporated area of the county and
contract agencies. Officers on patrol
respond to emergency calls for service
through the 911-dispatch function, as well as
provide law enforcement services through
self-initiated activity.
(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: 145.0
(2) The Marine Patrol division remains
responsible for patrol of the navigable
waterways within the County and
enforcement of all applicable laws.
FTE: 12.0
Patrol Services Division
Service: Mandatory
Level of Service: Discretionary
Expenditures: $32,415,683
Financing: 43,464,418
Net County Cost: (11,048,735)
FTE: 157.0
b. Investigation Division – Conducts follow-up
investigation of all reported serious crimes
that occur in the unincorporated area of
Contra Costa County, as well as in the cities
and districts that contract for investigative
services. The objectives of such
investigations are the identification and
prosecution of persons responsible for and
the recovery of stolen property.
(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: 37.0
(2) The DA Investigations Unit provides
investigator positions to the District
Attorney’s Office under contract.
FTE: 1.0
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 339
Investigation Division
Service: Mandatory
Level of Service: Discretionary
Expenditures: $8,620,353
Financing: 527,315
Net County Cost: 8,093,038
FTE: 38.0
3. Support Services Bureau
a. Forensic Services Division – Provides
the objective examination, evaluation, and
comparison and interpretation of physical
evidence related to the investigation of
crimes. The 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.
FTE: 61.5
(1) The General Criminalistics Unit is
responsible for the analysis of diverse types
of physical evidence and for the examination
of crime scenes for the collection and
reservation of evidence in criminal cases.
(2) The Controlled Substance Analysis/Drug,
Alcohol and Toxicology Unit has three major
functions: the analysis of controlled
substances seized by law enforcement
officers; the analysis of blood, breath, and
urine samples for the presence of alcohol
and other controlled substances; and the
analysis of physical evidence using highly
sophisticated scientific equipment.
(3) The 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: $13,619,923
Financing: 7,800,486
Net County Cost: 5,819,437
FTE: 61.5
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.
FTE: 116.0
In addition to providing technical support to
the Sheriff’s Office for all automated
systems, this division provides services
through the following units:
(1) 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.
Sheriff-Coroner
Law and Justice
340 County of Contra Costa FY 2014-2015 Recommended Budget
(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
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, 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: $17,651,918
Financing: 4,852,363
Net County Cost: 12,799,555
FTE: 116.0
Field Enforcement Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $94,497,979
Financing: 58,748,062
Net County Cost: 35,749,917
Funding Sources:
Sales Tax 35.4% $33,446,296
Reimburse/Transfers 11.5% 10,857,182
Charges for Services 10.6% 10,015,846
Intergovernmental 4.1% 3,899,038
Misc. Revenue 0.4% 379,700
Fines/Forfeitures 0.2% 150,000
General Fund 37.8% 35,749,917
FTE: 421.5
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 341
Sheriff Contract Services Budget
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 34,391,987 38,172,475 40,204,861 40,204,861 0
Services and Supplies 499,231 373,559 373,495 373,495 0
Other Charges 9,619 5,000 5,000 5,000 0
Fixed Assets 32,261000 0
Expenditure Transfers (357,793) (337,338) (505,701) (505,701) 0
TOTAL EXPENDITURES 34,575,305 38,213,696 40,077,655 40,077,655 0
REVENUE
Other Local Revenue 35,421,402 38,213,696 40,077,655 40,077,655 0
GROSS REVENUE 35,421,402 38,213,696 40,077,655 40,077,655 0
NET COUNTY COST (NCC) (846,097) 0 0 0 0
Allocated Positions (FTE) 210 215 204 204 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 98% 99% 99% 99%
% Change in Total Exp 11% 5% 0%
% Change in Total Rev 8% 5% 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 15,522,921 16,850,263 17,058,291 17,058,291 0
Temporary Salaries 328,387 264,000 264,000 264,000 0
Permanent Overtime 2,485,739 2,583,586 2,583,586 2,583,586 0
Deferred Comp 3,386 50,160 19,560 19,560 0
Comp & SDI Recoveries (51,556) (40,000) (40,000) (40,000) 0
FICA/Medicare 339,039 330,874 357,142 357,142 0
Ret Exp-Pre 97 Retirees 144,137 131,232 131,232 131,232 0
Retirement Expense 12,167,886 14,034,371 15,949,105 15,949,105 0
Employee Group Insurance 2,672,976 3,289,404 3,118,715 3,118,715 0
Unemployment Insurance 70,498 64,711 51,700 51,700 0
Workers Comp Insurance 708,574 613,874 711,530 711,530 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: 92.0
2. Court Security Services
Sheriff-Coroner
Law and Justice
342 County of Contra Costa FY 2014-2015 Recommended Budget
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: 85.0
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: 19.0
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: 8.0
Sheriff Contract Services Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $40,077,655
Financing: 40,077,655
Net County Cost: 0
Funding Sources:
Charges for Services 64.5% $25,328,658
Misc. Revenue 35.5% 14,748,997
FTE: 204.0
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 343
Custody Services Bureau Budget
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 52,953,967 58,464,904 63,916,768 63,916,768 0
Services and Supplies 5,887,315 6,645,217 6,791,015 6,791,015 0
Other Charges 10,464 12,000 12,000 12,000 0
Fixed Assets 56,508 1,034,329 1,385,605 1,385,605 0
Expenditure Transfers 168,130 299,771 380,187 380,187 0
TOTAL EXPENDITURES 59,076,384 66,456,221 72,485,575 72,485,575 0
REVENUE
Other Local Revenue 6,021,722 10,404,264 10,672,967 10,672,967 0
Federal Assistance 4,724,891 3,013,350 3,013,350 3,013,350 0
State Assistance 24,671,775 25,447,523 26,506,089 26,506,089 0
GROSS REVENUE 35,418,388 38,865,137 40,192,406 40,192,406 0
NET COUNTY COST (NCC) 23,657,996 27,591,084 32,293,169 32,293,169 0
Allocated Positions (FTE) 363 368 374 374 0
i
FINANCIAL INDICATORS
Salaries as % of Total Exp 90% 88% 89% 89%
% Change in Total Exp 12% 9% 0%
% Change in Total Rev 10% 3% 0%
% Change in NCC 17% 17% 0%
COMPENSATION INFORMATION
Permanent Salaries 24,006,363 26,503,116 28,426,275 28,426,275 0
Temporary Salaries 234,204 240,000 236,500 236,500 0
Permanent Overtime 5,437,781 4,347,268 4,341,554 4,341,554 0
Deferred Comp 10,476 45,900 67,020 67,020 0
Comp & SDI Recoveries (159,894) 0 0 0 0
FICA/Medicare 790,321 962,096 940,118 940,118 0
Ret Exp-Pre 97 Retirees 192,642 213,150 213,150 213,150 0
Retirement Expense 17,019,118 19,945,078 23,395,385 23,395,385 0
Employee Group Insurance 4,206,347 4,938,297 5,093,383 5,093,383 0
Unemployment Insurance 112,912 356,756 84,732 84,732 0
Workers Comp Insurance 1,103,697 913,243 1,118,651 1,118,651 0
Description: Provides for the care and custody
of sentenced and unsentenced inmates who are
incarcerated in the County's three adult
detention facilities or who are deemed eligible for
an alternative to custody. This function includes
the intake process and transportation to
designated courts and other jurisdictions. The
three detention facilities, alternatives to
detention, AB 109 Public Safety Realignment
programming and court services divisions are
Sheriff-Coroner
Law and Justice
344 County of Contra Costa FY 2014-2015 Recommended Budget
described as follows:
1. Martinez Detention Facility (MDF)
Description: Maximum-security institution,
located in Martinez housing many of the
County's unsentenced inmates awaiting trial. It
also serves as the booking and intake center for
all law enforcement agencies within the county.
FTE: 140.0
2. West County Detention Facility (WCDF)
Description: WCDF is a program-oriented
facility located in Richmond housing medium-
security prisoners. Inmates who present
behavioral problems are returned to the MDF in
Martinez.
FTE: 125.0
3. Marsh Creek Detention Facility (MCDF)
Description: Located in Clayton, this facility is
primarily responsible for the care, custody, and
control of sentenced minimum-security male
Inmates; unsentenced inmates may also be held
at this facility.
FTE: 21.0
4. Custody Alternative Facility (CAF)
Description: The CAF program diverts persons
who would be incarcerated into non-residential
programs such as the Work Alternative Program.
Work Alternative is operated for those inmates
sentenced to jail for 30 days or less. Inmates
accepted into the program provide public service
labor at no cost to the County, while relieving
housing costs associated with incarceration.
Home Detention and County Parole are also
included in this division. The cost of this division
is partially offset by user fees; cost savings is
also realized through a decrease in the detention
population.
FTE: 21.0
5. Custody Services Administration
Description: Provides inmate classification,
transportation, and other detention management
services.
FTE: 18.0
6. Public Safety Realignment (AB 109
Program)
Description: Programming primarily at the West
County Detention and Marsh Creek Detention
Facilities including supervision and operating
costs related to non-serious, non-violent, non-
sexual offenders in county custody pursuant to
AB 109.
FTE: 30.0
7. Detention Transportation
Description: Provides inmate transportation
between detention facilities and the Courts.
FTE: 19.0
Custody Services Bureau Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $ 72,485,575
Financing: 40,192,406
Net County Cost: 32,293,169
Funding Sources:
Sales Tax 36.2% $ 26,222,474
Misc. Revenue 12.1% 8,790,075
Intergov. Revenue 4.5% 3,296,965
Charges for Services 2.6% 1,882,892
General Fund 44.6% 32,293,169
FTE: 374.0
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 345
Coroner Budget
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 1,758,401 1,906,642 2,022,384 2,022,384 0
Services and Supplies 807,036 774,059 774,148 774,148 0
Other Charges 71000 0
Expenditure Transfers 35,492 34,706 30,392 30,392 0
TOTAL EXPENDITURES 2,601,000 2,715,407 2,826,924 2,826,924 0
REVENUE
Other Local Revenue 182,364 185,000 185,000 185,000 0
GROSS REVENUE 182,364 185,000 185,000 185,000 0
NET COUNTY COST (NCC) 2,418,636 2,530,407 2,641,924 2,641,924 0
Allocated Positions (FTE) 11 10 10 10 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 69% 71% 72% 72%
% Change in Total Exp 4% 4% 0%
% Change in Total Rev 1% 0% 0%
% Change in NCC 5% 4% 0%
COMPENSATION INFORMATION
Permanent Salaries 807,026 837,136 864,005 864,005 0
Temporary Salaries 4,568 24,000 24,000 24,000 0
Permanent Overtime 147,414 90,000 90,000 90,000 0
Deferred Comp 485 480 4,080 4,080 0
Comp & SDI Recoveries (687) 0 0 0 0
FICA/Medicare 19,299 18,209 21,584 21,584 0
Ret Exp-Pre 97 Retirees 7,430 6,200 6,200 6,200 0
Retirement Expense 600,035 736,321 808,889 808,889 0
Employee Group Insurance 133,401 161,057 166,515 166,515 0
Unemployment Insurance 3,709 3,288 2,597 2,597 0
Workers Comp Insurance 35,722 29,951 34,514 34,514 0
Description: Determines the cause of death,
specifically in the area of homicide, suicide,
accidental and unexplained natural deaths.
Coroner's deputies are on duty 24 hours a day, 7
days a week, and remove the deceased from
place of death. A fee is in effect for the removal
of deceased persons. This division has very little
flexibility in reducing personnel expenditures and
maintaining an around-the-clock presence. The
Coroner is responsible for the operation of the
County Morgue, the functions of which are
mandated by state law.
FTE: 10.0
Sheriff-Coroner
Law and Justice
346 County of Contra Costa FY 2014-2015 Recommended Budget
Coroner Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $ 2,826,924
Financing: 185,000
Net County Cost: 2,641,924
Funding Sources:
Removal Fee/Reports 5.5% $ 155,000
Misc. Revenue 1.1% 30,000
General Fund 93.4% 2,641,924
FTE: 10.0
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 347
Office of Emergency Services Budget
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 3,889,458 4,588,303 3,589,911 3,589,911 0
Services and Supplies 4,445,512 2,864,060 2,868,933 2,868,933 0
Other Charges 1,478 2,500 2,500 2,500 0
Fixed Assets 226,065 2,842,800 2,842,800 2,842,800 0
Expenditure Transfers 259,415 (945,757) (940,180) (940,180) 0
TOTAL EXPENDITURES 8,821,929 9,351,906 8,363,964 8,363,964 0
REVENUE
Other Local Revenue 2,687,593 1,568,095 1,486,592 1,486,592 0
State Assistance 2,509,439 3,562,382 3,562,382 3,562,382 0
GROSS REVENUE 5,197,032 5,130,477 5,048,974 5,048,974 0
NET COUNTY COST (NCC) 3,624,897 4,221,429 3,314,990 3,314,990 0
Allocated Positions (FTE) 30 25 23 23 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 45% 45% 39% 39%
% Change in Total Exp 6% (11%) 0%
% Change in Total Rev (1%) (2%) 0%
% Change in NCC 16% (21%) 0%
COMPENSATION INFORMATION
Permanent Salaries 1,884,507 2,240,371 1,685,056 1,685,056 0
Temporary Salaries 42,037 28,000 28,000 28,000 0
Permanent Overtime 232,351 222,764 222,764 222,764 0
Deferred Comp 4,957 10,380 7,080 7,080 0
Comp & SDI Recoveries (4,843) 0 0 0 0
FICA/Medicare 73,248 88,690 71,244 71,244 0
Ret Exp-Pre 97 Retirees 15,106 20,876 20,876 20,876 0
Retirement Expense 1,327,392 1,562,038 1,268,967 1,268,967 0
Employee Group Insurance 238,513 339,897 221,996 221,996 0
Unemployment Insurance 8,270 8,824 5,088 5,088 0
Workers Comp Insurance 67,921 66,463 58,840 58,840 0
Sheriff-Coroner
Law and Justice
348 County of Contra Costa FY 2014-2015 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: 23.0
Office of Emergency Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $ 8,363,964
Financing: 5,048,974
Net County Cost: 3,314,990
Funding Sources:
Intergovernmental 45.2% $ 3,778,382
Charges for Services 14.8% 1,239,092
Misc. Revenue 0.4% 31,500
General Fund 39.6% 3,314,990
FTE: 23.0
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: $ 3,865,765
Financing: 2,022,000
Net Fund Cost: 1,843,765
Funding Sources:
Intergovernmental 46.5% $ 1,800,000
Misc. Revenue 5.2% 200,000
Use of Money 0.6% 22,000
Fund Balance 47.7% 1,843,765
2. Controlled Substance Analysis
Description: Provides criminalistics laboratory
analysis of controlled substances in a timely
fashion and in order to increase the
effectiveness of criminal investigation and
prosecution.
Controlled Substance Analysis Summary
Service: Discretionary
Level of Service: Mandated
Expenditures: $ 119,871
Financing: 17,500
Net Fund Cost: 102,371
Funding Sources:
General Fines 14.2% $ 17,000
Use of Money 0.4% 500
Fund Balance 85.4% 102,371
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 349
3. Countywide Gang & Drug Trust
Description: Provides for expenditures and
revenues for preventing, enforcing and
prosecuting illegal gang and/or drug activity.
Expenditures must be approved by a panel
consisting of the Sheriff, District Attorney, Chief
Probation Officer, and a representative from the
County Police Chiefs’ Association.
Countywide Gang & Drug Trust Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $ 1,357,369
Financing: 102,000
Net Fund Cost 1,255,369
Funding Sources:
Intergovernmental 7.4% $ 100,000
Investment Earnings 0.1% 2,000
Fund Balance 92.5% 1,255,369
4. County Law Enforcement Computer
Communication Capital Projects
Description: Provides for the replacement and
enhancement of a countywide law enforcement
message switching computer and accumulates
funds to partially finance Sheriff’s
communications equipment replacement.
County Law Enforcement Computer/
Communication Capital Projects Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $2,698,444
Financing: 457,000
Net Fund Cost: 2,241,444
Funding Sources:
Miscellaneous 9.3% $ 250,000
Charges for Services 7.6% 205,000
Use of Money 0.1% 2,000
Fund Balance 83.0% 2,241,444
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.
FTE: 5.0
Law Enforcement Training Center Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $ 1,554,100
Financing: 1,554,235
Net Fund Cost: (135)
Funding Sources:
Charges for Services 49.7% $ 773,149
Misc. Revenue 38.7% 601,086
Intergovernmental 11.6% 180,000
FTE: 5.0
6. Narcotic Forfeiture
Description: Provides support for tracking the
assets of persons involved in narcotics crimes
and for ongoing narcotics enforcement efforts;
maximizes forfeited assets and augments
traditional law enforcement programs. In certain
circumstances, assets can be forfeited to support
local law enforcement. The budget 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: $1,020,364
Financing: 183,700
Net Fund Cost: 836,664
Funding Sources:
Seizures 17.6% $ 180,000
Use of Money 0.4% 3,700
Fund Balance 82.0% 836,664
Sheriff-Coroner
Law and Justice
350 County of Contra Costa FY 2014-2015 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.
FTE: 6.0
Prisoners Welfare Fund Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,790,582
Financing: 1,462,380
Net Fund Cost: 328,202
Funding Sources:
Miscellaneous 79.8% $1,428,880
Charges for Svc 1.8% 32,500
Use of Money 0.1% 1,000
Fund Balance 18.3% 328,202
FTE: 6.0
8. Supplemental Law Enforcement
Services Funds (SLESF) – Front Line
Enforcement and Jail Operations
Description: As provided by AB 3229 (Chapter
134, Statutes of 1996), the State supplements
otherwise available funding for local public safety
services (COPS). These funds are used for jail
operations and enhancement of Patrol Division
services including the Air Support Unit. SLESF
is now subsumed under the County’s Local
Revenue Fund pursuant to AB 109 Public Safety
Realignment.
SLESF-Front Line Enforcement and Jail
Operations Summary
Service: Discretionary
Level of Service: Mandated
Expenditures: $573,541
Financing: 573,541
Net Fund Cost: 0
Funding Sources:
Public Safety Realign 100.0% $573,541
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: $376,544
Financing: 25,600
Net Fund Cost: 350,944
Funding Sources:
Fines 4.2% $ 15,800
Charges for Svc 2.2% 8,200
Use of Money 0.4% 1,600
Fund Balance 93.2% 350,944
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
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 351
Service: Mandatory
Level of Service: Discretionary
Expenditures: $12,377,101
Financing: 12,377,101
Net Fund Cost: 0
Funding Sources:
Public Safety Realign 100.0% $12,377,101
CAO’s Recommendation
The FY 2014-15 Baseline Budget increases
expenditure appropriations by $14.7 million, or
7.1% and estimated revenue by $3.9 million, or
2.8%, resulting in an increase to net County cost
of $10,830,410.
The Recommended Budget includes a
$6,588,242 increase in net County cost over FY
2013-14. This amount funds a significant portion
of the Baseline Budget. The remainder of the
difference to balance the budget, $4,242,168, is
achieved by establishing a vacancy factor within
the department budget to account for savings
associated with positions that are currently or will
become vacant during FY 2014-15.
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 $4.2 million for
fiscal year 2014-15. We have advised the Sheriff
to continue to recruit aggressively in sworn
classifications in order to maximize staffing
within authorized levels. Should the Sheriff’s
Office not achieve the budgeted vacancy factor
due to favorable recruiting and retention of sworn
personnel, 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
FY 2013-14, however funding was identified to
add two (2) additional FTE deputy sheriff
positions to the patrol division in the continued
effort to rebuild patrol coverage and reduce 9-1-1
response times in the unincorporated areas of
the County.
During year three of the AB 109 realignment
initiative, the Sheriff’s Office continues to
experience increases in the maximum-security
inmate population, which carries with it an
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 within 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.
Sheriff-Coroner
Law and Justice
352 County of Contra Costa FY 2014-2015 Recommended Budget
Administrative and Programs Goals
The Office of the Sheriff is committed to the
following goals for FY 2014-15:
• Remain committed to building back staffing
of law enforcement personnel, specifically
for patrol operations and investigations, and
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.
• Complete the build out of the 9-1-1 Wireless
Program within the first quarter of 2014, to
realize the goal of routing all cellular 911
service calls, initiated within County limits, to
the Sheriff’s Communication Center. This
has been a two-year project and once
complete, the Office of the Sheriff will handle
all wireless calls from tower sectors within
the County jurisdiction.
• Continue the expansion of the Automated
Regional Information Exchange System
(ARIES) to include contiguous counties
(Alameda, Solano, and Sacramento) which
will provide additional data sources and a
larger contribution to the shared data
warehouse. ARIES will begin using a new
crime analysis tool, Coplink, to assist with
analyzing the various sources of data. An
updated and revised data warehouse is
being developed to provide stability, security,
accuracy and speed when accessing
information. ARIES will be the East Bay
Node for Coplink representing numerous
counties and over 100 individual agencies.
FY 2014-15
Program Modification List
Order
Reference to
Mand/Disc
List
Program Name Service FTE Net County
Cost Impact Impact
1 Various Various Increase Staff
Vacancy Factor 0.0 ($4,242,168)
Establishes a vacancy factor
within the department budget
to account for savings
associated with positions
that are currently or will
become vacant during F
2014-15.
Total 0.0 ($4,242,168)
Superior Court Related Functions
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 353
Summary
Superior Court Related Functions
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 556,108 37,231 87,025 87,025 0
Services and Supplies 630,186 2,392,432 1,614,453 1,614,453 0
Other Charges 16,360,687 15,460,943 15,437,088 15,437,088 0
Expenditure Transfers 5,833 16,000 20,000 20,000 0
TOTAL EXPENDITURES 17,552,815 17,906,606 17,158,566 17,158,566 0
REVENUE
Other Local Revenue 8,161,327 6,996,606 7,120,566 7,120,566 0
State Assistance 56,915 60,000 38,000 38,000 0
GROSS REVENUE 8,218,242 7,056,606 7,158,566 7,158,566 0
NET COUNTY COST (NCC) 9,334,573 10,850,000 10,000,000 10,000,000 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 3%0%1%1%
% Change in Total Exp 0%2%(4%)0%
% Change in Total Rev 0%(14%)1%0%
% Change in NCC 0%16%(8%)0%
COMPENSATION INFORMATION
Temporary Salaries 19,297 35,986 80,000 80,000 0
FICA/Medicare 1,476 1,100 6,200 6,200 0
Unemployment Insurance 74 55 325 325 0
Workers Comp Insurance 125 90 500 500 0
Labor Received/Provided 535,136000 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
Superior Court Related Functions
Law and Justice
354 County of Contra Costa FY 2014-2015 Recommended Budget
court proceedings in the case of the Dispute
Resolution Program; and to provide debt service
payments for the Family Law Center on behalf of
the Superior Court.
Superior Court Related Functions
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 355
Trial Court Programs
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 556,108 37,231 87,025 87,025 0
Services and Supplies 420,723 2,161,939 1,398,953 1,398,953 0
Other Charges 16,360,687 15,460,943 15,437,088 15,437,088 0
Expenditure Transfers 5,833 16,000 20,000 20,000 0
TOTAL EXPENDITURES 17,343,351 17,676,113 16,943,066 16,943,066 0
REVENUE
Other Local Revenue 8,161,327 6,996,606 7,120,566 7,120,566 0
State Assistance 56,915 60,000 38,000 38,000 0
GROSS REVENUE 8,218,242 7,056,606 7,158,566 7,158,566 0
NET COUNTY COST (NCC) 9,125,109 10,619,507 9,784,500 9,784,500 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 3% 0% 1% 1%
% Change in Total Exp 0% 2% (4%) 0%
% Change in Total Rev 0% (14%) 1% 0%
% Change in NCC 0% 16% (8%) 0%
COMPENSATION INFORMATION
Temporary Salaries 19,297 35,986 80,000 80,000 0
FICA/Medicare 1,476 1,100 6,200 6,200 0
Unemployment Insurance 74 55 325 325 0
Workers Comp Insurance 125 90 500 500 0
Labor Received/Provided 535,136000 0
Description: Provide for the General Fund
subsidy for Court operations to the State of
California, and all court services not eligible for
State funding under California Rule of Court 810
including capital case costs, certain homicide
case costs, and collections of court-ordered fees
and fines.
Trial Court Programs Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $16,923,066
Financing: 7,138,566
Net County Cost: 9,784,500
Funding Sources:
Charges for Services 25.8% $ 4,359,944
Fine/Forfs/Penalties 16.1% 2,732,622
Intergov Revenue 0.2% 38,000
Lics/Perm/Franchises 0.2% 28,000
General Fund 57.7% 9,784,500
Superior Court Related Functions
Law and Justice
356 County of Contra Costa FY 2014-2015 Recommended Budget
Civil Grand Jury
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 153,308 145,493 145,500 145,500 0
TOTAL EXPENDITURES 153,308 145,493 145,500 145,500 0
REVENUE 0000 0
NET COUNTY COST (NCC) 153,308 145,493 145,500 145,500 0
FINANCIAL INDICATORS
% Change in Total Exp 0% (5%) 0% 0%
% Change in NCC 0% (5%) 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: $145,500
Financing: 0
Net County Cost: 145,500
Funding Sources:
General Fund 100.0% $145,500
Superior Court Related Functions
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 357
Criminal Grand Jury
General Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Services and Supplies 56,155 85,000 70,000 70,000 0
TOTAL EXPENDITURES 56,155 85,000 70,000 70,000 0
REVENUE 0000 0
NET COUNTY COST (NCC) 56,155 85,000 70,000 70,000 0
FINANCIAL INDICATORS
% Change in Total Exp 0% 51% (18%) 0%
% Change in NCC 0% 51% (18%) 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: $70,000
Financing: 0
Net County Cost: 70,000
Funding Sources:
General Fund 100.0% $70,000
Superior Court Related Functions
Law and Justice
358 County of Contra Costa FY 2014-2015 Recommended Budget
Miscellaneous Programs
(Non-General Fund)
1. Dispute Resolution Program
Description: Provides for the establishment
and funding, at County option, of local dispute
resolution services including small claims,
guardianship, and unlawful detainer / civil
harassment mediation, as an alternative to
formal court proceedings. This program is
funded from an $8 portion of court civil filing
fees. Services are provided by professional
contractors.
Dispute Resolution Program Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $250,000
Financing: 250,000
Net Fund Cost: 0
Funding Sources:
Court Filing Fees 100.0% $250,000
Fund 112600
2. Criminal Justice Facility
Construction
Description: Fund established pursuant to
Government Code 76100 for the purpose of
assisting the county in the construction,
reconstruction, expansion, improvement,
operation, or maintenance of county criminal
justice and court facilities and for improvement of
criminal justice automated information systems.
The fund accumulates deposits of surcharges on
every fine, penalty, or forfeiture imposed and
collected by the courts for criminal offenses. The
Criminal Justice Facility Construction Fund is
used to pay the debt on the District Attorney
Office facility and the Bray Courthouse in
Martinez.
Criminal Justice Facility Construction
Service: Discretionary
Level of Service: Mandatory
Expenditures: $1,165,300
Financing: 1,165,300
Net Fund Cost: 0
Funding Sources:
Fines & Forfeit 100.0% $1,165,000
Investment Earnings 0.0% 300
Fund 110600
3. Courthouse Construction
Description: Fund established pursuant to
Government Code 76100 for the purpose of
assisting the county in the acquisition,
rehabilitation, construction, and financing of
courtrooms, a courtroom building or buildings
containing facilities necessary or incidental to the
operation of the justice system, or court facilities.
The fund accumulates deposits of surcharges on
every fine, penalty, or forfeiture imposed and
collected by the courts for criminal offenses.
Pursuant to the Trial Court Facilities Act of 2002,
counties are required to transfer any fund
balances to the State unless there remains
bonded indebtedness for local court facilities.
The County’s Courthouse Construction Fund is
used to pay the debt on the Bray Courthouse
and the Family Law Center facilities in Martinez.
Superior Court Related Functions
Law and Justice
County of Contra Costa FY 2014-2015 Recommended Budget 359
Courthouse Construction
Service: Discretionary
Level of Service: Mandatory
Expenditures: $2,011,066
Financing: 2,011,066
Net Fund Cost: 0
Funding Sources:
Fines & Forfeit 48.2% $970,000
Interfund Transfers 51.8% 1,041,066
Fund 110700
4. 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: $2,869,817
Financing: 0
Net Fund Cost: 2,869,817
Funding Sources:
Fund Balance 100.0% $2,869,817
Fund 135400
CAO’s Recommendation
The Baseline net expenditures were decreased
from the current year budget by $748,040 due
primarily to a reduction in appropriations for
outside attorney and witness fees to reflect prior
year experience. New policies adopted by the
Court and negotiated in the County’s conflict
defense contract have helped to curb costs that
had been escalating in prior years. Court
revenues have experienced a decline in the past
two years: an 8% decrease in FY 2013/13 and a
projected 13% decrease in FY 2013/14 based on
six months of receipts. Nevertheless, Baseline
revenues are increased by $101,960 over the
current year budget based on mid-year
projections.
The Recommended Budget funds the Baseline
budget resulting in a net County cost of $10
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 $2 million for court
functions for which the County is financially
responsible under the Trial Court Funding Act
and Public Safety Realignment (AB 109)*. The
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 have worked
diligently to minimize the County General Fund
impact for capital cases through the adoption of
new policies including presumptive rates and
fees.
Superior Court Related Functions
Law and Justice
360 County of Contra Costa FY 2014-2015 Recommended Budget
Administrative and Program Goals
In fiscal year 2013-14, the County Administrator
will continue to work with the Superior Court to:
• Coordinate with the Court on the
implementation of new criminal justice
case management systems to maintain
a seamless interface between County
and Court systems;
• Collaborate with the Court on a project
to equip courtrooms with secure wireless
communications to support automated
case management in the courtrooms;
and
• Continue working with the Court’s
collections unit to maximize revenue
recovery and minimize the cost of
revenue collection
F IRE DISTRICTS
County of Contra Costa
Jeff Carman, Fire Chief
Contra Costa County FPD
Special District
County of Contra Costa FY 2014-2015 Recommended Budget 361
Contra Costa County FPD
Operating Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 68,607,539 69,514,728 78,773,288 78,773,288 0
Services and Supplies 7,257,729 6,987,616 7,793,933 7,793,933 0
Other Charges 2,658,364 2,598,038 2,607,899 2,607,899 0
Fixed Assets 962,208 0 1,000,000 1,000,000 0
Expenditure Transfers 14,108,300 14,711,931 15,331,110 15,331,110 0
TOTAL EXPENDITURES 93,594,140 93,812,313 105,506,230 105,506,230 0
REVENUE
Other Local Revenue 87,434,645 85,922,000 94,721,763 94,721,763 0
Federal Assistance 6,500,280 0 0 0 0
State Assistance 905,096 1,000,000 940,510 940,510 0
GROSS REVENUE 94,840,021 86,922,000 95,662,273 95,662,273 0
NET FUND COST (NFC) (1,245,881) 6,890,313 9,843,957 9,843,957 0
Allocated Positions (FTE) 365 293 302 302 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 86% 88% 87% 87%
% Change in Total Exp 0% 12% 0%
% Change in Total Rev (8%) 10% 0%
% Change in NFC (653%) 43% 0%
COMPENSATION INFORMATION
Permanent Salaries 31,201,845 30,931,335 31,126,746 31,126,746 0
Temporary Salaries 149,657 250,000 275,000 275,000 0
Permanent Overtime 9,860,554 8,313,612 9,000,825 9,000,825 0
Deferred Comp 14,360 15,000 26,520 26,520 0
Comp & SDI Recoveries (444,040) (500,000) (500,000) (500,000) 0
FICA/Medicare 570,641 564,833 516,548 516,548 0
Retirement Expense 12,014,601 13,736,587 21,869,985 21,869,985 0
Excess Retirement 29,293 30,000 30,000 30,000 0
Employee Group Insurance 4,581,033 4,735,760 5,336,216 5,336,216 0
Retiree Health Insurance 5,152,447 6,100,000 6,413,000 6,413,000 0
OPEB Pre-Pay 1,959,289 1,959,289 1,959,289 1,959,289 0
Unemployment Insurance (4) 0 0 0 0
Workers Comp Insurance 3,517,863 3,378,312 2,719,159 2,719,159 0
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
362 County of Contra Costa FY 2014-2015 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; and
ensuring water supply needed for fire flow,
compliance-based inspections, and training.
CCCFPD Operating Fund Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $105,506,230
Financing: 95,662,273
Fund Balance: 9,843,957
Funding Sources:
Property Taxes 83.1% $87,643,337
Charges for Svcs 5.5% 5,793,426
Intergovernmental 2.1% 2,225,510
Fund Balance 9.3% 9,843,957
FTE: 301.6
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: $3,123,966
Financing: 3,123,966
Funding Sources:
Fund Balance 98.7% $3,083,466
Charges for Svc 1.3% 40,000
Use of Money 0.0% 500
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: $356
Financing: 356
Funding Sources:
Fund Balance 100.0% $356
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
Contra Costa County FPD
Special District
County of Contra Costa FY 2014-2015 Recommended Budget 363
service demands on District capital needs, and
are primarily used for construction projects.
Riverview Fire Developer Fee Fund
Service: Discretionary
Level of Service Discretionary
Expenditures: $55,408
Financing: 55,408
Funding Sources:
Fund Balance 99.8% $55,408
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: $872,319
Financing: 872,319
Funding Sources:
Fund Balance 99.9% $872,079
Use of Money 0.1% 240
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: $811,472
Financing: 811,472
Funding Sources:
Fund Balance 95.0% $771,232
Charges for Svcs 4.9% 40,000
Use of Money 0.1% 240
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: $11,963,287
Financing: 11,963,287
Funding Sources:
Fund Balance 80.4% $9,622,924
Prop Tax Intercept 19.3% 2,310,363
Use of Money 0.3% 30,000
CCCFPD Stabilization Fund
The Pension Obligation Stabilization Fund was
created pursuant to the issuance of Pension
Obligation Bonds in July 2005. The savings
Contra Costa County FPD
Special District
364 County of Contra Costa FY 2014-2015 Recommended Budget
realized from the lower interest rates are set-
aside in the Stabilization Fund to extinguish new
Retirement System Unfunded Actuarial Accrued
Liabilities (UAAL); replenish reserves; and, upon
a unanimous vote of the full Board, for any other
lawful purpose of the District.
CCCFPD Stabilization Fund
Service: Discretionary
Level of Service: Discretionary
Expenditures: $2,623,333
Financing: 2,623,333
Funding Sources:
POB Savings 66.3% $2,613,383
Use of Money 0.2% 10,000
CAO’s Recommendation
The 2014-15 Recommended Budget provides
for the continued funding of 23 fire stations.
Historically, the Contra Costa County Fire
Protection District (District) has staffed 30 fire
companies in 28 stations. 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
(Measure Q) on the General Election ballot to
augment District revenue for the continued
provision of fire suppression services. The ballot
measure did not receive the necessary two-
thirds super-majority it needed to be successful,
resulting in the closure of the following four fire
stations in January 2013: Fire Station 4 in
Walnut Creek, Fire Station 11 in Clayton, Fire
Station 12 in Martinez, and Fire Station 16 in
Lafayette. In July 2013, Fire Station 87 in
Pittsburg was also closed as a measure to
reduce the 2013-14 operating deficit.
The District is primarily funded by property tax
revenues. In 2013-14, the District experienced
an approximate 5% growth in assessed
valuation, its first growth in assessed valuation
since FY 2007-08. During the previous fiscal
year the District received an additional boost in
revenues due to the dissolution of RDAs, the
reallocation of CSA-EM1 (Measure H) funding,
and federal grant awards. In fact, the District
ended FY 2012-13 with a moderate operating
surplus due to many of these funding sources
being one-time in nature.
Prior to 2011, the District’s pension costs were
pooled with other employer members of the
Contra Costa County Employees Retirement
Association (CCCERA). The de-pooling of
pension assets by employer has had a
significant impact on the District beginning in FY
2011-12, when the Fire Safety Tier A rate
essentially doubled from 16.35% to 32.32%. In
September 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. Because the new tiers apply
only to new hires and because the District loses
the 9% employee pickup of the employer
retirement cost with the new safety tier, 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 adds an additional,
significant burden to already escalating pension
costs for the District.
A summary of the afore-mentioned rate
increases are outlined below:
Fiscal Year Safety Tier A Rate % Change
2010-11 16.35%
2011-12 32.32% 98%
2012-13 40.82% 26%
2013-14 47.28% 16%
2014-15 77.61% 64%
In addition to direct employer retirement costs,
the District is making payments on a 2005 issue
of pension obligation bonds through 2022.
As noted in prior reports, capital expenditures
and other infrastructure needs have been
virtually unfunded for the past several years.
Contra Costa County FPD
Special District
County of Contra Costa FY 2014-2015 Recommended Budget 365
The 2014-15 Recommended Budget includes
appropriations for critical station repair projects
and the replacement of a portion of the District’s
light duty vehicle and heavy fire apparatus
fleets.
It is important to note that, despite many years
of tight fiscal controls and revenue enhancement
efforts, the 2014-15 Recommended Budget
balances only by using nearly $10 million in
operating fund reserves. This is consistent with
projections reported to the Board over the past
several months. Even with favorable revenue
projections for future years, the District will
continue to face significant operating deficits
through FY 2017-18 based on current estimates.
The County Administrator continues to work with
the District to monitor finances and operations
throughout the year and report to the Board
should there be a need to amend the
Recommended Budget.
Performance Measurement
During FY 2013-14 the District:
• Transitioned a new senior leadership
team into the organization – i.e., Fire
Chief, Assistant Fire Chief-Operations,
and Assistant Fire Chief-Support
Services.
• Established a strategic planning group
with sub-committees to examine issues
such as fire service best practices,
standards of cover, data collection and
analysis, public outreach, etc.
• 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 over 44,000 incidents in
calendar year (CY) 2013.
• Conducted a meeting of District/County
management and appointed
representatives of the nine cities the
District serves to address the strategic
challenges the District is facing.
• Continued to develop a cost recovery
program for EMS services to financially
support operational needs.
• Conducted 16,680 life safety inspections
and 2,541 plan reviews of new buildings
and fire/life safety systems for
compliance with state and local fire and
building codes during CY 2013.
• Updated the District ordinance adopting
fees for permits, inspections, plan
checking, and other services within the
Fire Prevention Bureau.
• Continued implementation of and
training on the new East Bay Regional
Communications System.
• Acquired, distributed, and trained
personnel on new self-contained
breathing apparatus (SCBA) equipment,
made available through a regional
Federal grant award.
• Continued to 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.
• Received comprehensive fire study
report from external consultant. Worked
with Fire Board of Directors and County
Administrator to evaluate findings.
• 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.
Contra Costa County FPD
Special District
366 County of Contra Costa FY 2014-2015 Recommended Budget
Administrative and Program Goals
During FY 2014-15, the District will:
• Reduce call processing and turnout
times in an effort to reduce overall
incident response times.
• Establish and employ a standardized
method for capturing and reporting
incident response data.
• Establish a light duty vehicle
replacement and maintenance program.
• Establish a heavy duty fire apparatus
replacement program.
• Seek to finalize a cost recovery program
for EMS services to financially support
operational needs.
• Explore potential enterprise
opportunities in other District services
such as information technology,
communications/dispatch, and fleet
maintenance.
• Initiate a comprehensive energy
efficiency and renewable energy
program in partnership with Chevron
Energy Solutions.
• Continue to pursue grant funding
opportunities as they become available.
• Continue to evaluate the feasibility of a
partnership with the Moraga-Orinda Fire
District to jointly build and operate a fire
station to serve western Lafayette and
Orinda.
Crocket-Carquinez FPD
Jerry Littleton, Jr., Fire Chief Special District
County of Contra Costa FY 2014-2015 Recommended Budget 367
Crockett-Carquinez Fire
Protection Fund
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
EXPENDITURES
Salaries and Benefits 159,062 145,119 214,650 214,650 0
Services and Supplies 187,596 745,112 171,250 171,250 0
Other Charges 125,083 135,689 126,690 126,690 0
Fixed Assets 128,208 0 0 0 0
TOTAL EXPENDITURES 599,949 1,025,920 512,590 512,590 0
REVENUE
Other Local Revenue 500,078 467,554 465,600 465,600 0
State Assistance 67,278 4,000 3,600 3,600 0
GROSS REVENUE 567,356 471,554 469,200 469,200 0
NET FUND COST (NFC) 32,593 554,366 43,390 43,390 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 27% 14% 42% 42%
% Change in Total Exp 71% (50%) 0%
% Change in Total Rev (17%) 0% 0%
% Change in NFC 1601% (92%) 0%
COMPENSATION INFORMATION
Permanent Salaries 49,074 45,000 31,000 31,000 0
Temporary Salaries 94,135 85,000 163,000 163,000 0
FICA/Medicare 10,956 10,250 15,000 15,000 0
Retirement Expense 327 250 300 300 0
Employee Group Insurance 3,419 3,419 3,500 3,500 0
Unemployment Insurance 556 600 600 600 0
Workers Comp Insurance 595 600 1,250 1,250 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.
Crocket-Carquinez FPD
Special District
368 County of Contra Costa FY 2014-2015 Recommended Budget
Crockett-Carquinez FPD Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $512,590
Financing: 469,200
Net Fund Cost: 43,390
Funding Sources:
Property Taxes 74.3% $381,100
Other Revenues 16.5% 84,500
State Aid 0.7% 3,600
Fund Balance 8.5% 43,390
FTE: 0.0
CAO’s Recommendation
The FY 2014-15 Recommended Budget reflects
a decrease of $510,966 in expenditures,
including a slight decrease of $14,968 in
operating expenditures from the FY 2013-14
Budget. Recommended revenue reflects a
$2,354 decrease from the FY 2013-14 Budget.
These items have resulted in the District
proposing the use of $43,390 in fund balance to
balance the FY 2014-15 Recommended Budget.
Performance Measurement
• Crockett-Carquinez FPD was able to recruit
and hire ten (10) new Paid-on-Call
firefighters during FY 2013-14.
• The District received $194,912 from the
Federal Emergency Management Agency
(FEMA) for replacement of Self-Contained
Breathing Apparatuses (SCBA) in
conjunction with Contra Costa County Fire
Protection District.
• The District received $4,600 from the U.S.
Department of Agriculture for replacement of
communications equipment.
• The District received $116,234 from the Bay
Area Air Quality Management District –
Greenhouse Reductions Grant.
Administrative and Program Goals
• Continue recruiting Paid-on-Call personnel.
• Continue pursuing donations and grants to
help supplement funding for apparatus and
equipment needs.
• Upgrade technical rescue capabilities and
place rescue truck in service.
S UMMARY INFORMATION
County of Contra Costa
County o
of Contra Cos
Intergovern
Hospital/He
Miscellaneo
Taxes Curr
Charges fo
Fund Balan
Enterprise
Licenses, P
Fines, Forfe
Taxes Othe
Use of mon
TOTAL RE
sta FY 2014-2
FY 2014
Source of F
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
2015 Recom
All Co
4-2015 Re
Funds
enue
venue
y
Franchises
Penalties
ent Property
erty
ED SOURCES
mended Bud
ounty Fun
ecommen
Reco
FY
7
8
3
3
2
S 2,6
Coun
dget
nds
nded Sou
ommended
Y 2014-15
742,006,451
896,660,409
333,957,297
315,635,231
250,907,423
37,932,137
30,408,776
25,464,929
32,785,903
17,497,294
7,900,210
691,156,060
nty Summa
urces
Percent of
Total
27.57%
33.32%
12.41%
11.73%
9.32%
1.41%
1.13%
0.95%
1.22%
0.65%
0.29%
100.00%
ary Informa
f
%
%
%
%
%
%
%
%
%
%
%
%
ation
369
County
370
H
Summary
FY
Use of Fun
General Go
Health & Hu
Law & Just
Total Requ
Health & Hum
Services
65.40%
Informatio
Y 2014-20
nds
overnment
uman Service
ice
uirements
man
on
County
All Co
015 Reco
es
of Contra Co
ounty Fun
ommende
Rec
FY
1,
2,
osta FY 2014
nds
ed Requir
commended
Y 2014-15
452,391,972
,760,145,784
478,618,304
,691,156,060
4-2015 Recom
rements
Percent
of Total
16.81
65.40
17.78
100.00
Genera
Governm
16.81%
La
mmended Bu
%
0%
8%
0%
al
ment
%
aw & Justice
17.78%
udget
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 371
ALL COUNTY FUNDS
All County Funds include the County’s Enterprise Funds (i.e. Airport, Sheriff Law
Enforcement Training Center Fund, Child Care Enterprise Fund, Hospital, Health Plan
and Major Risk Medical Insurance Fund). Please refer to the Table of Funds for more
detailed fund descriptions.
Internal Service fund balances are not included in All County Funds; however, County
impacts are reflected in the individual Departmental Budget Summaries. These funds
include the Fleet Services Fund and the County’s Self-Insurance Funds. The Fleet
Services Fund is used to account for the rental of motor vehicles and other related costs
to other departments. The County’s Self-Insurance Funds are used to account for
administrative costs and payments of claims under various insurance programs.
Revenues are primarily premiums paid by other operating funds (reflected in
departmental expense) and interest on investments. The insurance programs include:
Employee Dental, Long-Term Disability, Workers’ Compensation, Automotive Liability,
Public (General) Liability, State Unemployment, Medical Liability, and Special District
Property.
County Summary Information
372 County of Contra Costa FY 2014-2015 Recommended Budget
ALL COUNTY FUNDS
Total Requirements Summary
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
General Government 197,021,158 194,288,222 254,737,109 242,881,739 (11,855,370)
Health & Human Services 650,588,411 667,174,501 715,909,679 734,296,783 18,387,104
Law & Justice 324,369,885 331,640,025 365,711,828 376,168,588 10,456,760
SubTotal General Fund 1,171,979,454 1,193,102,748 1,336,358,616 1,353,347,110 16,988,494
County Law Enfrcmt-Cap Proj 2,992,843 1,728,393 2,698,444 2,698,444 0
Ellinwood Cap-Proj 0 0 250 250 0
Recorder Modernization 1,802,292 1,840,601 11,973,104 11,729,573 (243,531)
Court / Clerk Automation 0 0 78 78 0
Fish And Game 112,910 74,404 226,370 24,150 (202,220)
Land Development Fund 2,455,475 2,281,527 3,219,828 2,900,000 (319,828)
Criminalistics Laboratory 4 2,561 119,871 119,871 0
Survey Monument Preservtn 39,093 69,131 754,823 807,257 52,434
Crim Justice Facility Constr 1,250,090 1,194,889 1,349,388 1,165,300 (184,088)
Courthouse Construction 1,046,449 1,425,736 1,418,894 2,011,066 592,172
Road 34,455,965 34,162,798 51,831,642 49,112,500 (2,719,142)
Transportation Improvement 680,398 732,107 2,006,000 1,739,535 (266,465)
Sans Crainte Drainage 0 0 268,497 7,000 (261,497)
Private Activity Bond 267,955 720,018 956,730 958,448 1,718
Affordable Housing Spec Rev 58 279 158,378 30,000 (128,378)
Navy Trans Mitigation 484,466 209,915 6,134,773 5,899,492 (235,281)
Tosco/Solano Trns Mitigation 1,886 7,312 20,000 21,000 1,000
Child Development Fund 21,530,255 19,931,394 22,304,992 19,621,290 (2,683,702)
HUD Nsp 2,296,382 1,507,228 3,026,104 1,747,305 (1,278,799)
Used Oil Recycling Grant 93,145 53,760 80,000 71,718 (8,282)
Conservation & Development 33,796,528 23,629,353 26,804,439 26,601,540 (202,899)
CDD/PWD Joint Review Fee 348,740 400,775 1,297,863 1,297,863 0
Drainage Deficiency 260 4,023,924 2,774,768 500,000 (2,274,768)
Public Works 1,408,526 1,606,044 5,120,691 4,826,860 (293,831)
D A Consumer Protection 0 335,077 3,078,866 2,798,391 (280,475)
Domestic Violence Victim Asst 124,000 125,739 130,438 120,000 (10,438)
Dispute Resolution Program 228,855 249,483 607,273 250,000 (357,273)
Zero Tolrnce-Dom Violence 403,202 310,631 642,925 322,809 (320,116)
D A Revenue Narcotics 100,355 99,080 459,259 101,487 (357,772)
D A Environment/Osha 76,913 415,669 2,171,677 2,103,243 (68,434)
D A Forfeitre-Fed-Doj 33,538 20,286 355,560 355,560 0
Walden Green Maintenance 42,138 46,637 445,140 107,000 (338,140)
R/Estate Fraud Prosecute 473,738 543,418 1,942,928 457,400 (1,485,528)
CCC Dept Child Spprt Svcs 18,553,776 18,725,204 18,990,495 18,882,683 (107,812)
Emergency Med Svcs Fund 2,269,208 2,043,620 2,421,877 2,143,328 (278,549)
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 373
ALL COUNTY FUNDS
Total Requirements Summary (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
AB75 Tobacco Tax Fund 0 149 164 164 0
Traffic Safety Fund 1,094 40,850 376,544 376,544 0
Pub Protect-Spec Rev Fund 1,337,386 826,034 2,545,934 2,568,994 23,060
Sheriff Narc Forfeit-St/Local 100,548 468,784 281,598 281,598 0
Sheriff Forfeit-Fed-Doj 245 156,454 539,357 539,357 0
Sup Law Enforcement Svcs 5,849,245 5,682,633 6,509,382 6,181,669 (327,713)
Sheriff Forfeit-Fed Treasury 4 4 199,409 199,409 0
Prop 63 Mh Svcs Acct 26,892,944 25,511,843 29,888,041 32,410,306 2,522,265
Prisoners Welfare Fund 1,361,488 1,419,057 2,932,227 1,790,582 (1,141,645)
Comm Coll Child Dev-Fund 2,209,874 1,913,050 2,209,848 2,216,756 6,908
Probation Officers Special Fund 29,172 79,122 283,937 296,437 12,500
Automated Sys Dvlpmnt 170,000 170,000 170,000 200,000 30,000
Property Tax Admin 0 0 3,043,371 3,043,371 0
Cnty Local Rev Fund 2011 81,223,567 110,977,999 145,001,890 88,863,322 (56,138,568)
IHSS Public Authority 1,623,660 1,635,620 1,892,012 1,963,985 71,973
Dna Identification Fund 721,670 558,383 565,068 285,000 (280,068)
Comm Corr Prfmc Incntv Fd 1,861,684 2,879,437 3,298,328 3,041,073 (257,255)
No Rich Wst&Rcvy Mtgn Fee 627,700 1,160,549 1,332,922 550,000 (782,922)
Bailey Rd Mntc Surcharge 0 0 2,255,480 222,800 (2,032,680)
Home Invstmt Prtnrshp Act 0 0 0 300,000 300,000
County Library 23,551,114 23,750,479 26,500,912 25,256,171 (1,244,741)
Casey Library Gift 42 41 255,986 100 (255,886)
Hercul/Rodeo Crock A of B 3,296 2,148 5,100 3,100 (2,000)
West County Area of Benefit 4 4 5,100 5,100 0
North Richmond A of B 27,790 948 50,500 5,500 (45,000)
Martinez Area Of Benefit 46,247 169,512 220,500 214,500 (6,000)
Briones Area Of Benefit 4 4 2,500 2,500 0
Central Co Area/Benefit 102,257 189,130 280,000 830,000 550,000
So Wal Crk Area Of Beneft 16,683 831 15,050 5,050 (10,000)
Alamo Area Of Benefit 38,552 63,260 227,200 150,200 (77,000)
South Co Area Of Benefit 25,835 252,001 130,500 1,237,500 1,107,000
Pitts/Antioch Area/Beneft 0 0 1,480 0 (1,480)
Marsh Crk Area Of Benefit 20,189 4 5,100 0 (5,100)
East County Area Of Benef 64,275 501,044 1,421,000 701,000 (720,000)
Bethel Isl Area Of Beneft 170 34,465 11,500 31,500 20,000
County Childrens 185,440 183,898 203,483 185,000 (18,483)
Animal Benefit 178,627 100,029 1,036,590 469,950 (566,640)
Co-Wide Gang And Drug 22,259 46,681 1,357,369 1,357,369 0
Livable Communities Fund 0 0 670,320 0 (670,320)
Ava Service Authority 899,426 126,821 0 0 0
Cdb 1St-Time Hmebyr Loan 75 0 0 0 0
County Summary Information
374 County of Contra Costa FY 2014-2015 Recommended Budget
ALL COUNTY FUNDS
Total Requirements Summary (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
ARRA Hud Bldg Insp Npp 799,941 906,681 1,075,262 1,070,750 (4,512)
Retirement Uaal Bond Fund 63,265,284 67,942,535 67,545,651 35,412,894 (32,132,757)
Ret Litgtn Stlmnt Dbt Svc 2,759,911 2,759,911 2,759,911 2,759,911 0
Family Law Ctr-Debt Svc 0 680,282 2,869,817 2,869,817 0
Central Identify Bureau 2,208,952 2,592,834 3,865,765 3,865,765 0
Sprw Fund 537,155 656,835 4,081,135 4,556,196 475,061
Rd Dvlpmnt Discovery Bay 4 4 54,500 20,300 (34,200)
Road Imprvmnt Fee 1,391,236 1,743,672 3,350,500 2,400,500 (950,000)
Rd Devlpmnt Rich/El Sobrt 1,609 4 10,500 10,500 0
Road Development Bay Point 26,966 39,510 35,400 180,400 145,000
Rd Devlpmnt Pacheco Area 4,570 658 52,400 37,400 (15,000)
Airport Enterprise 4,518,577 4,932,318 4,465,397 4,759,032 293,635
Sheriff Law Enf Trng Cntr 1,412,091 1,461,637 1,480,594 1,554,100 73,506
Childcare Enterprise 59,287 35,046 74,089 74,089 0
Hospital Enterprise 475,425,412 496,695,783 488,316,788 520,377,256 32,060,468
Hmo Enterprise 184,586,140 291,062,119 196,138,131 313,629,648 117,491,517
Hmo Enterprise-Comm Plan 136,658,009 120,408,032 109,287,185 91,828,636 (17,458,549)
Major Risk Med Insur Ent 802,643 1,208,415 1,233,645 1,233,645 0
Fleet ISF 10,424,739 10,099,051 13,107,335 13,849,762 742,427
SubTotal Non-General Fund 1,161,444,535 1,300,643,588 1,311,322,072 1,337,808,949 26,486,877
Total Requirements –
All Funds 2,333,423,989 2,493,746,336 2,647,680,688 2,691,156,059 43,475,371
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 375
ALL COUNTY FUNDS
Summary
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
SOURCES
Taxes-Current Property 288,633,186 293,010,187 293,754,428 315,635,231 21,880,803
Taxes-Other than Current Property 16,106,229 20,120,023 17,328,902 17,497,294 168,392
License/Permit/Franchises 20,826,864 22,851,129 24,222,203 25,464,929 1,242,726
Fines/Forfeits/Penalties 21,733,335 35,740,804 32,471,366 32,785,903 314,537
Use of Money & Property 8,474,592 11,352,630 8,268,155 7,900,210 (367,945)
Intergovernmental Revenue 671,755,832 717,847,196 807,254,316 742,006,451 (65,247,865)
Charges for Services 219,939,535 215,276,903 240,036,110 250,907,423 10,871,313
Miscellaneous Revenue 299,075,905 326,012,935 328,892,074 333,957,297 5,065,223
Hospital/Health Plan Enterprise Funds 768,451,183 867,881,470 764,566,973 896,660,409 132,093,436
Enterprise Fund Subsidy 43,555,958 34,146,228 30,408,776 30,408,776 0
Total Revenue 2,358,552,620 2,544,239,505 2,556,453,302 2,653,223,923 96,770,621
Fund Balance (25,112,846) (50,493,165) 100,477,387 37,932,137 (62,545,250)
TOTAL SOURCES 2,333,439,774 2,493,746,340 2,656,930,689 2,691,156,060 34,225,371
REQUIREMENTS
Salaries and Benefits 993,088,371 1,023,043,157 1,141,630,022 1,196,047,973 54,417,951
Services and Supplies 901,461,517 952,370,392 972,289,117 1,045,995,177 73,706,060
Other Charges 335,414,411 400,452,515 340,321,115 313,806,311 (26,514,804)
Fixed Assets 22,914,764 11,075,116 28,599,884 27,960,540 (639,344)
Provisions for Contingencies 0 0 2,114,906 4,855,653 2,740,747
Gross Expenditures 2,252,879,063 2,386,941,180 2,484,955,044 2,588,665,654 103,710,610
Expenditure Transfers 80,560,712 106,805,160 162,725,644 102,490,406 (60,235,238)
TOTAL REQUIREMENTS 2,333,439,774 2,493,746,340 2,647,680,689 2,691,156,060 43,475,371
Allocated Positions (FTE) 7,951 8,014 8,315 8,527 212
County Summary Information
376 County of Contra Costa FY 2014-2015 Recommended Budget
ALL COUNTY AND DISTRICTS: MAJOR FUNDS
Major Fund: CONTRA COSTA FIRE
Summary
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
SOURCES
Taxes Current Property 79,079,252 81,668,179 79,188,000 87,475,837 8,287,837
Taxes Other Than Cur Prop (1,808,953) (1,465,912) (960,000) 0 960,000
Use Of Money & Property 31,163 15,616 16,080 10,980 (5,100)
Intergovernmental Revenue 7,120,057 8,226,414 3,644,000 2,225,510 (1,418,490)
Charges for Services 5,372,340 6,380,267 5,155,000 5,873,426 718,426
Miscellaneous Revenue 8,991,777 10,168,243 2,615,770 2,780,883 165,113
Total Revenue 98,785,636 104,992,807 89,658,850 98,366,636 8,707,786
Fund Balance 3,793,687 (3,690,486) 13,129,913 14,626,712 1,496,799
TOTAL SOURCES 102,579,323 101,302,321 102,788,763 112,993,348 10,204,585
REQUIREMENTS
Salaries and Benefits 72,456,621 68,607,539 70,462,613 78,773,288 8,310,675
Services and Supplies 6,993,093 7,584,219 7,937,832 8,756,592 818,760
Other Charges 2,480,285 2,671,669 2,608,598 2,618,459 9,861
Fixed Assets 957,547 2,330,594 4,067,769 4,890,566 822,797
Gross Expenditures 82,887,546 81,194,021 85,076,812 95,038,905 9,962,093
Expenditure Transfers 19,691,776 20,108,300 17,711,951 17,954,443 242,492
TOTAL REQUIREMENTS 102,579,322 101,302,321 102,788,763 112,993,348 10,204,585
Allocated Positions (FTE) 365 365 293 302 9
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 377
Major Fund: HMO ENTERPRISE FUND
Summary
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
SOURCES
Other Hospital Revenues 0 12 0 0 0
External Health Plan Revenue 188,147,663 289,004,757 196,138,131 313,629,648 117,491,517
Enterprise Fund Subsidy 0 0 0 0 0
Total Revenue 188,147,663 289,004,769 196,138,131 313,629,648 117,491,517
Fund Balance (3,561,523) 82,388 0 0 0
TOTAL SOURCES 184,586,140 289,087,157 196,138,131 313,629,648 117,491,517
REQUIREMENTS
Salaries and Benefits 13,082,305 15,587,508 18,777,510 20,463,930 1,686,420
Services and Supplies 159,760,092 199,322,728 177,360,621 280,816,551 103,455,930
Other Charges 11,743,742 74,176,921 0 12,349,167 12,349,167
Fixed Assets 0 0 0 0 0
TOTAL REQUIREMENTS 184,586,139 289,087,157 196,138,131 313,629,648 117,491,517
Allocated Positions (FTE) 111 100 143 155 12
County Summary Information
378 County of Contra Costa FY 2014-2015 Recommended Budget
Major Fund: HOSPITAL ENTERPRISE FUND
Summary
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
SOURCES
Medicare Patient Services 28,482,342 28,652,765 28,115,724 30,370,831 2,255,107
Medi-Cal Patient Services 206,301,144 200,812,946 177,910,927 231,189,512 53,278,585
Hlth Plan Patient Svcs 140,258,582 123,539,730 123,262,629 130,204,547 6,941,918
Private Pay Patient Svcs 7,814,989 6,782,388 6,527,190 8,249,147 1,721,957
Interdept Patient Svcs 3,988,419 5,459,169 4,333,751 4,619,345 285,594
Other Hospital Revenues 26,222,129 58,065,035 87,297,208 53,803,806 (33,493,402)
Charges To Gen Fund Units 19,401,196 21,933,545 22,346,490 22,720,375 373,885
External Health Plan Revenue 11,817,407 7,955,838 10,192,440 10,889,264 696,824
Enterprise Fund Subsidy 39,785,820 30,376,090 26,672,488 26,672,488 0
Schools Funds Revenue 1,916,691 4,185,496 1,657,941 1,657,941 0
Total Revenue 485,988,719 487,763,002 488,316,788 520,377,256 32,060,468
Fund Balance (10,563,308) 8,932,781 0 0 0
TOTAL SOURCES 475,425,412 496,695,783 488,316,788 520,377,256 32,060,468
REQUIREMENTS Salaries and Benefits 283,480,348 295,983,773 306,665,854 328,220,583 21,554,729
Services and Supplies 191,532,386 200,596,923 166,787,538 178,517,938 11,730,400
Other Charges 415,268 115,087 10,023,062 10,271,185 248,123
Fixed Assets 27,943,771 17,954,976 4,840,334 3,367,550 (1,472,784)
Gross Expenditures 503,371,772 514,650,759 488,316,788 520,377,256 32,060,468
Expenditure Transfers (27,946,360) (17,954,976) 0 0 0
TOTAL REQUIREMENTS 475,425,412 496,695,783 488,316,788 520,377,256 32,060,468
Allocated Positions (FTE) 1,903 1,893 1,923 1,926 26
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 379
ALL NON-MAJOR FUNDS
Summary
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
SOURCES
External Health Plan Revenue 0 3,124,303 0 0 0
Major Risk Med Ins Revenue 794,746 949,901 1,233,645 1,233,645 0
Taxes Current Property 19,472,694 19,772,941 19,854,428 21,435,231 1,580,803
Taxes Other Than Cur Prop (413,721) (336,533) (195,098) (319,706) (124,608)
License/Permit/Franchises 9,483,191 12,113,913 12,933,627 14,151,239 1,217,612
Fines/Forfeits/Penalties 6,602,456 7,724,496 6,427,070 6,094,720 (332,350)
Use Of Money & Property 5,474,808 5,669,785 6,128,394 5,753,958 (374,436)
Intergovernmental Revenue 191,819,708 235,336,798 256,732,743 210,039,179 (46,693,564)
Charges For Services 16,265,185 16,001,938 28,335,110 27,388,280 (946,830)
Miscellaneous Revenue 115,935,964 114,196,242 115,572,080 85,264,725 (30,307,355)
Total Revenue 365,435,031 414,553,784 447,021,999 371,041,271 (75,980,728)
Fund Balance (644,270) (22,855,370) 70,557,969 41,082,139 (29,475,830)
TOTAL SOURCES 364,790,761 391,698,414 517,579,968 412,123,410 (105,456,558)
REQUIREMENTS
Salaries and Benefits 66,331,213 64,857,647 74,362,423 73,698,557 (663,866)
Services and Supplies 29,072,654 30,365,263 99,968,310 87,636,903 (12,331,407)
Other Charges 90,458,369 93,603,599 93,465,683 59,606,008 (33,859,675)
Fixed Assets (35,916,244) (18,499,459) 5,369,052 6,733,898 1,364,846
Gross Expenditures 149,945,992 170,327,050 273,165,468 227,675,366 (45,490,102)
Expenditure Transfers 214,844,769 221,371,364 244,414,500 184,448,044 (59,966,456)
TOTAL REQUIREMENTS 364,790,761 391,698,414 517,579,968 412,123,410 (105,456,558)
Allocated Positions (FTE) 705 669 698 659 (39)
County Summary Information
380 County of Contra Costa FY 2014-2015 Recommended Budget
Major Fund: GENERAL FUND - All Functional Groups
Summary
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
SOURCES
Taxes-Current Property 269,160,492 273,237,246 273,900,000 294,200,000 20,300,000
Taxes-Other than Current Property 16,519,950 20,456,556 17,524,000 17,817,000 293,000
License/Permit/Franchises 11,343,673 10,737,216 11,288,576 11,313,690 25,114
Fines/Forfeits/Penalties 15,130,879 28,016,308 26,044,296 26,691,183 646,887
Use Of Money & Property 2,999,784 5,682,845 2,139,761 2,146,252 6,491
Intergovernmental Revenue 479,936,124 482,510,398 550,521,573 531,967,272 (18,554,301)
Charges For Services 203,674,350 199,274,965 211,701,000 223,519,143 11,818,143
Miscellaneous Revenue 183,139,941 211,816,693 213,319,994 248,692,572 35,372,578
Total Revenue 1,181,905,193 1,231,732,227 1,306,439,200 1,356,347,112 49,907,912
Fund Balance (9,925,739) (35,875,273) 29,919,417 (3,000,000) (32,919,417)
TOTAL SOURCES 1,171,979,454 1,195,856,954 1,336,358,617 1,353,347,112 16,988,495
REQUIREMENTS
Salaries and Benefits 630,194,505 646,614,230 718,062,317 741,824,235 23,761,918
Services and Supplies 384,438,376 401,677,446 392,382,886 418,885,463 26,502,577
Other Charges 232,797,032 232,556,908 232,099,993 236,832,370 4,732,377
Fixed Assets 30,887,238 11,619,599 12,854,853 18,390,498 5,535,645
Provisions for Contingencies 0 0 3,110,000 2,114,906 (995,094)
Gross Expenditures 1,278,317,151 1,292,468,183 1,358,510,049 1,418,047,472 59,537,423
Expenditure Transfers (106,337,697) (96,611,228) (83,883,671) (81,688,856) 2,194,815
TOTAL REQUIREMENTS 1,171,979,454 1,195,856,955 1,274,626,378 1,336,358,616 61,732,238
Allocated Positions (FTE) 5,231 5,349 5,549 5,784 235
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 381
GENERAL FUND - General Government Functional Group
Summary
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
SOURCES
Taxes-Current Property 269,160,492 273,237,246 273,900,000 294,200,000 20,300,000
Taxes-Other Than Current Property 16,519,950 20,456,556 17,524,000 17,817,000 293,000
License/Permit/Franchises 9,425,985 8,726,373 8,923,452 8,869,966 (53,486)
Fines/Forfeits/Penalties 10,368,564 24,015,109 22,819,000 23,042,500 223,500
Use Of Money & Property 2,496,906 5,151,072 1,746,426 1,641,032 (105,394)
Intergovernmental Revenue 24,193,931 21,648,142 26,934,303 27,994,802 1,060,499
Charges For Services 77,796,745 76,591,471 80,985,519 84,808,249 3,822,730
Miscellaneous Revenue 46,533,470 47,324,248 55,094,949 57,344,207 2,249,258
Total Revenue 456,496,043 477,150,217 487,927,649 515,717,756 27,790,107
Fund Balance (259,474,884) (282,861,996) (242,190,539) (272,836,016) (30,645,477)
TOTAL SOURCES 197,021,159 194,288,221 245,737,110 242,881,740 (2,855,370)
REQUIREMENTS Salaries and Benefits 110,385,432 112,520,457 129,498,147 136,428,264 6,930,117
Services and Supplies 112,152,216 112,652,641 144,152,986 131,689,652 (12,463,334)
Other Charges 39,753,778 40,351,059 50,173,488 43,010,021 (7,163,467)
Fixed Assets 9,523,934 4,157,251 10,038,776 9,501,394 (537,382)
Provisions for Contingencies 2,114,906 4,855,653 2,740,747
Gross Expenditures 271,815,360 269,681,408 335,978,303 325,484,984 (10,493,319)
Expenditure Transfers (74,794,202) (75,393,185) (81,241,194) (82,603,245) (1,362,051)
TOTAL REQUIRMENTS 197,021,158 194,288,223 254,737,109 242,881,739 (11,855,370)
Allocated Positions (FTE) 1,051 1,031 1,042 1,045 3
County Summary Information
382 County of Contra Costa FY 2014-2015 Recommended Budget
GENERAL FUND - Health & Human Services Functional Group
Summary
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
SOURCES
License/Permit/Franchises 393,239 434,468 297,544 370,544 73,000
Fines/Forfeits/Penalties 819,880 667,106 634,534 531,061 (103,473)
Use Of Money & Property 502,878 531,773 393,335 505,220 111,885
Intergovernmental Revenue 364,911,138 366,125,037 420,787,208 404,209,766 (16,577,442)
Charges For Services 77,658,538 73,542,675 81,322,457 88,849,610 7,527,153
Miscellaneous Revenue 97,659,970 120,041,107 109,685,097 136,907,549 27,222,452
Total Revenue 541,945,643 561,342,166 613,120,175 631,373,750 18,253,575
Fund Balance 108,642,768 105,832,334 102,789,504 102,923,033 133,529
TOTAL SOURCES 650,588,411 667,174,500 715,909,679 734,296,783 18,387,104
REQUIREMENTS
Salaries and Benefits 265,747,487 271,219,715 323,886,166 334,547,160 10,660,994
Services and Supplies 216,619,056 233,628,020 226,053,968 232,120,082 6,066,114
Other Charges 169,168,672 167,555,902 163,157,339 164,002,374 845,035
Fixed Assets 474,234 604,777 954,158 760,858 (193,300)
Gross Expenditures 652,009,449 673,008,414 714,051,631 731,430,474 17,378,843
Expenditure Transfers (1,421,037) (5,833,913) 1,858,048 2,866,309 1,008,261
TOTAL REQUIREMENTS 650,588,412 667,174,501 715,909,679 734,296,783 18,387,104
Allocated Positions (FTE) 2,513 2,649 2,793 3,011 218
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 383
GENERAL FUND - Law & Justice Functional Group
Summary
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
SOURCES
License/Permit/Franchises 1,524,450 1,576,374 2,067,580 2,073,180 5,600
Fines/Forfeits/Penalties 3,942,435 3,334,093 2,590,762 3,117,622 526,860
Intergovernmental Revenue 90,831,055 94,737,218 102,800,062 99,762,704 (3,037,358)
Charges For Services 48,219,067 46,386,613 49,393,024 49,861,284 468,260
Miscellaneous Revenue 38,946,501 44,451,339 48,539,948 54,440,816 5,900,868
Total Revenue 183,463,508 190,485,637 205,391,376 209,255,606 3,864,230
Fund Balance 140,906,378 141,154,388 160,320,452 166,912,982 6,592,530
TOTAL SOURCES 324,369,886 331,640,025 365,711,828 376,168,588 10,456,760
REQUIREMENTS Salaries and Benefits 254,061,586 262,874,057 288,439,922 302,689,479 14,249,557
Services and Supplies 42,483,905 41,914,515 48,678,509 44,592,083 (4,086,426)
Other Charges 23,874,582 24,645,716 23,501,543 23,510,888 9,345
Fixed Assets 1,874,657 1,753,773 7,397,564 7,596,840 199,276
Gross Expenditures 322,294,730 331,188,061 368,017,538 378,389,290 10,371,752
Expenditure Transfers 2,075,154 451,963 (2,305,710) (2,220,702) 85,008
TOTAL REQUIREMENTS 324,369,884 331,640,024 365,711,828 376,168,588 10,456,760
Allocated Positions (FTE) 1,667 1,669 1,714 1,728 14
County Summary Information
384 County of Contra Costa FY 2014-2015 Recommended Budget
General Fund
Summary of Expenditures and Revenues With Compensation Information
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
2014-15
Change
EXPENDITURES
Salaries and Benefits 646,614,230 741,824,235 784,407,895 773,664,903 (10,742,992)
Services and Supplies 388,195,176 418,885,463 412,019,776 408,401,817 (3,617,959)
Other Charges 232,552,677 236,832,370 241,743,136 230,523,283 (11,219,853)
Fixed Assets 6,515,801 18,390,498 18,014,092 17,859,092 (155,000)
Expenditure Transfers (80,775,135) (81,688,856) (81,852,230) (81,957,638) (105,408)
TOTAL EXPENDITURES 1,193,102,749 1,336,358,616 1,379,188,323 1,353,347,111 (25,841,212)
REVENUE
Other Local Revenue 699,670,993 719,086,820 781,718,355 782,801,873 1,083,518
Federal Assistance 237,642,396 267,610,534 264,309,661 264,309,661 0
State Assistance 291,664,632 328,741,845 309,304,223 309,235,577 (68,646)
GROSS REVENUE 1,228,978,021 1,315,439,199 1,355,332,239 1,356,347,111 1,014,872
NET COUNTY COST (NCC) (35,875,273) 20,919,417 23,856,084 (3,000,000) (26,856,084)
Allocated Positions (FTE) 5,349 5,549 5,777 5,784 7
FINANCIAL INDICATORS
Salaries as % of Total Exp 51% 52% 54% 54% 0%
% Change in Total Exp 12% 3% (2%) (5%)
% Change in Total Rev 7% 3% 0% (3%)
% Change in NCC (158%) 14% (113%) (127%)
COMPENSATION INFORMATION
Permanent Salaries 318,331,822 374,928,745 393,848,051 386,822,705 (7,025,346)
Temporary Salaries 23,594,345 10,767,561 11,471,038 12,244,106 773,068
Permanent Overtime 17,759,366 13,934,285 15,675,159 15,675,159 0
Deferred Comp 1,157,366 2,483,143 2,973,128 2,949,736 (23,392)
Hourly Physician Salaries 218,390 110,372 77,604 77,604 0
Perm Physicians Salaries 3,032,785 3,632,940 3,939,782 3,939,782 0
Perm Phys Addnl Duty Pay 22,338 26,288 66,374 66,374 0
Comp & SDI Recoveries (1,847,033) (1,415,582) (1,403,725) (1,378,273) 25,452
FICA/Medicare 21,126,905 24,288,235 25,413,743 25,173,879 (239,864)
Ret Exp-Pre 97 Retirees 1,845,967 2,104,033 2,086,729 2,086,729 0
Retirement Expense 150,123,592 185,279,741 206,847,817 203,661,869 (3,185,948)
Excess Retirement 33,347 0 0 0 0
Employee Group Insurance 52,577,358 67,671,887 64,602,138 63,681,292 (920,846)
Retiree Health Insurance 31,632,649 31,134,775 31,964,910 31,964,910 0
OPEB Pre-Pay 13,785,604 13,200,090 13,281,956 13,281,956 0
Unemployment Insurance 1,374,314 1,721,879 1,262,240 1,250,413 (11,827)
Workers Comp Insurance 11,274,142 11,955,844 12,300,952 12,166,663 (134,289)
Labor Received/Provided 570,971 0 0 0 0
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 385
General Purpose Revenue
General Purpose Revenue is derived from sources not specific to any program or
service delivery, available from sources such as property tax and interest income, and
may be used for any purpose that is a legal expenditure of County funds. The
estimated General Purpose Revenue for FY 2014-15 is $351,921,000 or 26% of the
County’s total General Fund estimated revenue. The following table compares the
distribution of General Purpose Revenue among Departments in the Recommended
Budget to the current year Adopted Budget (adjusted for carryforward).
Changes in Overall Department Share of General Purpose Revenue
FY 2013-14
Adopted Budget
Share of
Total
FY 2014-15
Recommended
Share of
Total
Agriculture 1,764,429 0.5% 2,000,000 0.6%
Animal Services 3,216,816 0.9% 3,330,000 1.0%
Appropriations for Contingencies 3,110,000 0.9% 4,855,653 1.4%
Assessor 14,592,000 4.3% 14,750,000 4.2%
Auditor-Controller 3,075,690 0.9% 3,470,000 1.0%
Board of Supervisors 7,761,433 2.3% 5,907,065 1.7%
Conservation and Development 668,662 0.2% 0 0.0%
County Administration 9,962,697 2.9% 4,652,404 1.3%
County Clerk-Recorder/Elections 5,094,665 1.5% 4,925,000 1.4%
County Counsel 2,357,208 0.7% 2,400,000 0.7%
District Attorney 13,970,755 4.1% 14,400,000 4.1%
Employment & Human Services 18,109,999 5.3% 19,050,000 5.5%
Health Services 85,174,649 24.9% 84,500,000 24.2%
Human Resources 3,669,214 1.1% 2,794,000 0.8%
Justice System Planning 6,131,127 1.8% 4,500,000 1.3%
Miscellaneous Services 16,135,648 4.7% 7,103,596 2.0%
Plant Acquisition 152,431 0.0% 10,500,000 3.0%
Probation 36,629,307 10.7% 40,000,000 11.5%
Public Defender 17,945,688 5.2% 18,800,000 5.4%
Public Works 12,006,523 3.5% 14,500,000 4.2%
Sheriff-Coroner 67,411,758 19.7% 74,000,000 21.2%
Superior Court Related Functions 10,850,000 3.2% 10,000,000 2.9%
Treasurer-Tax Collector 1,929,613 0.6% 1,782,000 0.5%
Veterans Service 683,103 0.2% 701,280 0.2%
342,403,415 1 2 100.0% 348,921,000 2 1 100.0%
1 The difference between the FY 2012-13 total and total General Purpose Revenue on page 101 is due to
carryforward and rounding.
2 The difference between the totals shown here and total General Purpose Revenue on page 101 ($3 million) is due
to the West Contra Costa Healthcare District’s agreement with the County (and rounding). The Board has committed
these funds back to the reserve (see page 89).
County Summary Information
386 County of Contra Costa FY 2014-2015 Recommended Budget
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 2014-15
Baseline Request
Share of
Total
FY 2014-15
Recommended
Share of
Total
Agriculture 2,100,951 0.6% 2,000,000 0.6%
Animal Services 3,429,284 0.9% 3,330,000 1.0%
Appropriations for Contingencies 4,855,653 1.3% 4,855,653 1.4%
Assessor 15,742,913 4.2% 14,750,000 4.2%
Auditor-Controller 3,470,000 0.9% 3,470,000 1.0%
Board of Supervisors 5,907,065 1.6% 5,907,065 1.7%
Conservation and Development 0 0.0% 0 0.0%
County Administration 4,423,912 1.2% 4,652,404 1.3%
County Clerk-Recorder/Elections 4,925,000 1.3% 4,925,000 1.4%
County Counsel 2,406,235 0.6% 2,400,000 0.7%
District Attorney 15,085,087 4.0% 14,400,000 4.1%
Employment & Human Services 19,050,000 5.1% 19,050,000 5.5%
Health Services 104,585,074 27.8% 84,500,000 24.2%
Human Resources 2,794,000 0.7% 2,794,000 0.8%
Justice System Planning 4,500,000 1.2% 4,500,000 1.3%
Miscellaneous Services 7,103,596 1.9% 7,103,598 2.0%
Plant Acquisition 10,500,000 2.8% 10,500,000 3.0%
Probation 41,366,830 11.0% 40,000,000 11.5%
Public Defender 18,300,000 4.9% 18,800,000 5.4%
Public Works 14,500,000 3.9% 14,500,000 4.2%
Sheriff-Coroner 78,242,168 20.8% 74,000,000 21.2%
Superior Court Related Functions 10,000,000 2.7% 10,000,000 2.9%
Treasurer-Tax Collector 1,782,000 0.5% 1,782,000 0.5%
Veterans Service 707,314 0.2% 701,280 0.2%
375,777,082 1 1 100.0% 348,921,000 2 1 100.0%
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 21.
2 The difference between the totals shown here and total General Purpose Revenue on page 101 ($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 89).
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 387
As shown below, the majority of General Purpose Revenue is allocated to a handful of
County departments; in fact 82.2% of our General Purpose Revenue is spent in just
eight departments. The table below also shows the ranking of Department share
(including Appropriations for Contingencies) of General Purpose Revenue.
Ranking of Department Share of General Purpose Revenue
FY 2014-15
Baseline Request
Share of
Total
FY 2014-15
Recommended
Share of
Total
Health Services 104,585,074
27.8% 84,500,000
24.2%
Sheriff-Coroner 78,242,168 20.8% 74,000,000 21.2%
Probation 41,366,830 11.0% 40,000,000 11.5%
Employment & Human Services 19,050,000 5.1% 19,050,000 5.5% 82.2%
Public Defender 18,300,000 4.9% 18,800,000 5.4%
Assessor 15,742,913 4.2% 14,750,000 4.2%
Public Works 14,500,000 3.9% 14,500,000 4.2%
District Attorney 15,085,087 4.0% 14,400,000 4.1%
Plant Acquisition 10,500,000
2.8% 10,500,000
3.0%
Superior Court Related Functions 10,000,000 2.7% 10,000,000 2.9%
Miscellaneous Services 7,103,596 1.9% 7,103,598 2.0%
Board of Supervisors 5,907,065 1.6% 5,907,065 1.7%
County Clerk-Recorder/Elections 4,925,000 1.3% 4,925,000 1.4%
Appropriations for Contingencies 4,855,653 1.3% 4,855,653 1.4%
County Administration 4,423,912 1.2% 4,652,404 1.3%
Justice System Planning 4,500,000 1.2% 4,500,000 1.3% 17.8%
Auditor-Controller 3,470,000 0.9% 3,470,000 1.0%
Animal Services 3,429,284 0.9% 3,330,000 1.0%
Human Resources 2,794,000 0.7% 2,794,000 0.8%
County Counsel 2,406,235 0.6% 2,400,000 0.7%
Agriculture 2,100,951 0.6% 2,000,000 0.6%
Treasurer-Tax Collector 1,782,000 0.5% 1,782,000 0.5%
Veterans Service 707,314 0.2% 701,280 0.2%
Conservation and Development 0 0.0% 0 0.0%
375,777,082 1 100.0% 348,921,000 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 21.
2 The difference between the totals shown here and total general purpose revenue on page 101 ($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 89).
County Summary Information
388 County of Contra Costa FY 2014-2015 Recommended Budget
Appropriations by Department
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.
FY 2014-15
Baseline
FY 2014-15
Recommended
Difference
County Departments
Agriculture 5,762,297 5,661,346 (100,951)
Animal Services 11,459,666 11,360,382 (99,284)
Appropriations for Contingencies 4,855,653 4,855,653 0
Assessor 20,318,334 19,325,421 (992,913)
Auditor-Controller 9,043,614 9,043,614 0
Board of Supervisors 6,851,603 6,851,603 0
Child Support Services 18,882,683 18,882,683 0
Conservation and Development 44,700,231 44,468,211 (232,020)
County Administration 22,117,299 23,429,309 1,312,010
County Clerk-Recorder/Elections 25,358,478 25,358,478 0
County Counsel 6,021,235 6,015,000 (6,235)
District Attorney 40,723,690 40,038,603 (685,087)
Employment & Human Services 448,701,212 448,701,212 0
Health Services 1,304,233,114 1,272,928,187 (31,304,927)
Human Resources 9,487,925 9,487,925 0
Justice System Planning 15,346,798 15,346,798 0
Library 25,256,271 25,256,271 0
Miscellaneous Services 53,875,134 53,875,134 0
Plant Acquisition 13,766,164 13,766,164 0
Probation 75,220,098 73,853,268 (1,366,830)
Public Defender 19,602,942 20,102,942 500,000
Public Safety Realignment 64,373,861 64,373,861 0
Public Works 204,054,233 204,054,233 0
Sheriff-Coroner 255,603,436 251,361,268 (4,242,168)
Superior Court Related Functions 17,158,566 17,158,566 0
Treasurer-Tax Collector 4,706,500 4,706,500 0
Veterans Service 968,107 893,427 (74,680)
Total County 2,728,449,144 2,691,156,059 (37,293,085)
Special Districts
CCC Fire Protection District 124,956,635 124,956,635 0
Crockett/Carquinez Fire 512,590 512,590 0
Special District (other than Fire) 147,840,471 147,840,471 0
Appropriations Grand Total 3,001,758,840 2,964,465,755 (37,293,085)
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County Summary Information
390 County of Contra Costa FY 2014-2015 Recommended Budget
Position Summary
All County Funds
The table below provides FTE positions for all funds for the prior year (2012-13 Actual),
current year (2013-14 Budget), Projected Year (2014-15 Baseline), and for the 2014-15
Recommended Budget. Current year figures reflect total estimated net position counts
as of today for all departments. Please note that these numbers represent
rounded/funded FTEs. The Public Defender has an increase of 4 FTEs and the County
Administrator three FTEs. Positions targeted for elimination in the Land Development
are vacant (not filled). The actual number of positions recommended for elimination on
May 13, 2014 may be higher; this is due to clean-up of additional unfunded vacant
positions. The actual number of lay-offs is expected to be zero.
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
County Departments
Agriculture 48 46 48 48 0
Animal Services 78 78 78 78 0
Assessor 122 122 122 122 0
Auditor-Controller 55 55 56 56 0
Board of Supervisors 28 31 32 32 0
Child Support Services 170 171 171 171 0
Conservation and Development 162 153 158 155 (3)
County Administration 107 110 110 113 3
County Clerk-Recorder/Elections 81 81 81 81 0
County Counsel 49 49 49 49 0
District Attorney 170 178 181 181 0
Employment & Human Services 1,805 1,971 2,094 2,094 0
Health Services 2,944 3,028 3,095 3,095 0
Human Resources 41 43 43 43 0
Library 175 175 175 175 0
Miscellaneous Services 32 33 33 33 0
Probation 325 332 339 339 0
Public Defender 84 91 92 96 4
Public Works 481 489 487 487 0
Sheriff-Coroner 1,024 1,045 1,044 1,044 0
Treasurer-Tax Collector 27 27 27 27 0
Veterans Service 6 7 8 8 0
Total County FTE 8,014 8,315 8,523 8,527 4
Special Districts
CCC Fire Protection District 365 293 302 302 0
Special District (other than Fire) 12 14 14 14 0
All County Funds FTE 8,391 8,622 8,839 8,843 4
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 391
Position Summary
General Fund
The table below provides FTE positions for the General Fund for the prior year (2012-13
Actual), current year (2013-14 Budget), Projected Year (2014-15 Baseline), and for the
2014-15 Recommended Budget.
2012-13
Actual
2013-14
Budget
2014-15
Baseline
2014-15
Recommended
Change
General Fund Departments
Board of Supervisors 28 31 32 32 0
Miscellaneous Services 32 33 33 33 0
County Administration 107 110 110 113 3
Human Resources 41 43 43 43 0
Auditor-Controller 55 55 56 56 0
Treasurer-Tax Collector 27 27 27 27 0
Assessor 122 122 122 122 0
County Counsel 49 49 49 49 0
Health Services 950 961 1,014 1,014 0
Employment & Human Services 1,693 1,825 1,990 1,990 0
County Clerk-Recorder/Elections 71 70 70 70 0
Sheriff-Coroner 1,013 1,034 1,033 1,033 0
Probation 325 332 339 339 0
Agriculture 48 46 48 48 0
Animal Services 78 78 78 78 0
Conservation and Development 3 3 2 2 0
District Attorney 168 177 180 180 0
Public Defender 84 91 92 96 4
Public Works 450 456 453 453 0
Veterans Service 6 7 8 8 0
Total General Fund FTE 5,350 5,550 5,779 5,786 7
County
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ounty
County o
ALL CO
Discus
Intergov
This maj
Federal
streams
State ha
by revie
level of
difficulty
addition
health a
State A
shifted t
local lev
fund var
year and
Californi
these fu
allocatio
$127.1 m
the Legi
entire $
revenue
of Contra Cos
OUNTY F
ssion of M
vernmenta
jor revenue
and State
and Public
as achieved
ewing state
governme
y, realignm
al revenue
nd various
Aid Realig
the respons
vel. In tota
rious crimin
d $6.8 billio
ia State A
unds will b
on will be r
million for F
slature of t
$58 million
es are proje
$625,000
$660,000
$695,000
$730,000
$765,000
$800,000
sta FY 2014-2
FUNDS
Major Rev
al Revenue
e source inc
e, a large
c Safety Se
d significant
and local
ent more lik
ent propos
es earmarke
social serv
nment-Sal
sibility and
l, the realig
nal justice,
on in FY 20
ssociation
be allocate
educed. Co
FY 2014-15
the State bu
reduction
cted based
2011-12
Actual
$67
2015 Recom
venue So
e: $742.0 M
cludes alloc
portion of
ervices (com
t policy imp
governmen
kely to ach
sals by the
ed for the
vice program
es Tax ($
funding fo
gnment pla
mental hea
14-15. The
of Countie
ed. Curren
ontra Costa
5. Additiona
udget. The
reflected
d on State fo
2012-13
Actual
1,756
$7
Intergover
(in thous
mended Bud
ources:
Million/27.6%
cations from
which is v
mmonly ref
provements
nt programs
hieve good
e legislatu
transferred
ms.
$127.1 mill
or a series
an provides
alth and so
State of C
es are curr
t indication
a’s revenue
al appropria
ese approp
in the gra
ormulas.
3
l
2013-
Budg
717,847
rnmental Rev
sands of doll
Coun
dget
% of Total
m other gov
various Sta
ferred to as
s several tim
s and reali
d outcomes
re or adm
d programs
lion): Th
of major p
s $6.3 billio
cial service
alifornia, C
rently in di
ns are tha
es from thi
ations will b
riations are
aph above
-14
get
201
Recom
$807,254
venue
ars)
nty Summa
Sources
vernment e
ate Realig
s Prop 172
mes over th
igning resp
s. During
ministration
s, such as
e 2011 re
rograms fro
on to local g
es program
alifornia Co
iscussions
at Contra C
is source a
be added af
e expected
e. The ma
14-15
mmended
$742,006
ary Informa
ntities, prim
nment reve
) revenue.
e past 20 y
ponsibilities
years of f
often inclu
health, m
ealignment
om the sta
governmen
ms in the cu
ounties, and
regarding
Costa Cou
are budgete
fter adoptio
to make up
ajority of t
ation
393
marily
enue
The
years
to a
fiscal
uded
ental
plan
ate to
nts to
urrent
d the
how
unty’s
ed at
on by
p the
hese
County Summary Information
394 County of Contra Costa FY 2014-2015 Recommended Budget
Discussion of Major Revenue Sources (continued):
Intergovernmental Revenue (continued):
Federal Aid ($247.0 million): The County is projecting to receive federal aid for a
variety of programs in FY 2014-15. Some of these programs are: adoptions ($7.0
million), child boarding homes ($11.1 million), community services administration ($28.7
million), employment and training ($9.8 million), family maintenance ($10.1 million),
highway construction monies ($11.7 million), and HUD Block Grants ($12.2 million).
State Aid Public Safety Services ($72.2 million): The half-cent public safety tax was
approved by the voters in 1993 to permanently extend a temporary state tax that had
been enacted to offset the state's fiscal crisis. The state controller forwards the revenue
to each county on the basis of that county's share of statewide taxable sales. The
county auditor then distributes to its local agencies via a formula based on the amount
of property tax lost to previous state expropriations by ERAF (Educational Revenue
Augmentation Funding). Revenues can only be used for specified public safety
purposes. In Contra Costa they are allocated to the Departments of the Sheriff and
District Attorney. The County’s sales tax consultants project that these revenues will
increase by $3.1 million, or 4.5% in FY 2014-15. The increase is over current year
budgeted figures.
State Aid Realignment-Mental Health ($27.6 million): Health Services is projecting
to receive $27.6 million in FY 2014-15 from this source. This is $19.0 million less than
in the current year’s budget. The reduction is due to a technical adjustment to where
2011 Realignment monies are reflected. The State of California required counties to
change the way AB109 funds are accounted. The offsetting revenue is described under
the Other Major Revenues Section/Miscellaneous Revenue. 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 $19 million budget in FY 2013-14 is budgeted in 9951 in the
Recommended Budget.
Title IV-D Revenues ($18.9 million): Child Support Services is projecting to receive
just under $19 million in federal funds in FY 2014-15. 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
Discus
Hospita
Operatio
administ
includes
Health p
PHP/Me
enrollme
two plan
based u
monthly
member
Medi-Ca
services
State M
adjusted
number
Medi-Ca
all inclu
based o
deletion
visit to a
$4
$5
$6
$7
$8
$9
of Contra Cos
ssion of M
al/Health P
on of the
tered prima
s revenue f
plan reimbu
edi-Cal Pr
ent of the S
n model.
upon statew
capitated
r months m
al Reimbur
s are reimb
edi-Cal wa
d for known
of projecte
al outpatien
sive rate,
on historica
s. The res
arrive at the
450,000
550,000
650,000
750,000
850,000
950,000
sta FY 2014-2
Major Rev
lan Revenu
Contra C
arily with H
from charge
ursements).
remiums (
State of Cal
The memb
wide data an
payment am
ultiplied by
rsement ($
ursed on a
iver). The d
n service s
d patient da
nt services
which inclu
al patterns
sultant visit
e budgeted
2011-12
Actual
$768,451
Hospital/
2015 Recom
venue So
ue: $896.7
osta Regio
ospital/Hea
es for patie
($313.6 m
lifornia Med
ber month
nd modified
mount is ba
the State c
$231.2 milli
a per day b
days have b
staffing leve
ays to arriv
are reimbu
udes physi
and then a
t volume is
amount.
2012-13
Actual
$867,881
/Health Plan
(in thousa
mended Bud
ources (c
7 Million/33
onal Medic
alth Plan re
ent services
million): T
di-Cal recip
and mark
d based up
ased on St
contract rat
ion): Fee fo
asis (adjus
been projec
els. The pe
ve at the bu
rsed on a
cian reimb
adjusted for
s then mult
2013-14
Budget
1
$773,
Enterprise F
ands of dollar
Coun
dget
ontinued
3.32% of To
cal Center
evenues. T
s (including
The budge
pients into t
ket share p
pon historic
tate contrac
te produce
or Service M
sted at yea
cted based
er day rate
dget.
Prospective
bursement.
r new med
tiplied by th
2014
Recomm
,817
$8
Fund Revenu
rs)
nty Summa
d):
otal Count
r (CCRMC
This major
g Medicare
eted reven
the County
projections
al trends.
cted rates.
the budget
Medi-Cal in
r end per t
d on historic
e is then m
e Payment
The visits
dical service
he estimate
4-15
mended
896,660
e
ary Informa
ty Sources
C) is financ
revenue so
e, Medi-Cal
nue anticip
Managed
are develo
The anticip
The proje
ed revenue
npatient hos
he terms o
cal patterns
multiplied by
System (P
s are proje
e additions
ed revenue
ation
395
s
cially
ource
l and
pates
Care
oped
pated
ected
e.
spital
of the
s and
y the
PPS),
ected
s and
e per
County Summary Information
396 County of Contra Costa FY 2014-2015 Recommended Budget
Discussion of Major Revenue Sources (continued):
Hospital/Health Plan Revenue (continued):
Health Plan Reimbursement ($130.2 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.
Contra Costa Health Plan Premiums ($73.4 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.
Medicare Reimbursement ($30.4 million): Medicare Inpatient services (Regular
Health) are paid on a per discharge basis. A DRG (Diagnostic Related Group) code is
assigned to each inpatient stay and the corresponding weight is multiplied by the
federal rate (published in the federal register) adjusted by locality. The DRG is intended
to identify the ‘products’ the hospital provides to a patient. Outlier payments are made
for costs that exceed the threshold as established in the federal register. The
budgeted revenue anticipates inpatient discharges with a DRG case mix consistent with
prior periods trended forward based upon the last six months of actual data.
Medicare Outpatient services are paid by APC (Ambulatory Payment Classification)
codes. Each code is assigned a value by CMS (Centers for Medicare and Medicaid
Services) and these codes are adjusted by locality. The APC codes are determined by
the CPT (Current Procedural Terminology) code billed for the facility portion of the
medical services and procedures rendered to the patient. The budgeted revenue
anticipates a patient volume and APC mix consistent with the prior period activity.
County o
Discus
Enterpr
Operatio
administ
includes
Health p
Enterpri
as we m
next few
how the
Hospita
a genera
are alloc
The allo
be reduc
Health
provided
revenue
dollar am
relatively
of Contra Cos
ssion of M
rise Fund S
on of the
tered prima
s revenue f
plan reimbu
se Fund su
move towar
w years the
se function
al Subsidy
al fund sub
cated from
ocation has
ced further
Plan Subs
d a general
es are alloc
mount. Th
y stable sin
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
$50,000
sta FY 2014-2
Major Rev
Subsidy: $3
Contra C
arily with H
from charge
ursements)
ubsidy. Dra
rds full imp
ese change
s are financ
($26.7 mil
bsidy to the
projected p
been reduc
in the FY 2
sidy ($3.7
fund subs
cated from
he allocatio
nce.
2011-12
Actual
$43,
2015 Recom
venue So
30.4 Millio
osta Regio
ospital/Hea
es for patie
. The Cou
matic chan
plementatio
s will have
ced.
lion): Hist
Hospital a
property tax
ced signific
2015-16 yea
7 million):
idy to the C
projected
n was redu
2012-13
Actual
,556
$3
Enterpris
(in thous
mended Bud
ources (c
n/1.13%of
onal Medic
alth Plan re
ent services
unty Genera
nges are oc
on of the A
a significa
torically, the
nd Clinics (
x revenues
cantly over
ar.
Historica
County hea
property ta
uced signifi
3 2013-
Budg
34,146
se Fund Subs
sands of doll
Coun
dget
ontinued
Total Sou
cal Center
evenues. T
s (including
al Fund is
ccurring wit
Affordable C
ant impact o
e County G
(Enterprise
and are se
the last five
ally, the Co
alth plan (E
ax revenue
icantly in F
14
get
201
Recom
$30,409
sidy
ars)
nty Summa
d):
rces
r (CCRMC
This major r
g Medicare
also used
h the Hosp
Care Act (A
on County
General Fun
e Fund I). T
et as a fixed
e years and
ounty Gen
nterprise F
es and are
FY 2010-11
4-15
mended
$30,409
ary Informa
C) is financ
revenue so
e, Medi-Cal
as a sourc
pital/Health
ACA). Ove
operations
nd has prov
These reve
d dollar amo
d is expecte
neral Fund
Fund III). T
set as a
1, but has b
ation
397
cially
ource
l and
ce of
Plan
r the
s and
vided
nues
ount.
ed to
has
hese
fixed
been
County
398
Discus
Taxes: $
Contra
revenue
persona
major ta
Tax.
Propert
regulate
based o
annually
two perc
which c
Property
market,
consultin
projectin
projecte
Propert
Tax reve
on the
property
State leg
2004, th
fund bac
transfers
projectin
Summary
ssion of M
$333.1 Mill
Costa’s la
e source inc
al property w
ax sources
ty Taxes-C
ed by the S
on one per
y based up
cent increa
case the p
y values m
as has be
ng firm to
ng 5.0% g
d economic
ty Tax In-L
enue is Pro
ownership
y. By law,
gislature co
he legislatur
ckfill to citie
s of proper
ng 5.0% gro
$290,00
$300,00
$310,00
$320,00
$330,00
$340,00
Informatio
Major Rev
lion/ 12.4%
rgest Gene
cludes prim
which is sit
are Propert
Current Se
State and
rcent of pro
on the Cal
ase per ye
property va
may also be
een the cas
project Pro
rowth over
c changes.
Lieu of Veh
operty Tax
of a regi
all revenu
ontrols the
re permane
es and cou
rty tax reve
owth in VLF
00
00
00
00
00
00
2011-1
Actua
$30
on
County
venue So
% of Total S
eral Fund
marily Prop
uated in th
ty Tax In L
ecured ($1
locally adm
operty valu
ifornia Con
ar unless t
alue for tax
e temporar
se for the
operty Tax
r current y
hicle Licen
In-Lieu of
stered veh
ues from th
tax rate an
ently reduce
unties. Inst
enues in lie
F for FY 201
2
al
2012-
Actu
04,739
$
(in thous
of Contra Co
ources (c
Sources
revenue s
erty Taxes
e County a
ieu of Vehic
196.2 mill
ministered
e. Proper
nsumer Pric
the propert
xation purp
rily reduced
past sever
x growth. T
year projec
se Fees ($
Vehicle Lic
hicle in pla
he VLF fun
nd the alloc
ed the VLF
tead, cities
eu of VLF.
14-15 base
-13
ual
2013
Bud
$313,130 $
Taxes
sands of doll
osta FY 2014
ontinued
source is f
s that are le
as of the pr
cle License
lion): Pro
and distrib
rty taxes ca
ce Index (C
ty is sold o
poses is a
d due to d
ral years.
The County
ctions for
$98.7 millio
cense Fees
ace of tax
nd city and
cation amo
tax rate an
and count
The Count
ed on prope
3-14
dget
201
Recom
$311,083
lars)
4-2015 Recom
d):
from Taxes
evied on ta
receding Ja
e Fees and
operty Tax
buted by th
an increase
CCPI), but
or construc
adjusted to
declines in
Contra Co
y Administr
FY 2014-1
on): A por
s (VLF). Th
xing vehicle
County se
ong local go
nd eliminate
ies now rec
ty Administ
erty tax proj
14-15
mmended
$333,133
mmended Bu
s. This m
axable real
anuary 1. O
Sales and
xes, which
he County,
e, or decre
are limited
ction occur
market v
the real e
osta relies
rator’s Offic
15 based u
rtion of Prop
he VLF is a
es as pers
ervices, bu
overnments
ed state gen
ceive addit
trator’s Offi
jections.
udget
major
l and
Other
Use
are
, are
ease,
to a
rs, in
alue.
state
on a
ce is
upon
perty
a tax
sonal
t the
s. In
neral
tional
ce is
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 399
Discussion of Major Revenue Sources (continued):
Taxes (continued):
Sales and Use Tax/In-Lieu Sales and Use Tax ($13.9 million): Sales tax is the
responsibility of the seller, and the local portion is generally allocated to the jurisdiction
where the seller’s sales office, order desk or cash register is located. Use tax is levied
upon the purchaser; and normally applies either when title to the merchandise has
passed at a point outside of California, or when the item(s) sold are affixed to real
property as part of a construction contract. Because these transactions are not tied to a
permanent, in-state place of business the use tax is normally distributed via the county
allocation pools and shared among all jurisdictions in that county. In-Lieu Sales and
Use Tax are those taxes transferred to a county or a city from a Sales and Use Tax
Compensation Fund or an Educational Revenue Augmentation Fund. These revenues
replaced the 0.25% of the Bradley-Burns sales and use tax that were previously
credited to the general funds of all cities and counties but are now being used for debt
service payment of State Economic recovery bonds. Contra Costa relies on a
consulting firm to project Sales and Use Tax. The FY 2014-15 Recommended Budget
includes no growth over the current budget.
County
400
Discuss
Other M
Other M
Fines/Fo
Miscella
License
this cate
animal
revenue
to projec
Fines/F
general
damage
settled o
from a t
Reserve
statutory
Use of
monies
amortiza
leases.
interest,
revenue
from av
Summary
sion of Maj
Major Reve
Major reve
orfeits/Pena
aneous Rev
e/Permits/F
egory come
licenses ($
e projection
ct higher th
orfeits/Pen
fines ($5.2
es ($1.2 mil
or in-the-pip
transfer fro
e fund to t
y minimum
Money an
earned o
ation of pre
Investmen
dividends
es in this ca
iation oper
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
Informatio
jor Revenu
nues: $651
enues and
alties, Use
venue.
Franchises
e from cons
$2.0 million
s are base
an can reas
nalties ($3
2 million), m
llion). Proje
peline. An
m tax loss
the Genera
and level tr
nd Proper
n cash de
emiums an
nt earnings
s and chan
ategory are
rations/rent
0
0
0
0
0
0
0
2011-12
Actual
$5
on
County
ue Sources
1.0 Million/
financing
e of Mone
s ($25.5 mi
struction pe
n), and lan
ed upon ver
sonably be
2.8 million
miscellaneo
ections for t
additional s
reserves (
al fund are
ransfer sus
rty ($7.9 m
eposits, bo
nd discoun
on bank d
nge in the
$2.2 million
and conce
2
l
2012-1
Actua
570,050 $
Other M
(in thous
of Contra Co
s (continue
/24.2% of T
sources
ey and Pro
llion): The
ermits ($10
ndfill surch
ry recent tr
anticipated
n): The ma
us penaltie
these reven
source of g
($22 million
e based u
stainability.
million): Th
onds and
nts on debt
deposits an
fair value
n from earn
essions fro
13
al
2013-
Budg
$611,234
Major Revenu
sands of doll
osta FY 2014
ed):
Total Sourc
include Lic
operty, Ch
majority of
0.7 million),
harges ($1
rend analys
d.
ajority of th
es ($1.9 mil
nues are b
eneral purp
n). Allocat
upon total
hese reven
other inve
t securities
nd other fo
e of invest
nings on inv
om the Buc
-14
get
2014
Recomm
$633,982
ues
lars)
4-2015 Recom
ces
cense/Perm
harges for
f the Count
, franchises
.9 million).
sis as histo
e County’s
llion), and c
based upon
pose reven
tions from t
funds ava
nues are g
estments.
s and inter
rms of inve
tments. T
vestments a
chanan Air
4-15
mended
$651,016
mmended Bu
mits/Franch
Services,
ty’s revenu
s ($7.3 mil
. All of t
oric figures
s fines are
consumer f
n cases rec
ue is gener
the Tax Lo
ailable over
generated
They inc
rest income
estment inc
The two lar
and $3.7 m
rport. Earn
udget
hises,
and
es in
lion),
hese
tend
from
fraud
cently
rated
osses
r the
from
clude
e on
clude
rgest
million
nings
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 401
from use of money and property are relatively flat and are not expected to growth
significantly in the short term, due mainly to very low interest rates.
Discussion of Major Revenue Sources (continued):
Other Major Revenues (continued):
Charges for Services ($250.9 million): Twelve of the 79 revenues in this category
account for over 76% of the revenue. The largest is Medi-Cal for mental health services
($51.8 million), which is projected based upon trend as well as State contact. Contract
law enforcement services accounts for $28.2 million of these revenues and are based
upon current contracts to cover projected actual expenditures. Building maintenance
services costs account for $34.5 million in Charges for Services and $11.0 million for
reciprocal transactions between governmental funds (contracts and interfund loans).
For the most part, these revenues are projected based upon existing contracts. The
County expects to receive $15.8 million from health inspection fees, $8.7 million in
recording fees, $8.4 million from mental health services private payment insurance, $8.3
million in assessment collections, $6.9 million from planning and engineering services,
$4.2 million from miscellaneous law enforcement services, $6.0 for communication
services, and $5.3 million for processing/inspection fees in FY 2014-15. These revenue
projections are based upon recent County trends.
Miscellaneous Revenue ($334.0 million): Over $267.1 million in miscellaneous
revenues are government to government reimbursements for recovery of shared and/or
actual costs of raw materials and/or raw labor. Included in this amount is a $19 million
increase due to a technical adjustment to account for where 2011 Realignment monies
for the AB 109 population are budgeted for Mental Health. An offsetting decrease in
State Aid Realignment was discussed previously the Intergovernmental/State Aid
Realignment-Mental Health Revenue Section. 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 ($8.6
million) and contributions from other funds. 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 2014-15 and
are based upon planned future projects. The third largest miscellaneous revenues at
$37.8 million are contributions from other funds. Of this amount, $37.8 million is
budgeted for the principal and interest costs for the Pension Obligation Bonds for
employee retirement liabilities ($35.0 million) and to fund the Retirement Litigation debt
services repayment ($2.8 million). Funds are calculated per the established debt
schedules and allocated across projected employee payroll based upon recent
experience (see Debt Service, page 89).
County Summary Information
402 County of Contra Costa FY 2014-2015 Recommended Budget
ALL COUNTY FUNDS
Revenues by Type
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
Medicare RHS/IP 95,893,537 90,550,494 28,115,724 30,370,831 2,255,107
Medicare Contr Allowance (67,411,195) (61,897,729) 0 0 0
MEDICARE PATIENT SERVICES 28,482,342 28,652,765 28,115,724 30,370,831 2,255,107
Medi-Cal RHS/IP 141,216,055 108,573,166 177,910,927 231,189,512 53,278,585
Medi-Cal Contr Allowance 65,085,090 92,239,780 0 0 0
MEDI-CAL PATIENT SERVICES 206,301,144 200,812,946 177,910,927 231,189,512 53,278,585
Health Plan RHS/IP 262,019,049 259,390,504 123,262,629 130,204,547 6,941,918
Health Plan Contr Allowance (121,760,467) (135,850,774) 0 0 0
HLTH PLAN PATIENT SVCS 140,258,582 123,539,730 123,262,629 130,204,547 6,941,918
Commercial RHS/IP 21,453,494 18,861,766 6,527,190 8,249,147 1,721,957
Individual RHS/IP 31,923,035 39,180,317 0 0 0
Bad Debt Allowance (45,561,540) (51,259,695) 0 0 0
PRIVATE PAY PATIENT SVCS 7,814,989 6,782,388 6,527,190 8,249,147 1,721,957
Interdept RHS/IP 6,177,775 6,410,732 4,333,751 4,619,345 285,594
Interdept Contr Allowance (2,189,356) (951,563) 0 0 0
INTERDEPT PATIENT SVCS 3,988,419 5,459,169 4,333,751 4,619,345 285,594
Other RHS/IP 2,062,249 (47,003) 0 0 0
Other Contr Allowance (2,062,249) 47,003 0 0 0
OTHER PATIENT SVCS 0 0 0 0 0
Grants & Donations 43,897,307 18,975,162 19,433,054 4,331,749 (15,101,305)
ARRA/Federal Direct 10,106,005 1,148,666 0 0 0
SB 1732-MCAL CRRP Reimbursement 5,754,754 5,750,072 5,748,937 5,745,105 (3,832)
Other External Hosp Rev 689,378 832,344 689,378 672,178 (17,200)
Occupancy & Rental Charges 77,868 53,403 55,192 57,400 2,208
Medical Records Charges 182,489 200,654 191,824 194,935 3,111
Education & Training Chgs 24,042 17,679 14,624 9,768 (4,856)
Cafeteria Receipts 328,839 381,552 384,771 386,271 1,500
Telephone Receipts 199 397 319 397 78
Miscel Hospital Revenue 5,173,901 46,637,604 76,576,467 42,943,741 (33,632,726)
Equipment Trade-In Sales 0 19,340 0 0 0
OTHER HOSPITAL REVENUES 66,234,783 74,016,871 103,094,566 54,341,544 (48,753,022)
Charges to A/DA/Mental Health 17,490,660 20,745,342 20,393,506 20,947,378 553,872
Charges to Environmental Health 659,454 0 659,454 659,454 0
Chg to Other County Depts 1,251,082 1,188,203 1,293,530 1,113,543 (179,987)
CHARGES TO GEN FUND UNITS 19,401,196 21,933,545 22,346,490 22,720,375 373,885
Medi-Care Fed Premiums 3,565,250 1,959,498 1,990,024 1,784,160 (205,864)
PHP/Medi-Cal Premiums 188,147,663 292,129,060 196,138,131 313,629,648 117,491,517
Realignment VLF Revenue 18,706,817 20,269,404 19,234,105 10,430,849 (8,803,256)
CC Health Plan Premiums 66,477,753 65,916,385 62,073,188 73,392,607 11,319,419
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 403
ALL COUNTY FUNDS
Revenues by Type (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
Other External Plan Rev 9,742,851 14,485,939 9,619,824 9,394,812 (225,012)
Interest Earnings 151,579 (49,270) 269,664 (15,050) (284,714)
St Aid Realignment-Health-Ent 6,466,378 6,837,643 6,759,174 3,456,496 (3,302,678)
EXTERNAL HEALTH PLAN REVENUE 293,258,291 401,548,659 296,084,110 412,073,522 115,989,412
Hospital Subsidy 36,249,652 30,376,090 26,672,488 26,672,488 0
Health Plan Subsidy 3,770,138 3,770,138 3,736,288 3,736,288 0
ENTERPRISE FUND SUBSIDY 43,555,958 34,146,228 30,408,776 30,408,776 0
Subscriber Premiums 205,978 159,390 1,233,645 1,233,645 0
Supplemntl State Payments 145,524 189,608 0 0 0
Interest Income (68) (568) 0 0 0
AIM-Mothers 443,313 601,471 0 0 0
MAJOR RISK MED INS REVENUE 794,746 949,901 1,233,645 1,233,645 0
Rentals and Leases 1,786,011 4,127,224 1,616,165 1,616,165 0
Bond Interest 130,680 58,272 41,776 41,776 0
SCHOOLS FUNDS REVENUE 1,916,691 4,185,496 1,657,941 1,657,941 0
Fund Balance Available 0 0 9,250,000 0 (9,250,000)
FUND BALANCE 9,250,000 0 (9,250,000)
Prop Taxes-Curr Secured 179,473,201 182,980,471 184,426,881 196,159,361 11,732,480
Prop Tax-In Lieu of VLF 89,882,446 90,685,327 91,000,000 98,700,000 7,700,000
Prop Tax-Unitary 7,926,092 7,742,035 7,839,654 8,975,821 1,136,167
Prop Taxes-Curr Unsecurred 7,845,063 7,953,244 7,740,696 8,038,743 298,047
Prop Tax-Supplemental 3,506,383 3,649,110 2,747,197 3,761,306 1,014,109
TAXES CURRENT PROPERTY 288,633,186 293,010,187 293,754,428 315,635,231 21,880,803
Sales and Use Tax 9,841,823 10,576,518 10,419,000 10,541,000 122,000
Real Property Transfer Tax 5,471,855 6,723,712 5,000,000 5,000,000 0
In Lieu Sales and Use Tax 2,907,678 3,727,861 3,535,000 3,329,000 (206,000)
Transient Occupancy Tax 1,835,596 2,170,854 1,450,000 1,500,000 50,000
Aircraft Tax 617,046 586,088 590,000 547,000 (43,000)
Prop Taxes-Prior-Unsecured (213,170) (495,543) (189,545) (295,805) (106,260)
Prop Tax-Prior Supplemntl (1,137,912) (767,682) (1,278,683) (800,222) 478,461
Prop Taxes-Prior-Secured (3,216,687) (2,401,786) (2,196,870) (2,323,679) (126,809)
TAXES OTHER THAN CUR PROP 16,106,229 20,120,023 17,328,902 17,497,294 168,392
Construction Permits 6,779,959 9,417,290 9,801,593 10,724,197 922,604
Franchises 5,598,257 4,708,101 5,065,000 5,202,000 137,000
Franchises - Cable TV 1,928,849 2,023,757 1,958,798 2,058,798 100,000
Animal Licenses 1,470,007 1,511,832 2,013,680 2,013,680 0
Franchises - Landfill Srchg 1,951,519 1,830,280 1,704,420 1,874,420 170,000
Franchise 1,225,781 1,091,841 1,212,546 1,205,548 (6,998)
Other Licenses & Permits 322,556 387,285 791,944 707,544 (84,400)
County Summary Information
404 County of Contra Costa FY 2014-2015 Recommended Budget
ALL COUNTY FUNDS
Revenues by Type (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
Business Licenses 709,680 656,402 725,500 625,700 (99,800)
Road Privlges & Permits 543,939 710,017 502,000 600,000 98,000
Specific Plan Fees 155,073 261,925 155,034 208,042 53,008
Zoning Permits 141,244 252,202 150,000 150,000 0
Franchise-Keller Comm Mitigation 0 197 141,688 95,000 (46,688)
LICENSE/PERMIT/FRANCHISES 20,826,864 22,851,129 24,222,203 25,464,929 1,242,726
Tax Losses Reserve Refund 9,000,000 22,304,000 22,000,000 22,000,000 0
General Fines 6,329,501 5,038,950 5,035,754 5,191,713 155,959
Misc Forfeits & Penalties 2,515,170 2,235,840 1,904,317 1,895,817 (8,500)
Consumer Fraud Damages 164,170 2,199,177 1,000,000 1,200,000 200,000
Vehicle Code Fines 1,655,464 1,528,443 1,136,213 1,081,795 (54,418)
Penalty & Costs - Dlnqt Tax 1,266,414 1,299,856 767,000 989,000 222,000
Parking Fines 471,960 452,031 444,000 270,000 (174,000)
St Pnlty Fd POC VC 40611 80,801 58,241 65,000 55,000 (10,000)
Vehicle Code Priors 102,531 71,578 35,000 39,500 4,500
Drinking Driver-AB 2086 53,156 37,848 52,362 37,848 (14,514)
Fish and Game Fines 29,577 187,437 30,000 24,150 (5,850)
Unrestricted Litter Fines 6,771 5,846 720 750 30
Failure to Appear Fines 3,428 3,160 1,000 330 (670)
Restricted Litter Fines 983 821 0 0 0
Refunds-Juvenile Ct Costs 0 693 0 0 0
Failure to File Penalty 53,409 316,882 0 0 0
FINES/FORFEITS/PENALTIES 21,733,335 35,740,804 32,471,366 32,785,903 314,537
Aviatn Ops-Rent & Cncessn 3,404,964 3,541,779 3,519,728 3,674,028 154,300
Earnings on Investment 2,687,171 2,636,205 2,638,266 2,183,630 (454,636)
Other Rents 1,285,562 3,995,005 1,094,364 968,125 (126,239)
Rent of Office Space 529,508 540,700 407,817 505,340 97,523
Rent on Real Estate 462,537 516,620 425,780 481,287 55,507
Aircraft Storage Fees 70,083 78,722 84,100 77,200 (6,900)
Int on Loans & Receivables 34,766 43,599 98,100 10,600 (87,500)
USE OF MONEY & PROPERTY 8,474,592 11,352,630 8,268,155 7,900,210 (367,945)
State Aid Realignment-Sales Tax 112,818,547 159,051,286 184,436,758 127,090,486 (57,346,272)
Admin Federal - Other 77,534,878 81,863,384 106,908,248 103,782,580 (3,125,668)
St Aid-Public Safety Svcs 63,922,867 67,178,163 69,141,480 72,238,220 3,096,740
Admin State Mcal Health Care 34,879,371 41,078,930 45,958,608 47,674,013 1,715,405
Miscellaneous State Aid 33,988,672 41,215,723 37,193,795 35,813,196 (1,380,599)
Admin State - Other 25,907,243 27,409,721 27,558,196 31,741,256 4,183,060
Fed Aid Comm Svcs Admin 23,742,429 24,822,565 28,604,600 28,676,031 71,431
State Aid Realignment-M/H 25,995,749 26,692,692 46,599,340 27,623,797 (18,975,543)
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 405
ALL COUNTY FUNDS
Revenues by Type (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
State Aid Family Inc Mtce 17,980,249 22,070,677 14,455,326 21,401,783 6,946,457
Misc Government Agencies 11,539,111 9,781,813 13,082,610 19,340,954 6,258,344
Fed Aid Family Support 18,964,650 17,518,279 18,902,523 18,882,683 (19,840)
Admin-State Health Misc 12,364,274 14,435,414 16,261,012 14,639,267 (1,621,745)
State Aid for Crime Control 12,010,605 14,401,231 14,604,552 12,683,298 (1,921,254)
Fed Aid Hud Block Grant 7,033,113 13,049,913 15,931,986 12,159,209 (3,772,777)
Fed Aid Hwy Construction 8,956,328 3,992,128 7,160,000 11,710,000 4,550,000
Fed Aid Child Brding Home 9,103,911 10,802,851 10,730,096 11,095,818 365,722
Other Federal Aid 11,847,349 12,177,739 4,745,049 10,442,638 5,697,589
State Aid SEOO Programs 11,029,749 10,098,267 10,121,919 10,383,301 261,382
Fed Aid Family Inc Mtce 19,633,526 10,312,485 16,032,463 10,068,516 (5,963,947)
Hway Users Tax Unrestricted 8,781,564 9,150,709 9,588,737 9,827,121 238,384
Fed Aid Employ & Training 9,684,692 9,359,125 8,585,000 9,765,000 1,180,000
St Aid Trfc Cngstn Mgmt 10,743,435 5,686,209 8,000,000 8,800,000 800,000
Substance Abuse Grants 6,695,954 7,846,652 6,913,128 7,093,436 180,308
Fed Aid Adoptions 6,876,770 6,841,260 6,714,502 6,993,285 278,783
Misc Fed Health Projects 6,024,497 6,360,213 5,650,243 6,318,662 668,419
State Auto Welfare System 4,026,444 3,933,735 11,624,560 5,179,599 (6,444,961)
Hway User Tax 5/9APPT2105 3,901,240 4,319,336 4,500,000 4,500,000 0
Fed W.I.C. Program 4,583,704 4,803,360 3,938,800 4,383,427 444,627
State Aid for Civil Defense 5,560,514 2,588,128 3,562,382 3,562,382 0
State Aid Child Day Care 3,468,725 3,854,464 3,326,833 3,326,833 0
State Aid Mandated Expenditures (2,873,352) 2,297,933 0 3,250,000 3,250,000
CCS Medical Cases Mgmt 2,424,977 2,450,964 2,810,352 3,241,372 431,020
Fed Aid Crime Control 1,515,326 1,495,641 2,135,383 2,858,037 722,654
RDA Nonprop-Tax Pass Through 2,965,504 2,571,485 3,188,459 2,616,627 (571,832)
Admin State Out of Home Care 3,213,844 2,869,936 9,389,367 2,505,379 (6,883,988)
State Aid for Agriculture 2,608,645 2,383,594 2,745,336 2,489,362 (255,974)
Realloc/PY Adj Admn State 1,473,989 2,653,562 1,954,850 2,295,240 340,390
Fed Hlth Admin (MCH&3140) 1,406,890 2,073,090 2,093,664 2,230,401 136,737
H/O Prop Tax Relief 2,245,766 2,178,101 2,163,651 2,130,381 (33,270)
State Aid Realignment-VLF 1,717,222 1,781,454 1,744,165 2,129,143 384,978
State C.H.D.P. Program 2,040,015 1,809,892 1,938,709 1,912,816 (25,893)
State Aid Food/Milk Subvent 1,666,567 1,480,530 1,731,367 1,745,853 14,486
Fed Aid NIMH Grant 1,711,892 1,752,122 1,752,122 1,725,959 (26,163)
State Aid Area Agency on Aging 1,628,614 2,448,782 1,754,497 1,678,506 (75,991)
Fed Nutrition Elderly 1,811,110 1,338,811 1,708,015 1,627,841 (80,174)
State Aid for Crippled Child 1,237,644 1,702,091 1,461,992 1,581,738 119,746
State Aid Realignment-VLF-MH 485,726 133,707 0 1,168,051 1,168,051
County Summary Information
406 County of Contra Costa FY 2014-2015 Recommended Budget
ALL COUNTY FUNDS
Revenues by Type (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
Misc State Aid for Health 1,212,877 1,189,187 1,204,031 1,091,508 (112,523)
State Aid for Disaster-Other 892,215 1,050,666 950,000 950,000 0
Vehicle Theft - VLF 708,158 907,540 905,623 905,623 0
Highway Users Tax Select 774,385 803,262 788,384 800,000 11,616
State Aid M/H Short-Doyle 16,977,501 698,373 689,577 703,964 14,387
Fed Aid Airport Construction 1,137,022 2,849,274 405,000 628,847 223,847
State Aid Peace Off Training 584,522 650,758 581,090 583,940 2,850
State Aid Children Brding Home 741,670 375,349 443,147 443,147 0
Fed Immunization Assist 422,410 422,252 422,410 409,738 (12,672)
State Aid MH - SSI/SSP 281,734 274,789 281,734 274,790 (6,944)
State Aid for Construction-Other 98,294 397,980 100,000 250,000 150,000
Fed Aid Refugees 451,557 302,191 136,760 136,760 0
State Aid Veterans Affairs 69,696 87,669 185,793 117,147 (68,646)
State Aid Transportation Proj 100,000 100,000 100,000 100,000 0
Hway Users Tax Strm Drnge 52,875 52,875 52,875 52,875 0
Other State in Lieu Tax 43,938 75,084 50,000 50,000 0
State Child Abuse Prevention 43,554 46,765 43,554 43,554 0
State Aid Library -CLSA 61,402 128,819 44,000 38,597 (5,403)
Admin State Other Soc Svcs-OCSS 14,538 11,966 23,997 21,309 (2,688)
Highway Users Tax Admin 20,004 20,004 20,004 20,004 0
Other in Lieu Taxes 10,409 0 0 1,151 1,151
State Aid Drg AB Short-Doyle 424,127 (421,662) 421,662 0 (421,662)
Admin Fed Other CWS 438,321 156,976 0 0 0
ARRA/State Sub-Recipient 4,997,411 1,057,661 0 0 0
St Motor Veh In Lieu Tax 441,482 461,504 0 0 0
Admin State Staff Development 0 9,211 0 0 0
State Adoption Assistance (27,180) (3,669) 0 0 0
Admin Fed Gain IVA 281 0 0 0 0
Realloc/PY Adj Admn Fed 893,423 (175,912) 0 0 0
ARRA/Federal Direct 3,003,029 194,634 0 0 0
Federal in Lieu Taxes 5,638 5,502 0 0 0
INTERGOVERNMENTAL REVENUE 671,755,832 717,847,196 807,254,316 742,006,451 (65,247,865)
M/H Svcs-Medi-Cal 51,041,029 49,784,996 51,728,161 51,821,204 93,043
Bldg Mtce Services 30,938,526 32,432,621 30,614,588 34,513,929 3,899,341
Contract Law Enforcement Svcs 25,731,615 24,289,105 27,501,858 28,190,938 689,080
Health Inspection Fees 11,334,974 6,774,364 14,966,523 15,785,323 818,800
Interfund Rev - Gov/Gov 10,225,455 9,477,909 12,887,968 11,003,329 (1,884,639)
Recording Fees 7,750,993 9,559,812 9,719,236 8,711,862 (1,007,374)
M/H Svcs-Pvt Pay/Insur 1,661,664 1,719,626 2,030,874 8,431,531 6,400,657
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 407
ALL COUNTY FUNDS
Revenues by Type (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
Comm For Tax & Assess Coll 8,047,106 2,580,816 7,720,332 8,299,236 578,904
Planning & Engineer Services 3,943,911 4,792,049 7,012,462 6,919,666 (92,796)
Communication Services 4,984,405 5,316,341 5,876,369 6,032,867 156,498
Processing/Inspection Fee (826,583) 730,004 5,271,860 5,271,860 0
Gen Svc-Bldg Ocpncy Costs 5,290,012 5,572,233 5,018,832 5,147,529 128,697
Contract Humane Services-City 4,246,260 4,205,024 4,239,870 4,278,919 39,049
Misc Current Services 4,444,319 4,729,503 4,344,585 4,180,435 (164,150)
Misc Law Enforcement Svcs 4,940,942 4,511,738 4,145,000 4,171,000 26,000
Misc Health Fees 3,415,204 6,534,084 3,250,800 3,470,700 219,900
M/H Svcs-Medicare 3,757,142 3,086,608 3,458,565 3,306,603 (151,962)
Laboratory Services 2,800,691 2,802,694 2,807,762 3,142,958 335,196
Auditing & Accounting Fees 2,680,727 2,853,992 3,117,500 3,119,051 1,551
Data Processing Services 1,979,882 2,030,455 3,161,982 3,006,822 (155,160)
Driver Education Fees 3,602,004 2,907,793 2,544,187 2,637,687 93,500
Gen Svc-Requested Mntce 2,195,242 2,051,922 2,220,749 2,182,055 (38,694)
Jail Booking Fees 2,478,965 1,548,826 1,907,000 1,907,000 0
Election Service-Other 1,068,450 3,153,849 1,000,000 1,750,000 750,000
DoIT Data Proc Svcs 1,144,172 956,802 1,919,049 1,747,126 (171,923)
Misc Sanitation Service 1,802,319 941,514 2,104,813 1,650,000 (454,813)
Misc Road Services 788,679 840,131 870,000 1,585,000 715,000
Recorders Modernizing Fee 1,483,906 1,809,350 1,558,000 1,557,247 (753)
Administrative Services 1,015,483 1,144,413 1,374,763 1,307,913 (66,850)
Personnel Services 1,283,005 1,422,910 1,454,355 1,303,054 (151,301)
Misc Legal Services 939,385 825,546 1,198,875 1,301,500 102,625
Supplemental Roll Charges 1,109,245 1,158,599 1,163,000 1,163,000 0
Road Development Fees 514,196 1,070,680 635,500 920,600 285,100
Equipment Use Charges 645,263 578,978 916,129 914,327 (1,802)
Misc Humane Services 700,682 752,262 832,054 832,054 0
Library Services 807,072 774,554 775,060 762,369 (12,691)
Civil Process Service 505,504 486,163 753,300 753,300 0
Interfund Rev - Gov/Ent 525,776 665,955 616,484 657,427 40,943
Training Services 495,847 619,004 475,308 477,149 1,841
Care of Prisoners 440,002 531,062 684,723 475,892 (208,831)
Court Administration Cost 896,431 769,566 513,362 473,362 (40,000)
Microfilm & Reproduction Services 539,068 364,194 420,555 434,428 13,873
Spay Clinic Fees 320,247 368,545 405,154 405,154 0
Gen Svc-Other G S Charges 1,078,146 1,002,316 435,285 401,208 (34,077)
Estate Fees 273,687 221,858 292,639 339,317 46,678
Redacting Fees 316,831 373,704 330,000 330,000 0
County Summary Information
408 County of Contra Costa FY 2014-2015 Recommended Budget
ALL COUNTY FUNDS
Revenues by Type (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
ERDS fee 315,827 371,824 330,000 330,000 0
Nutrition Services 314,004 344,635 318,583 298,681 (19,902)
Court Filing Fees 213,991 251,311 265,000 269,000 4,000
Fees Assessor 52,165 91,496 238,618 237,950 (668)
Patient Fees 235,891 242,764 221,800 231,800 10,000
Blood Withdrawal Fees 247,648 248,727 220,000 220,000 0
ARRA/Charges for Svcs 708,493 57,110 50,000 191,084 141,084
Drinking Driver Program Fees 142,910 173,405 124,833 173,405 48,572
Purchasing Fees 145,627 163,443 168,281 164,804 (3,477)
Charges/Cost of Probation 280,068 206,920 180,000 160,000 (20,000)
Patient Fees-T.B. Testing 141,171 189,332 140,000 150,000 10,000
Agricultural Services 135,053 163,089 141,010 141,010 0
Marriage Ceremony Fees 79,980 88,860 80,000 110,000 30,000
Cafeteria Receipts 101,025 108,159 109,300 109,500 200
M/H Svcs-Other HMO Pat 374,186 313,305 270,256 102,275 (167,981)
Nuisance Abate 141,370 36,146 100,000 100,000 0
DoIT Other Telcom Charges 64,679 139,281 104,964 97,037 (7,927)
DoIT Phone Exchange 203,630 203,923 90,575 90,575 0
Candidates Filing Fees 50,955 199,024 90,000 90,000 0
DoIT Mntn Radio Equipment 69,947 47,832 64,982 85,980 20,998
Gen Svc-Bldg Lifecycle 0 0 0 82,841 82,841
Survey Monument Fees 66,120 81,680 83,000 80,000 (3,000)
Patient Fees-Immunization 72,931 73,906 69,518 70,000 482
Civil Processing Fee 181,911 108,581 72,310 69,242 (3,068)
Returned Check Charges 62,712 65,273 68,000 53,000 (15,000)
Client Fees 59,817 44,232 78,283 44,232 (34,051)
Fingerprint & Crim Report 35,116 36,865 40,000 40,000 0
Autopsies & Medical Reports 20,860 17,590 20,150 20,100 (50)
Refunds Indigent Burials 16,226 16,998 16,226 16,226 0
Third Party Svcs Fee 3,100 2,375 2,500 2,300 (200)
Gen Svc-Use of Co Equipment 2,890 197 500 1,600 1,100
Crippled Childrens Svcs 190 2,561 950 850 (100)
Referral Fees 702 30 1,000 0 (1,000)
Prop Characteristic Info 0 100 0 0 0
Interfund Rev - Ent/Ent 12,130 21,960 0 0 0
DoIT Data Proc Supply 3,865 4,338 0 0 0
Info Security Chg 24,462 35,159 0 0 0
Equip Repl-Surcharge Fee 3 0 0 0 0
CHARGES FOR SERVICES 219,939,535 215,276,903 240,036,110 250,907,423 10,871,313
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 409
ALL COUNTY FUNDS
Revenues by Type (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
Reimbursements-Gov/Gov 155,548,142 227,173,861 188,291,898 267,083,455 78,791,557
Contrib From Other Funds 70,985,598 74,742,525 70,426,537 37,817,208 (32,609,329)
Misc Non-Taxable Revenue 21,177,594 17,700,628 16,385,007 17,670,487 1,285,480
Transfers-Gov/Gov 45,455,336 3,172,111 51,094,280 8,635,941 (42,458,339)
Transfers-Gov/Ent 1,708,339 287,183 529,546 600,086 70,540
Sale of Equipment 508,200 380,140 492,114 511,500 19,386
Restricted Donations 1,444,193 1,214,547 435,253 482,903 47,650
Reimbursements-Gov/Ent 328,898 445,868 544,164 415,655 (128,509)
Seizures 166,721 270,240 222,000 222,000 0
Misc Grants & Donations 688,506 4,000 110,000 156,204 46,204
Sale of Maps & Documents 70,794 69,903 128,426 130,373 1,947
Sundry Non-Taxable Sales 89,979 95,059 107,009 106,625 (384)
Sundry Taxable Sale 48,376 49,961 56,560 36,560 (20,000)
Indemnifying Proceeds 94,930 144,898 11,780 30,800 19,020
Sale of Animals 26,079 32,578 30,000 30,000 0
Sale of Rodent Poison 26,806 20,687 27,000 27,000 0
Unrestricted Donations 200 50 500 500 0
Prcds of Non-Bond Debt 261,784 13,403 0 0 0
Sale of Real Estate 378,000 0 0 0 0
Prior Yr Claim Settlement 57,889 189,421 0 0 0
Work Authorization - Memo 9,541 5,870 0 0 0
MISCELLANEOUS REVENUE 299,075,905 326,012,935 328,892,074 333,957,297 5,065,223
TOTAL REVENUE 2,358,552,620 2,544,239,505 2,556,453,302 2,653,223,923 96,770,621
County Summary Information
410 County of Contra Costa FY 2014-2015 Recommended Budget
ALL COUNTY FUNDS
Expenditures by Type
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
Permanent Salaries 481,217,812 480,546,483 549,008,839 567,941,706 18,932,867
Temporary Salaries 46,635,323 52,468,685 36,513,476 40,899,827 4,386,351
Permanent Overtime 21,723,606 23,466,747 19,559,944 20,843,385 1,283,441
Deferred Comp 1,253,245 1,552,211 3,088,555 3,625,043 536,488
Hrly Physician Salaries 2,134,980 2,626,854 1,997,144 2,432,474 435,330
Perm Physicians Salaries 33,118,707 35,632,415 35,544,036 39,690,408 4,146,372
Perm Phys Addnl Duty Pay 1,891,438 1,976,098 2,281,724 2,238,520 (43,204)
Comp & SDI Recoveries (2,332,274) (2,557,280) (1,983,952) (1,979,973) 3,979
Vacation/Sick Leave Accrual 559,247 242,303 10,000 10,000 0
FICA/Medicare 36,696,440 37,362,344 41,606,923 43,098,917 1,491,994
Ret Exp-Pre 97 Retirees 2,751,672 2,750,979 2,910,543 2,991,563 81,020
Retirement Expense 202,101,868 221,442,190 267,281,889 294,015,261 26,733,372
Excess Retirement 3,751 63,653 0 315,332 315,332
Employee Group Insurance 85,433,103 84,392,571 103,433,776 98,662,990 (4,770,786)
Retiree Health Insurance 41,709,278 42,578,927 42,604,188 43,617,354 1,013,166
OPEB Pre-Pay 18,625,208 18,637,346 17,480,098 17,480,198 100
Unemployment Insurance 2,096,833 2,265,484 2,636,824 2,150,649 (486,175)
Workers Comp Insurance 16,821,150 17,044,418 17,656,016 18,014,320 358,304
Labor Received/Provided 646,985 550,728 0 0 0
Salaries and Benefits 993,088,371 1,023,043,157 1,141,630,022 1,196,047,973 54,417,951
Office Expense 5,661,490 5,698,678 5,744,514 6,065,796 321,282
Books-Periodicals-Subscriptions 757,534 590,658 660,588 668,058 7,470
Postage 2,615,484 2,318,290 2,501,116 2,464,885 (36,231)
Communications 6,194,727 6,968,328 6,322,598 6,377,620 55,022
Telephone Exchange Service 2,058,212 2,079,828 2,375,408 2,456,554 81,146
Utilities 9,976,635 10,694,166 11,349,791 11,168,840 (180,951)
Small Tools and Instruments 1,736,096 357,957 417,422 376,535 (40,887)
Minor Furniture/Equipment 1,996,081 1,624,311 1,734,137 1,936,400 202,263
Minor Computer Equipment 1,896,768 5,849,422 3,429,846 5,799,547 2,369,701
Medical & Lab Supplies 2,503,749 2,580,484 2,661,781 2,558,752 (103,029)
Pharmaceutical Supplies 2,317,358 1,214,179 2,352,402 1,900,472 (451,930)
Food 4,256,744 4,160,592 4,333,798 4,267,842 (65,956)
Clothing & Personal Supplies 1,521,242 1,553,566 1,756,295 1,875,126 118,831
Household Expense 3,686,530 3,704,268 3,931,554 4,076,995 145,441
Agricultural Expense 147,103 114,768 125,475 107,475 (18,000)
Publications & Legal Notices 269,399 240,474 248,082 240,191 (7,891)
Memberships 976,487 1,249,087 1,240,347 1,251,077 10,730
Rents and Leases-Equipment 2,683,870 2,862,278 3,465,230 3,550,147 84,917
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 411
ALL COUNTY FUNDS
Expenditures by Type (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
Computer Software Cost 5,234,640 5,463,710 6,467,813 6,669,441 201,628
Rents & Leases - Property 10,001,082 9,658,478 10,235,443 10,692,478 457,035
Building Occupancy Costs 43,155,290 42,953,863 44,149,654 45,140,621 990,967
Bldg Lifecycle Costs 0 0 602,808 1,382,648 779,840
Maintenance - Equipment 5,221,595 6,145,582 5,976,538 5,973,609 (2,929)
Vehicle Repairs 3,438,140 3,609,929 3,455,150 3,903,686 448,536
Vehicle Fuel/Oil 3,230,996 3,175,849 3,462,237 3,232,498 (229,739)
Rprs - Accidents/Vandalism (18) (47) 1,500 1,500 0
Mntn Radio-Electronic Equipment 463,534 530,038 413,875 405,050 (8,825)
Maintenance of Buildings 6,947,728 7,106,114 7,537,220 7,532,285 (4,935)
Grounds Maintenance 569,827 515,811 657,340 504,925 (152,415)
Requested Maintenance 3,716,899 3,542,705 3,707,492 3,678,720 (28,772)
Runway & Taxiway Maintenance 22,544 25,789 34,500 54,100 19,600
Non-Cap Imps - Mtce 24,252 180,404 250 1,000 750
Building Usage 105 159 233 258 25
Non-Cap Imps-Renov/Alts 0 133,890 40,000 500,000 460,000
Non-Cap Imps-Betterments 88,200 294,116 2,038,215 2,038,215 0
Transportation and Travel 781,429 669,686 727,669 781,758 54,089
Auto Mileage Employees 1,560,031 1,699,496 1,744,953 1,754,216 9,263
Use of Co Vehicle/Equipment 1,691,640 2,172,007 2,018,091 2,202,402 184,311
Other Travel Employees 1,175,790 1,337,378 1,681,707 1,665,151 (16,556)
Judicial Auto Allowance 11,945 6,484 6,360 5,350 (1,010)
Freight Drayage Express 470,835 627,106 539,987 836,407 296,420
Non Cnty Prof/Spclzd Svcs 86,483,336 91,219,487 108,385,690 107,798,991 (586,699)
Third Party Coll Svcs 3,980 0 0 0 0
Outside Attorney Fees 4,115,142 4,328,771 6,712,347 5,399,804 (1,312,543)
Contracted Temporary Help 3,285,198 3,356,381 2,987,985 3,149,879 161,894
Data Processing Services 7,206,588 7,456,253 9,031,313 9,369,904 338,591
Data Processing Supplies 41,524 35,092 22,865 23,211 346
Court Reporter Transcript 121,670 142,021 121,060 147,560 26,500
Public Works Contracts 11,479,355 7,509,872 16,141,039 16,649,492 508,453
Outside Medical Services 78,223,467 79,562,116 71,756,814 76,949,525 5,192,711
County Hospital Services 21,480,970 26,204,513 24,727,257 25,566,723 839,466
Electronic Database Svcs 134,338 169,049 167,170 169,108 1,938
Microfilm Services-Gen 60,782 67,631 151,209 161,153 9,944
Information Security Charges 101,838 146,471 286,985 310,457 23,472
Administrative Service 6,836,672 12,638,627 11,645,050 9,862,276 (1,782,774)
Other Gen Svcs Charges 1,821,425 1,732,872 1,334,597 1,386,385 51,788
GSD Courier Svc 164,224 171,714 183,346 181,796 (1,550)
County Summary Information
412 County of Contra Costa FY 2014-2015 Recommended Budget
ALL COUNTY FUNDS
Expenditures by Type (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
Other Telecom Charges 2,054,831 1,683,311 1,731,107 1,810,407 79,300
Other Intrdptmntl Charges 32,030,716 30,677,399 30,404,907 32,451,959 2,047,052
Juror Fees 41,370 34,465 42,000 42,000 0
Witness Fees & Expenses 173,091 189,190 854,990 373,500 (481,490)
Juror Mileage 0 6,741 0 0 0
Insurance 1,948,200 2,071,877 2,536,449 2,552,879 16,430
Adult Materials - Library 1,250,466 1,215,164 635,171 1,316,450 681,279
Book Repairs - Library 0 114 0 0 0
Audio-Visual Supplies 0 5,264 0 1,000 1,000
Youth Materials - Library 645,970 632,195 164,584 341,104 176,520
Election Officers 283,084 323,877 303,640 478,640 175,000
Training & Registrations 524,948 432,992 551,166 584,732 33,566
Road/Construction Materials 1,486,144 2,015,929 1,046,600 1,501,500 454,900
Criminal Investigation 194,338 220,420 199,646 293,000 93,354
Specialized Printing 1,606,023 2,256,474 2,197,030 2,009,911 (187,119)
Fire Fighting Supplies 3,867 11,166 11,575 14,525 2,950
Recreation 60,865 57,083 52,167 54,256 2,089
Ed Supplies and Courses 411,667 361,481 635,721 611,459 (24,262)
Fees - Non Agricul Animal 76,747 81,912 50,000 49,000 (1,000)
Other Special Departmental Exp 9,083,906 7,639,026 72,079,035 36,575,922 (35,503,113)
Loss on Dsp Sl-Fxd Assets 37,354 29,154 0 0 0
Misc Services & Supplies 149,332 460,533 318,344 366,087 47,743
Cash Shortage Reimbursement 22,967 2,813 1,850 1,850 0
Contract Expense-Kaiser 16,026,523 18,674,498 17,576,198 25,069,869 7,493,671
Registry 4,197,125 5,789,878 4,149,436 5,085,364 935,928
Public Health-Medical Svcs 82,666 64,685 82,665 49,351 (33,314)
Other Specialty Care 482,295 345,543 481,347 924,231 442,884
OP Visits-Specialist Phys 681,375 3,295,124 1,202,628 3,843,019 2,640,391
Laundry Contract 658,730 675,889 661,900 661,900 0
Computer Software Cost 12,130,315 9,826,255 5,540,264 9,098,019 3,557,755
Outpatient Mental Health 892,398 983,912 946,121 1,049,527 103,406
Other ER Chrges (Lab, Xray) 8,013,059 9,479,666 8,745,188 19,183,109 10,437,921
ER Physician Fees 4,542,305 5,778,927 4,246,912 6,640,806 2,393,894
ER Facility Fees 4,894,051 5,074,962 4,183,467 2,974,358 (1,209,109)
IP Mental Health 1,023 4,551 1,031 3,997 2,966
IP Radiology (Profee) 540,731 792,189 606,624 1,010,036 403,412
IP Surgery 14,133,178 12,640,158 11,454,372 17,374,142 5,919,770
IP Physician Visits 1,692,523 2,230,571 1,781,828 2,679,786 897,958
IP Fac Chrges (Incl OBDAY) 37,617,160 48,472,407 32,778,438 70,033,900 37,255,462
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 413
ALL COUNTY FUNDS
Expenditures by Type (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
Obstetrics (Profee) 461,183 634,520 471,825 794,059 322,234
Inpatient Lab (Profee) 263,503 382,892 280,064 511,617 231,553
Med Fees-Therapist & Other 3,302,803 5,921,924 3,997,417 6,788,480 2,791,063
Consulting & Management Fees 16,107,997 22,356,606 9,029,183 11,262,808 2,233,625
Other Non-Medical Fees 23,844 29,255 25,000 31,522 6,522
Med Fees-Physician-Clinic Svc 18,837,062 19,158,416 18,327,508 24,605,207 6,277,699
IBNR Expense Accrual 10,495,315 110,743 13,439,186 0 (13,439,186)
OP Lab/Pathology 3,408,906 3,906,288 3,313,218 4,628,148 1,314,930
Medi-CAL Exp Reimb Receipt (1,109,524) (725,475) (487,699) (689,030) (201,331)
IP Anes (Profee) 499,912 1,527,901 841,740 1,827,520 985,780
Prosthesis 1,133,302 1,287,769 1,134,000 1,287,771 153,771
Sutures & Surgical Needles 52,557 55,986 67,500 67,500 0
Surgical Packs & Sheets 154 328 1,000 1,000 0
Surgical Supplies - General 74,913 308,216 156,401 318,018 161,617
Anesthetic Materials 0 0 5,000 12,000 7,000
Oxygen and Other Med Gas 69,613 85,354 91,250 84,250 (7,000)
IV Solutions 1,783,114 2,315,936 1,912,802 3,209,835 1,297,033
Pharmaceuticals 41,435,593 41,469,447 43,055,889 45,075,570 2,019,681
Radioactive Materials 6,518,008 7,074,558 6,582,621 7,695,240 1,112,619
Radiology Films 4,764,018 4,154,285 4,531,724 4,511,955 (19,769)
Other Med Care Mtl & Supp 17,349,069 20,884,087 16,416,908 22,889,586 6,472,678
Other IP Anc Svcs 4,914,493 5,537,670 10,737,822 4,944,506 (5,793,316)
Food-Other 899,351 923,358 927,335 927,425 90
Linen and Bedding 60,166 43,108 60,000 60,000 0
Cleaning Supplies 512,671 565,319 586,388 586,681 293
Office & Admin Supplies 3,028,106 2,341,952 2,508,395 2,553,331 44,936
Employee Wearing Apparel 669,996 738,227 696,912 737,979 41,067
Instruments & Minor Med Equip 1,945,613 1,328,791 1,283,500 1,354,411 70,911
Other Minor Equipment 6,230,107 3,039,658 3,441,008 3,529,868 88,860
Other Non-Med Supplies 953,480 1,308,637 1,094,004 1,304,269 210,265
Other Purch Svc-Auditor 2,667,648 2,843,851 3,240,584 3,141,819 (98,765)
Other Purch Svc-Co Counsel 350,000 325,000 336,375 520,000 183,625
Other Purch Svc-Personnel 936,197 1,064,005 1,080,784 984,586 (96,198)
Ambulance/Medical Transp 1,904,428 2,891,139 2,144,583 2,839,539 694,956
Other 4,681,537 12,389,398 5,963,802 16,212,809 10,249,007
OP Surgery-Facility 2,534,195 1,314,683 2,024,508 1,467,676 (556,832)
OP Surgery-Professional 2,788,293 5,167,357 3,381,212 6,670,487 3,289,275
CPSP (Perinatal) 593,967 611,326 510,933 636,104 125,171
CHDP 937,019 764,235 759,163 905,569 146,406
Microfilm Services 125 37 1,000 1,000 0
County Summary Information
414 County of Contra Costa FY 2014-2015 Recommended Budget
ALL COUNTY FUNDS
Expenditures by Type (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
Medical-Purchased Service 184,291,017 167,659,864 168,670,585 170,301,226 1,630,641
Repairs & Mtce-Equipment 3,612,640 2,893,350 3,478,380 2,988,450 (489,930)
Management Services (2,999,240) 847,819 (2,557,370) (2,806,977) (249,607)
Collection Agencies 1,004,352 1,053,038 1,100,000 1,100,000 0
Other Purchased Services 18,191,197 21,477,848 19,105,859 21,819,244 2,713,385
Transportation Services 200,517 385,915 254,589 389,936 135,347
Data Processing - County 528,110 602,465 709,547 687,450 (22,097)
Requested Maint - Gen Services 1,372,441 1,234,584 1,301,074 1,298,663 (2,411)
Sub Acute Facility (SNC) 1,627,724 5,183,616 2,135,297 6,957,529 4,822,232
Deprec & Amort - Land Improve 0 0 0 0 0
Deprec & Amort - Bldg & Improve 6,140,807 6,966,801 0 0 0
Deprec & Amort - Lshd Improve 99,121 99,121 0 0 0
Deprec & Amort - Equipment 5,316,719 6,706,246 74,440 55,072 (19,368)
Bld Occupancy Cost - Co 6,085,343 7,007,441 6,809,934 7,609,585 799,651
Rental/Lse Costs - Equipment 1,919,870 2,088,003 2,088,966 2,075,462 (13,504)
Bld Occupancy - Non Co 2,623,512 2,535,068 3,158,442 2,937,895 (220,547)
Utilities - Electric & Gas 1,381,027 1,411,372 1,549,955 1,727,832 177,877
Utilities - Water 127,672 140,358 140,096 150,111 10,015
Insurance - Professional Liab 1,750,000 2,326,000 1,800,000 1,800,000 0
Insurance - Other 251,359 252,380 251,006 615,486 364,480
Licenses 169,990 165,020 366,814 391,566 24,752
Interest Expense 8,028,806 13,004,814 9,219,770 10,049,605 829,835
Telephone/Telegraph 3,445,815 3,656,654 3,663,194 3,700,614 37,420
Dues and Subscriptions 1,130,109 1,313,329 1,470,245 1,405,725 (64,520)
Outside Training Supplies 332,574 324,913 307,703 307,703 0
Travel - Employee Mileage 432,075 468,331 380,356 474,158 93,802
Other Expenses 569,118 376,633 535,482 709,146 173,664
Travel - CAD Approved 244,816 295,690 217,891 293,530 75,639
Travel - County Equipment 144,197 172,514 148,277 154,196 5,919
Bldg Lifecycle Costs-Co 0 0 6,065 12,906 6,841
Dental Services 118,467 110,967 112,721 183,448 70,727
Intra-Dept Trans/Other (28,136,441) (25,641,649) (30,330,901) (36,102,825) (5,771,924)
Freight Expense Inv Items 65,432 80,967 91,308 80,837 (10,471)
Loss on Dsp Sl-Fxd Assets 19,794 45,589 0 0 0
Services and Supplies 901,461,517 952,370,392 972,289,117 1,045,995,177 73,706,060
Support & Care of Persons 2,851,982 4,882,717 5,258,800 5,084,572 (174,228)
Federal Aid 35,693,207 28,072,920 33,613,821 28,475,564 (5,138,257)
State Aid 2011 Realign 36,921,177 40,421,812 40,829,840 41,396,071 566,231
County Aid Basic 35,608,171 38,771,926 39,274,375 37,903,989 (1,370,386)
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 415
ALL COUNTY FUNDS
Expenditures by Type (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
State Aid 18,722,424 22,441,805 14,898,473 21,838,745 6,940,272
Service Connected Aid 2,376,265 2,454,532 2,900,435 2,207,115 (693,320)
Child Day Care Aid 5,422,157 6,427,203 5,635,013 6,163,084 528,071
Composite Aid (3,487) 2,193 0 0 0
Principal Pmt on Bonds 41,345,000 48,385,000 46,401,000 21,580,000 (24,821,000)
Retire Oth Long Term Debt/Lease Pur 21,019,137 21,596,285 33,296,994 35,781,332 2,484,338
Interest on Bonds 21,917,284 19,553,477 21,140,151 13,829,894 (7,310,257)
Interest on Oth Long Term Debt 15,067,894 16,849,231 15,865,493 15,285,578 (579,915)
Int on Notes & Warrants 266,755 239,847 454,634 454,634 0
Finance Charges 56,542 72,415 72,000 64,000 (8,000)
Taxes & Assessments 611,937 226,755 273,900 239,075 (34,825)
Rights of Way & Easements 528,304 107,048 1,010,000 700,000 (310,000)
Judgements & Damages 59,896 226,599 100,574 600 (99,974)
Depreciation 3,045,701 3,225,417 2,162,597 2,070,710 (91,887)
Contrib to Other Funds 162,126 197,895 165,000 195,000 30,000
Contribution to Enterprise Funds 43,555,958 34,146,228 30,408,776 30,408,776 0
Contribution to Other Agencies 31,580,998 92,910,884 26,628,414 31,379,996 4,751,582
Interfund Exp - Gov/Gov 9,678,508 9,776,712 10,495,566 9,789,275 (706,291)
Interfund Exp - Gov/Ent 525,776 665,583 672,098 637,365 (34,733)
Interfund Exp - Ent/Ent 12,130 21,960 25,000 25,000 0
DoIT Phone Exchange 144,670 144,940 163,760 168,879 5,119
DoIT Data Proc Svcs 1,041,062 839,144 967,225 799,590 (167,635)
DoIT Data Proc Supply 1,214 2,694 0 0 0
DoIT Mntn Radio Eqmt 1,008 54 0 1,000 1,000
DoIT Other Telecom Charges 53,828 129,204 48,642 46,876 (1,766)
Gen Svc-Bldg Ocpncy Costs 5,156,999 5,475,101 4,945,062 5,783,543 838,481
Gen Svc-Requested Mntce 1,145,964 1,333,601 1,243,784 1,055,980 (187,804)
Gen Svc-Use of Co Equipment 2,890 197 7,420 7,000 (420)
Gen Svc-Other G S Charges 824,495 828,209 978,678 316,150 (662,528)
Gen Svc-Bldg Lifecycle 0 0 67,378 81,186 13,808
DoIT Info Security Charge 16,440 22,929 316,212 35,732 (280,480)
Other Charges 335,414,411 400,452,515 340,321,115 313,806,311 (26,514,804)
Kregor Peak Property Acq 2,613,248 517 0 0 0
ECGC-East County Gov Ctr 10,767 0 0 0 0
CCTV Remodel 3,530 15,533 0 0 0
4639 Pacheco Homeless Fac 1,708,951 107,896 0 0 0
015 40 Muir Exterior RMDL 1,249,571 42,790 0 0 0
4800 Imhoff Heat Recov 167,992 0 0 0 0
Remodel 651 Pine 7th/11th 1,777 4,494 0 0 0
015 40 Muir Interior Rmdl 44,843 1,275,949 0 0 0
County Summary Information
416 County of Contra Costa FY 2014-2015 Recommended Budget
ALL COUNTY FUNDS
Expenditures by Type (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
MDF Chiller Replacement 68,655 0 0 0 0
1275 Hall Lighting Upgrd 93,791 0 0 0 0
038 GSD Mtv to 255 Glacier 281,208 0 0 0 0
004 Ext Renov 625 Court 26,284 142,679 0 0 0
New Psych Facility 484,630 3,411,615 200,000 0 (200,000)
632-202 Glacier Dr Mtz JH 0 7,347 0 0 0
001-651 Pine-Rplc Boiler 0 45,293 0 0 0
173 OAYRF Sewer Rplcment 0 76,358 0 0 0
Cap Facilities Masterplan 92,746 48,178 0 0 0
010 MDF Chiller Rplcment 0 645,897 0 0 0
EHS Central Co Bldg 2,210 251,683 0 0 0
010-MDF Intk Cntr Redesgn 0 31,411 110,000 0 (110,000)
DA Civic Center 17,775 3,403 52,490 0 (52,490)
Emergency Comm Sys Imps 23,678 100,077 0 0 0
New Rich Hlth Ctr 18,937 0 0 0 0
Various Improvements 102,895 91,077 202,431 0 (202,431)
2500 Bates-HBEX Start Up 0 394,862 57,300 0 (57,300)
244-151 L.Pauling-Solar 0 24,056 0 0 0
R-Rep Solar Proj-7 Sites 0 94,002 0 0 0
321 Mental Health IT's 0 192,234 0 0 0
FLIP-044-202 Glacier-SS01 0 0 119,536 119,536 0
FLIP-03300930 Ward St-AC0 0 0 46,739 46,739 0
FLIP-270-3811 Bissel-FS01 0 0 36,201 36,201 0
FLIP-004-625 Court-FS04 0 0 352,682 352,682 0
FLIP-158-2099 Arnold-FS02 0 0 400,685 400,685 0
FLIP-093-968 23rd St-ES02 0 0 261,510 261,510 0
FLIP-095-6401 Stcktn-AC03 0 0 172,851 172,851 0
FLIP-115-2290 WPass-FS03 0 0 133,874 133,874 0
FLIP-163-406-6th St-FS0 0 0 87,582 87,582 0
FLIP-171-757 1st St-FS02 0 0 65,978 65,978 0
FLIP-390-5555 Giant-IS05 0 0 898,817 898,817 0
182FS01-12000 Marsh Creek 0 0 254,134 254,134 0
FLIP-093-968 23rd St-IS01 0 0 189,152 189,152 0
034 DCD 30 Muir Rd Imps 9,775,755 586,124 0 0 0
DP Bldg Cntr 30 Douglas 134,857 37,473 0 0 0
40 Muir-Bldg Rmdl/Occpncy 0 649 0 0 0
230 Hookston-Landscaping 0 299 0 418,075 418,075
272 DCSS Ste 100 Remodel 380,711 655,296 0 0 0
Const Crime Lab 916,610 756,801 0 0 0
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 417
ALL COUNTY FUNDS
Expenditures by Type (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
564-2530 Arnold-Rmdl #300 0 12,896 0 0 0
Clk/Rec/Elec New Fac 380 0 0 0 0
Undesignated Cap Projects 0 0 4,942,044 5,692,044 750,000
Sheriff's Facilities Imps 43,731 0 (150,000) 0 150,000
Sher Pub Sfty Comm Imps 1,555,623 214,205 0 0 0
555 Security Wall 3C & 4C 0 20,300 0 0 0
MTZ Well Ctr - ADA Cmplnce 0 40 0 0 0
010-MDF Intk Cntr Redesgn 0 40 0 0 0
CCRMC Antepartum Room 326,986 191,946 0 0 0
CCRMC Cogen Plant 2,833 0 0 0 0
Relocate Antipartum Unit 25,411 165 0 0 0
Fab/Inst Modular Clinic 448,567 3,048,733 3,071,334 0 (3,071,334)
Emergency Water Tank 3,103 0 0 0 0
CCRMC Bldg#1 3rd Flr Cnv 3,461 0 0 0 0
West County Health Center 27,568,685 7,799,452 0 0 0
CCRMC Bldg1 Exam RM Clinic 3,553 1,646 0 0 0
211 C St Mtz Pro Acq 6,217 307,035 0 0 0
Replace Boiler 14,384 126,863 0 0 0
Mammography Room 32,564 5,685 0 0 0
Plain Film Room 33,513 12,775 0 0 0
Replace Imaging Equip 72,048 35,330 0 0 0
Bay Point Dental 11,216 0 0 0 0
Ward 4 Conversion 338 0 0 0 0
Prkg LotC Expansion CCRMC 209 0 0 0 0
Hosp Ambul Care Clinic 0 0 850,000 3,067,550 2,217,550
Nutri Svcs Prog SB1953 35,861 154 0 0 0
Urology Table Install 80,709 0 0 0 0
SB1953 Seismic Retrofit 98,280 367,880 0 0 0
CCRMC GWard Struct Analy 52,075 343,560 0 0 0
Exp/Rmdl Concrd Clinc 165,620 1,257,816 0 0 0
AIP #13 Airfield Enhcmnts 0 0 450,000 0 (450,000)
BFA Elect & Signs Proj#12 0 0 0 150,000 150,000
BFA Noise Pln Updte Prj#14 0 0 0 666,667 666,667
Miscellaneous Equipment 162,375 0 1,311,510 1,311,510 0
Special Assistive Devices 0 21,205 0 0 0
Office Equip & Furniture 3,930,683 2,676,028 4,372,202 3,408,467 (963,735)
Institutional Equip & Furniture 0 108,242 102,705 102,705 0
Autos and Trucks 1,193,093 2,771,396 5,000,812 5,376,466 375,654
Medical & Lab Equipment 3,310,072 572,006 1,358,000 1,345,000 (13,000)
Radio & Communication Equip 1,683,696 962,285 2,859,315 2,846,315 (13,000)
County Summary Information
418 County of Contra Costa FY 2014-2015 Recommended Budget
ALL COUNTY FUNDS
Expenditures by Type (continued)
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Recommended
2014-15
Change
Tools & Sundry Equipment 181,638 154,684 335,000 231,000 (104,000)
Heavy Construction Equipment 29,366 132,614 200,000 50,000 (150,000)
Capitalized Software 0 0 255,000 275,000 20,000
Fixed Asset Adj Year-End (36,382,947) (19,113,857) 0 0 0
Fixed Assets 22,914,764 11,075,116 28,599,884 27,960,540 (639,344)
Reimbursements-Gov/Gov 134,025,161 206,229,273 205,942,217 154,430,338 (51,511,879)
Reimbursements-Gov/Ent 684,605 709,320 775,089 773,846 (1,243)
Reimbursements-Ent/Ent 0 0 2,000 2,000 0
Intrafund-Trans-Gov/Gov 45,290,573 7,320,456 70,376,445 59,709,938 (10,666,507)
Transfers-Gov/Ent 1,708,339 287,183 250,000 600,086 350,086
Intrafund-Trans-Salaries (2,359,054) (2,324,397) (4,375,823) (4,046,827) 328,996
Intrafund-Trans-Services (97,233,206) (104,807,113) (109,586,447) (108,270,550) 1,315,897
Intrafund-Trans-FX Assets (1,585,713) (609,563) (657,837) (708,426) (50,589)
Work Auth Transfer Adjustment 30,006 0 0 0 0
Expenditure Transfers 80,560,712 106,805,160 162,725,644 102,490,406 (60,235,238)
Apportn For Contingencies 0 0 2,114,906 4,855,653 2,740,747
Provisions for Contingencies 0 0 2,114,906 4,855,653 2,740,747
TOTAL EXPENDITURES 2,333,439,774 2,493,746,340 2,647,680,689 2,691,156,060 43,475,371
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 419
CHANGES IN PROJECTED FUND BALANCE
Governmental Funds
Beginning
Fund Balance
June 30, 2013
Budgeted
Revenues
FY 2014-15
Budgeted
Expenditures
FY 2014-15
Projected
Ending
Fund Balance
Exclusive of
CarryForward
Percent
Change
Major Fund
GENERAL FUND 186,248,805 1,356,347,111 1,353,347,111 189,248,805 1.61%
Non-Major Funds in the Aggregate
TOTAL FOR NON-MAJOR FUNDS 249,581,754 349,570,509 390,502,781 208,649,482 (16.40%)
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, 2013, 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 1.61% ($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 19. The reason for the $3.0 million
increase in projected fund balance is due to the West Contra Costa Healthcare District’s
reallocation of property tax revenue. The tax transfer will be approximately $3 million
each year (dependent upon tax generation) and continue until $23.1 million is
transferred (approximately FY 2018-19). This “repayment” of reserves is not an on-
going source of revenue (see page 89 for more detailed information).
The Non-Major Governmental Funds in the aggregate are expected to decline with a
fund balance change of 16.40% ($40.9 million). There are 87 funds included in this
aggregate and twelve of them represent $37.1 million or 90.7% of the variance. Some
specific examples are: $9.4 million for recorder/modernization functions, $5.9 million in
Navy Transit Mitigation, $3.0 million in property tax administration, $2.8 million in Family
Law Center debt service, and $2.2 million for County law enforcement capital projects.
The reduction in Non-Major Governmental Funds in the aggregate is overstated due to
the departmental practice of appropriating fund balance above annual requirements.
County Summary Information
420 County of Contra Costa FY 2014-2015 Recommended Budget
CAPITAL IMPROVEMENT PLAN
Per Budget Policy, the FY 2014-15 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.
The following was identified as Capital projects and accomplishments completed in
calendar year 2013 in an Annual Progress Report to the Board of Supervisors in
February 2014.
A. Completed Real Esate Asset Management Plan (RAMP) Projects and Initiatives
1) RAMP Policy. A draft Administrative Bulletin implementing RAMP principles
for the use and management of County-owned and leased assets, and to
establish a centralized program to manage the space needs of County
departments was presented to the Finance Committee on February 11, 2013.
Administrative Bulletin 526.0 (AB 526.0) became effective on April 9, 2013.
AB 526.0 established RAMP policy by, i) addressing the reduction of the
vacancy rate of County buildings; ii) providing sustainable occupancy rates for
County-owned space; iii) providing for the orderly occupancy of, including the
financial responsibility for; County-owned space; and iv) providing for possible
loans from the General Fund to fund beneficial RAMP projects under certain
circumstances.
2) Proposed Relocation of the Sheriff-Coroner Administrative Offices. A report
evaluating a proposed move of the Sheriff-Coroner’s Administrative Offices
from the County Administration Building at 651 Pine Street in Martinez to
leased space in Pleasant Hill was presented to the Finance Committee on
February 11, 2013.
3) Proposed Relocation of the Sheriff-Coroner’s Records and Fingerprinting
Operations. A report evaluating a proposed move of the Sheriff-Coroner’s
Records and Fingerprinting operations from leased space at 500 Court Street,
Martinez to the County-owned Summit Centre building also in Martinez was
completed on September 25, 2013.
B. Lease Cost Savings
In calendar year 2013, Public Works Real Estate staff renegotiated 12 leases that
resulted in a net rent reduction of approximately $147,300 in the first year of the
agreements. Real Estate staff also negotiated several new leases in 2013 that took
advantage of the relatively soft real estate market by locking in lower fixed rents over
the lease terms.
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 421
D. Evaluation Of Surplus Property
The following properties were evaluated in 2013 for potential disposition in 2014:
1) 1420 Livorna Road, Alamo (Flood Control). This is a single-family residence
that is located on Flood Control property. The building has been rented out to
private individuals for many years, but will be sold at auction in early 2014.
2) Oak Park Blvd., Pleasant Hill. This is an approximately 10-acre parcel of
vacant land that is the former site of an elementary school ball field. County
staff has been discussing land use issues with City of Pleasant Hill in
preparation of disposing of the property on the open market.
3) 343 Rodeo Avenue, Rodeo. This is the former Rodeo Veterans Memorial
Building. The building is vacant and is being evaluated for disposal in 2014
E. Facilities Life-Cycle Investment Program (Flip)
In 2007, as part of the FLIP program, the County hired a consultant to complete a
comprehensive evaluation of the condition of certain County-owned buildings (the
“FLIP Evaluation”). The purpose of the FLIP Evaluation was to reveal the level of
deferred maintenance and improvements that would be required over a 10-year
period to both extend the useful life of those County facilities and promote the health
and safety of employees and the public who use those facilities. Over $270 million
in deferred maintenance was identified in the 2007 FLIP Evaluation; categorized as
having a Priority 1 through Priority 4 ranking; and with associated cost estimates as
follows:
• Priority 1 projects are defined as needing immediate action to return a facility
to normal operation, stop accelerated deterioration, or to 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 or
reduce long-term maintenance: $53,743,000.
In 2013, funds were used on the following three projects:
1) Martinez Detention Facility, 1000 Ward St., Martinez. Infrastructure
improvements were completed in June 2013 with the replacement of two
chillers that were in critical need of replacement. The 30-year old chillers
were 10 years beyond their useful life, and one chiller failed in the past and
had to be repaired. The chillers were replaced with new energy efficient units
that contain the latest ozone-friendly refrigerant.
County Summary Information
422 County of Contra Costa FY 2014-2015 Recommended Budget
2) Orin Allen Youth Rehab Facility, 4491 Bixler Rd., Byron. A sewer line
replacement project was completed in January 2013 to replace a sewer main
that broke often.
3) Finance Building, 625 Court St., Martinez. The initial FLIP report
recommended that: i) the metal roof of this historic building be replaced; ii) the
ornamental roof components be reconditioned; iii) the exterior masonry and
façade be upgraded; and iv) the foundation wall waterproofing be repaired.
While addressing that work, an architectural consultant discovered other
seismic and structural defects. A structural analysis of the building was
conducted, and a report and cost estimate prepared.
The project budget for the initial work was $5 million. The additional seismic
improvements will increase the project budget to a preliminary estimate of
approximately $12 - $15 million. Once the design work has been completed
and a revised project budget has been approved, departments that occupy
the building will need to be temporarily relocated. This will be a design-build
project which will take 2-3 years to complete.
The County recently requested an update of the 2007 FLIP Evaluation. The updated
Evaluation (using an updated facilities list to reflect activity since 2007) will be
completed by the end of FY 2013-14. The assessment will provide much needed
information for developing a formal Real Estate Master Plan of County facilities.
Completion of this Master Plan is targeted for 2014. Such a plan will be used to
assist the County with future planning and will provide a strategic guide for the use
of County owned and leased facilities. The evaluation will also provide a
recommendation of an adequate Capital Renewal Factor to add to the occupancy
cost of our buildings.
In FY 2012-13, $5 million was appropriated from the General Fund to perform
deferred maintenance of facilities included in the FLIP Evaluation. In FY 2013-14,
$10 million was appropriated for that purpose and the FY 2014-15 the
Recommended Budget includes $10 million for FLIP. The table below shows funds
expended for deferred maintenance, based on FLIP priority, for the past five years:
Completed Deferred Maintenance/Capital Renewal Projects
January 1, 2008 to December 31, 2013
FLIP Classification Priority
1
Priority
2
Priority
3
Priority
4 Total
Project Cost $203,991 $1,402,501 $7,897,949 $1,694,534 $11,198,975
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 423
CURRENT DEBT POSITION
The most recent Debt Report was issued by the Debt Affordability Advisory Committee
on March 25, 2014. Information on the current Debt Position of the County follows:
Outstanding Debt. As of June 30, 2013, the County had a total of $606.142 million of
outstanding Pension Obligation Bonds (POBs) and Lease Revenue Bonds
(LRBs)/Lease Revenue Obligations (LROs), a detailed listing of which is shown below.
The County had a total of $634.3 million, $717.9 million, and $729.6 million of
outstanding Pension Obligation Bonds and Lease Revenue Bonds as of June, 30, 2012,
2011, and 2010 respectively. The County’s entire debt portfolio is comprised of fixed-
rate debt issues. 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 shields the County from
the risks associated with swaps and variable rate. 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, 2013)
Bond Issues
Date
of Issue
Final
Maturity
Date
Principal
Amount
Issued
($000s)
Outstanding
Principal
($000s)
True
Interest
Cost (%)1
Lease Revenue Bond & Obligation Issues (LRBs & LROs):
1999 Series A (Refunding & Various Capital Projects) 03/04/99 06/01/28 $74,685 14,175 NA
2001 Series A (Various Capital Projects) 01/25/01 06/01/15 18,030 1,380 4.62%
2002 Series A (Various Capital Projects) 06/27/02 06/01/16 12,650 1,650 4.73%
2002 Series B (Refunding & Various Capital Projects) 09/05/02 06/01/19 25,440 7,635 3.97%
2003 Series A (Various Capital Projects) 08/14/03 06/01/17 18,500 3,020 4.46%
2007 Series A (Refunding & Various Capital Projects) 03/14/07 06/01/28 122,065 121,185 4.27%
2007 Series B (Medical Center Refunding) 08/07/07 06/01/18 110,265 56,785 4.27%
2009 Series A (Various Capital Projects) 06/03/09 06/01/24 25,062 19,892 4.55%
2010 Series A-1 (Capital Project I–Tax Exempt) 11/16/10 06/01/20 6,790 6,700 4.15%2
2010 Series A-2 (Capital Project I–Taxable BABs) 11/16/10 06/01/30 13,130 13,130 4.15%2
2010 Series A-3 (Capital Project I–Taxable RZBs) 11/16/10 06/01/40 20,700 20,700 4.15%2
2010 Series B (Refunding) 11/16/10 06/01/25 17,435 16,480 3.84%
2012 Lease Revenue Obligations 11/11/12 06/01/27 13,210 13,210 2.68%
Total LRBs and LROs $477,962 $296,032
Pension Obligation Bond Issues (POBs):
Refunding Series 2001 (Taxable) 03/20/01 06/01/14 107,005 $33,280 6.23%
Series 2003 A (Taxable) 05/01/03 06/01/22 322,710 276,830 5.36%
Total POBs $429,715 $310,110
Grand Total $918,242 $606,142
County Summary Information
424 County of Contra Costa FY 2014-2015 Recommended Budget
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, Successor Agency, Housing Authority and
Special Districts. For technical auditing purposes, only pension obligation bonds and tax
allocation bonds are counted as “general obligation bonded debt” even though neither
form of debt requires voter approval; lease revenue bonded debt and assessment
district debt are not required to be included. As of June 30, 2013, the County’s
outstanding bonded debt was $404.5 million leaving a statutory margin of $6.8 billion
and a Constitutional margin of $1.8 billion. Subsequent to this reporting period,
assessed valuation rose to $151.2 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, 2013. Note that
these are County obligations and do not include Special Districts or Successor Agency
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 & Pension Obligation Bonds
(As of June 30, 2013)
Fiscal Year
Ending 6/30
Total Lease
Debt Service (1)
Total POB
Debt Service
Total Debt
Service
2014 $ 33,951,419 $ 68,401,567 $ 102,352,986
2015 33,992,763 35,409,894 69,402,657
2016 33,985,065 36,914,526 70,899,591
2017 31,584,305 38,484,360 70,068,665
2018 31,059,205 40,114,901 71,174,106
2019 30,940,093 41,821,636 72,761,729
2020 29,415,653 43,600,400 73,016,053
2021 29,412,403 45,452,243 74,864,646
2022 26,892,607 47,382,398 74,275,005
2023 26,781,087 26,781,087
2024 16,865,991 16,865,991
2025 14,481,472 14,481,472
2026 12,839,534 12,839,534
2027 11,638,830 11,638,830
2028 5,477,077 5,477,077
2029 2,471,648 2,471,648
2030-2040 2,473,180 27,204,978
TOTAL $ 374,262,332 $ 397,581,925 $ 796,576,055
(1) Excludes capital leases; includes federal subsidy receipts for certain lease revenue bonds (Build America
Bonds and Recovery Zone Bonds).
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 425
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 $200.9 million of
prior Certificates of Participation and Lease Revenue Bonds were refunded as part of
the plan of finance for the 2007 Series A and 2007 Series B Lease Revenue Bonds. To
the extent that federal and/or State programs offset debt service cost for projects funded
with Lease Revenue Bonds, the County must share the refunding savings attributable to
such projects with the Federal and/or State program.
Lease Revenue Bond Refunding Savings Since 2002
(as of June 30, 2013)
Refunding Lease
Revenue Bond Issue
Amount
Refunded
($ millions)
Term of the
Refunding
Bonds
Savings
($ millions)
Average
Annual
Savings
2002 Series B $ 25.870 18 years $ 0.85 $ 49,906
2007 Series A (advance refunding) 61.220 21 years 3.83 182,380
2007 Series A (current refunding) 26.815 14 years 0.90 64,286
2007 Series B 112.845 15 years 2.93 195,333
2010 Series B (current refunding) 17.400 15 years 1.10 73,330
Total $244.150 $9.61 $565,235
County Summary Information
426 County of Contra Costa FY 2014-2015 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 is 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 are 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 2010, the Bay Area Regional Benchmarking Project (Project BARB)
was launched. Project participants include nine Bay Area counties: Alameda, Contra Costa,
Marin, Napa, San Francisco, San Mateo, Santa Clara, Solano and Sonoma. At the time, all
participant counties had some level of performance measurement program.
The intent of Project BARB is to provide regional data than can be used by participating
jurisdictions to learn from each other, evaluate performance, improve management practices
and inform goal-setting. 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, was 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 Project BARB members met to discuss problems related to regional
measurement comparisons and to receive a related presentation from the International
City/County Management Association (ICMA). ICMA provides programs, publications, and
County Summary Information
County of Contra Costa FY 2014-2015 Recommended Budget 427
services that identify leading practices and address the needs of city, county, town and township
governments. The ICMA presentation to Project BARB members covered performance
management systems and consortium services. ICMA would establish a Project BARB
consortium dataset to facilitate completion of the original Project BARB goals. Information from
Project BARB will post on the County’s website with the department’s Performance Reports as it
is developed.
On October 1, 2013, Contra Costa County participated in the ICMA Center for Performance
Management 101 survey. The survey consisted of 14 service areas:
Contra Costa reported data on all but the Fire and EMS service areas to meet the midyear data
submission deadline for local government participants with fiscal years ending by June 30. In
addition to Contra Costa County, 20 other jurisdictions submitted data to ICMA. ICMA will have
final datasets available in May 2014.
In December 2013, Project BARB members and an ICMA representative met to discuss the
Center Performance Management 101 survey. During this discussion, the group shared
consortium measures on recidivism/criminal justice. In addition, ICMA offered technical support
to the group regarding the 101 survey data analysis and reporting. Once the data becomes
available in May, ICMA can establish a Project BARB consortium dataset to facilitate completion
of the original goals.
• Highways and Road
Maintenance
• Facilities
Management
• Permits, Land Use,
and Plan Review
• Information
Technology
• Risk Management • Police • Code Enforcement • Procurement
• Parks and Recreation • Fire and EMS • Human Resources • Libraries
• Fleet Management • Solid Waste
County Summary Information
428 County of Contra Costa FY 2014-2015 Recommended Budget
A PPENDIX
County of Contra Costa
Countywide Program Modification List
County of Contra Costa FY 2014-2015 Recommended Budget 429
Reference
to Programs/
Budget Units Services FTE Net County
Cost Impact Impact
Order Mand/Disc
List
Agriculture
1 2 Agriculture Pest Detection (1.5) ($100,951)
Continue the vacancies of one full-
time Pest Detection Program
Assistant and one half-time Pest
Detection Specialist.
(1.5) ($100,951)
Animal Services
1 1 Animal Services Administration (0.8) ($99,284)
Salary savings resulting from
continue vacancies of one full-time
Animal Services Lieutenant and one
full-time Executive Secretary.
Total (0.8) ($99,284)
Assessor
1 1
Appraisal and
Support
Services
Salaries and Benefits N/A ($992,913)
Vacancy Factor – will require the
department to manage the filling of
unplanned staff vacancies in a
manner that achieves the savings.
Total N/A ($992,913)
County Administrator
1 2
Board Support
& General
Administration
Salaries and Benefits 1.0 $162,720 Fund one Labor Relations Manager
2 1 Affirmative
Action/EEO Salaries and Benefits 1.0 $65,772 Fund one Clerk-Senior Level
Total 2.0 $228,492
County Counsel
1 3 Tort Litigation Services and
Supplies 0.0 ($6,235)
Reduction in miscellaneous service
and supply expenses will require
operational efficiencies. Reductions
have minimal impact.
Total 0.0 ($6,235)
Conservation and Development
1 11 Weatherization
Elimination of 3
Weatherization/Home
Repair positions
(3.0) $0
Elimination of vacant positions due
to funding reduction. No impact to
operations.
Total (3.0) $0
Countywide Program Modification List
430 County of Contra Costa FY 2014-2015 Recommended Budget
Reference
to Programs/
Budget Units Services FTE Net County
Cost Impact Impact
Order Mand/Disc
List
Department of Information Technology
1 6
Information
Technology
Services
Add one Information
Systems
Programmer Analyst
I position
1.0 $105,408
To reflect the addition of a position
in February 2014 to support the
Peoplesoft Payroll Project
2 6
Information
Technology
Services
Increase costs
applied to other
County departments
0.0 ($105,408)
Recovers cost of added position,
which supports the County payroll
function and serves all County
departments
Total 1.0 $0
District Attorney
1 Various Various Increase Staff
Vacancy Factor 0.0 ($685,087)
Establish a vacancy factor within the
department budget to account for
savings associated with positions
that are currently or will become
vacant during FY 2014-15.
Total 0.0 ($685,087)
Health Services
1 2, 4, 6
Contra Costa
Regional
Medical Center
Hospital and Clinic
Services N/A ($11,219,853)
This reduction will be handled using
adjustments to staffing levels
through attrition, overtime
reductions, and reduced use of
temporary employees.
2 25-31 Behavioral
Health Mental Health N/A ($3,621,446)
This reduction will be handled using
adjustments to staffing levels
through attrition, overtime
reductions, and reduced use of
temporary employees.
3 13-18 Behavioral
Health
Alcohol and Other
Drugs N/A ($267,647)
This reduction will be handled using
adjustments to staffing levels
through attrition, overtime
reductions, and reduced use of
temporary employees
4 19-25 Behavioral
Health Homeless Programs N/A ($318,425)
This reduction will be handled using
adjustments to staffing levels
through attrition, overtime
reductions, and reduced use of
temporary employees
5 32-38 Public Health Various Services to
Protect Public Health 0.0 ($3,237,673)
This reduction will be handled using
adjustments to staffing levels
through attrition, overtime
reductions, and reduced use of
temporary employees to create a
reduction equivalent to 25.0 full time
equivalent positions.
6 42-45 Detention
Medical
Medical and Mental
Health Services to
Inmates
N/A ($1,056,772)
This reduction will be handled using
adjustments to staffing levels
through attrition, overtime
reductions, and reduced use of
temporary employees
Countywide Program Modification List
County of Contra Costa FY 2014-2015 Recommended Budget 431
Reference
to Programs/
Budget Units Services FTE Net County
Cost Impact Impact
Order Mand/Disc
List
7 47 Conservatorship Conservatorship
Services N/A ($50,471)
This reduction will be handled using
adjustments to staffing levels
through attrition, overtime
reductions, and reduced use of
temporary employees
8 46
California
Childrens
Services
Medical Services to
Children N//A ($312,787)
This reduction will be handled using
adjustments to staffing levels
through attrition, overtime
reductions, and reduced use of
temporary employees
0.0 ($20,085,074)
Law and Justic Systems
1 1
Law & Justice
Systems
Development
Appropriate balance
of lease-financed
Justware system to
new justice case
management
systems
0.0 $1,083,518
Redirection of funding will permit the
selection and implementation of
new case management systems for
Probation, District Attorney and
Public Defender to proceed.
2 1
Law & Justice
Systems
Development
Redirect balance of
lease-financed
Justware system to
new justice case
management
systems
0.0 ($1,083,518)
Redirection of funding will permit the
selection and implementation of
new case management systems for
Probation, District Attorney and
Public Defender to proceed
Total 0.0 $0
Probation
1 8
Adult
Investigations
and Supervision
Increase Vacancy
Factor 0.0 ($1,237,974)
Establish a vacancy factor within the
department budget to account for
savings associated with positions
that are currently vacant or will
become vacant during FY 2014-15.
This will result in an increase of
banked cases as well as an
increase in the number of cases not
being actively supervised.
2 5
Orin Allen
Youth
Rehabilitation
Facility
Increase Vacancy
Factor 0.0 ($128,856)
Establish a vacancy factor within the
department budget to account for
savings associated with positions
that are currently vacant or will
become vacant during FY 2014-15.
This will result in staffing levels that
meet the minimum requirements by
law but are below best-practice
guidelines.
Total 0.0 ($1,366,830)
Countywide Program Modification List
432 County of Contra Costa FY 2014-2015 Recommended Budget
Reference
to Programs/
Budget Units Services FTE Net County
Cost Impact Impact
Order Mand/Disc
List
Public Defender
1 1 Administration Salaries and Benefits 2.0 $341,100
Addition of one Assistant Public
Defender position to supervise and
oversee AB 109 programs and
staffing as well as specialty court
assignments and the mental health
unit. Addition of one Information
Systems Specialist I position to
support the Network Manager.
2 2 Investigations Salaries and Benefits 1.0 $103,225
Addition of one Investigator I
position to support the significant
increase in felony filings in recent
years.
3 3 Adult and
Criminal Salaries and Benefits 1.0 $55,675
Addition of one Clerical,
Experienced Level position to
support existing clerical staff in
covering the workload created by
new programs.
Total 4.0 $500,000
Sheriff-Coroner
1 Various Various Increase Staff
Vacancy Factor 0.0 ($4,242,168)
Establishes a vacancy factor within
the department budget to account
for savings associated with
positions that are currently or will
become vacant during F 2014-15.
Total 0.0 ($4,242,168)
Veterans Service
1 1 Veterans
Services Veterans Services 0.0 $73,404
Salary Savings to be generated by
delaying the hiring of one Veterans
Service Representative. Services to
veterans may be delayed due to this
reduction.
Total 0.0 $73,404
County o
of Contra Cos
General G
Agri
Ass
Auditor-
Cou
Recorde
Cons
Develo
County
Human
Lib
Public
Treasure
-
Tec
sta FY 2014-2
C
overnment
culture (48)
essor (122)
-Controller (
unty Clerk-
er/Elections
servation &
opment (155)
y Counsel (49
Resources (4
brary (175)
c Works (487)
er/Tax Collec
(27)
-Clerk of the
Department of
hnology/Teleco
-Law & Justice
-Risk Mana
Total for all divi
Cont
2015 Recom
Citizens o
Board
Coun
56)
(81)
9)
43)
ctor
Healt
e Board
Information
ommunications
e Systems
agement
isions:(113)
tra Costa
mended Bud
f Contra
d of Super
nty Admini
th & Human
Child Suppor
(171
Employment
Services
Health Servic
Veterans Se
s
a County
dget
Costa Co
rvisors (32)
strator(33)
n Services
rt Services
)
t & Human
(2094)
ces (3095)
ervice (8)
Legen
Elec
(Tota
Organiza
ounty
)
La
An
C
Dis
De
P
Sh
Re
nd:
cted Officials
al FTE)
ational C
aw & Justic
nimal Service
onflict Defens
strict Attorne
Justice Syste
velopment/Pl
(0)
Probation (3
ublic Defende
heriff-Corone
Superior Co
elated Functio
hart
537
ce
es (78)
se (0)
ey (181)
ems
lanning
339)
er (96)
er (1044)
ourt
ons (0)
Contra Costa County Organizational Chart
538 County of Contra Costa FY 2014-2015 Recommended Budget
Fund Definitions
County of Contra Costa FY 2014-2015 Recommended Budget 539
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
540 County of Contra Costa FY 2014-2015 Recommended Budget
County o
of Contra Cos
Go
sta FY 2014-2
Cou
vernmental
Funds
General F
Special Rev
Funds
Capital Pro
Funds
Permane
Funds
Debt Serv
Funds
2015 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
541
Budgetary Fund Structure
542 County of Contra Costa FY 2014-2015 Recommended Budget
Table of Funds – Financial Fund Order
FUND CATEGORY
Fund
Type
Fund
Number Fund Title Fund Description
County of Contra Costa FY 2014-2015 Recommended Budget 543
COUNTY - Governmental
General 100300 GENERAL
To account for resources traditionally
associated with governments, which are not
required legally to be accounted for in another
fund. The General Fund is the primary
operating fund of the County.
Special
Revenue 105600 COUNTY LAW ENFORCEMENT -
CAPITAL PROJECT
To account for expenditures and revenues for
the replacement and enhancement of a
Countywide law enforcement message
switching computer and Sheriff's
communications equipment replacement.
Capital
Project 105800 JUVENILE HALL - CAPITAL PROJECT
To account for expenditures and revenues for
planning the replacement of the County
Juvenile Hall.
Capital
Project 105900 ELLINWOOD CAPITAL – PROJECT To account for expenditures and revenues for
the Ellinwood - EHS capital project.
Special
Revenue 110000 RECORDER MODERNIZATION
To account for the process converting records
and modernizing computerized systems in the
County Recorder's Office.
Special
Revenue 110100 COURT / CLERK AUTOMATION To account for the cost of automating the
Court's recordkeeping system.
Special
Revenue 110200 FISH AND GAME
To account for expenditures and fines levied for
violation of the California Fish and Game Code.
Fund is restricted to the propagation and
conservation of fish and game in the County,
and education and youth activates related to
fish and game.
Special
Revenue 110300 LAND DEVELOPMENT FUND
To account for funding related to land
development and to regulate subdivision and
public improvement development in compliance
with Subdivision Map Act and other state and
local laws.
Special
Revenue 110400 CRIMINALISTICS LABORATORY
To account for revenue generated from fines
levied for various controlled substance
violations to be used for laboratory analysis.
Special
Revenue 110500 SURVEY MONUMENT
PRESERVATION
To account for funding used to retrace major
historical land division lines upon which later
surveys are based.
Special
Revenue 110600 CRIMINAL JUSTICE FACILITY
CONSTRUCTION
To account for the expenditures and revenues
for projects funded with penalty assessments
levied on court fines for criminal justice facility
construction, systems development and
operations.
Special
Revenue 110700 COURTHOUSE CONSTRUCTION
To account for the expenditures and revenues
from penalty assessments levied on court fines
for the purpose of courthouse construction.
Special
Revenue 110800 ROAD
To account for funding for road construction and
improvement projects to provide the public with
a safe, cost effective, and environmentally
acceptable road system. Funding from state
highway taxes and other revenues.
Special
Revenue 110900 TRANSPORTATION IMPROVEMENT
To account for the development,
implementation and maintenance of a County
Growth Management Program.
Capital
Project 111000 SANS CRAINTE DRAINAGE
To fund design and construction of drainage
improvements for the Sans Crainte Drainage
area.
Table of Funds – Financial Fund Order
FUND CATEGORY
Fund
Type
Fund
Number Fund Title Fund Description
544 County of Contra Costa FY 2014-2015 Recommended Budget
COUNTY - Governmental
Special
Revenue 111100 PRIVATE ACTIVITY BOND
To account for County Private Activity Bond
fees received from single and multiple-family
housing programs that are used to fund
program costs and finance property acquisition
related to affordable housing and economic
development projects.
Special
Revenue 111300 AFFORDABLE HOUSING SPECIAL
REVENUE
To account for funding received from the federal
affordable housing program used to provide
financial assistance for affordable housing
projects and economic development.
Special
Revenue 111400 NAVY TRANSPORTATION
MITIGATION
To account for the implementation of various
transportation improvement projects near the
Concord Naval Weapons Station.
Special
Revenue 111500 TOSCO/SOLANO TRANSPORTATION
MITIGATION
To account for financing from TOSCO used to
implement various transportation improvement
projects near Solano Avenue.
Special
Revenue 111600 CHILD DEVELOPMENT FUND
To account for the funding from the State to
provide low-income residents by providing
childcare and related services.
Special
Revenue 111800
HUD NEIGHBORHOOD
STABILIZATION
PROGRAM
To account for funding for the HUD
Neighborhood Stabilization Program grants.
Special
Revenue 111900 USED OIL RECYCLING GRANT
To account for the revenues and expenditures
related to the "Used Oil Recycling Block Grant"
awarded by the State of California
Environmental Protection Agency.
Special
Revenue 112000 CONSERVATION AND
DEVELOPMENT
To account for the funding for community
development and building inspection functions
in the County.
Special
Revenue 112100 CONSERVATION & DEVELOPMENT/
PUBLIC WORKS JOINT REVIEW FEE
To account for developer fees used to finance
joint application review services for all land
development functions throughout
unincorporated portions of the County between
the Conservation & Development and Public
Works Departments.
Special
Revenue 112200 DRAINAGE DEFICIENCY
To account for project specific developer fees
generally levied through conditions of approval
where no formed drainage area exists to
finance drainage improvements in the
unincorporated County area (enacted pursuant
to the Contra Costa County Flood Control and
Water Conservation District Act).
Special
Revenue 112300 PUBLIC WORKS
To account for developer fees to finance plan
review and inspection services of all Land
Development functions throughout the
unincorporated portions of the County.
Special
Revenue 112400 DISTRICT ATTORNEY CONSUMER
PROTECTION
To account for funding from court ordered
settlements for District Attorney consumer
protection projects when individual restitution
cannot be determined or is not feasible.
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).
Table of Funds – Financial Fund Order
FUND CATEGORY
Fund
Type
Fund
Number Fund Title Fund Description
County of Contra Costa FY 2014-2015 Recommended Budget 545
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.
Special
Revenue 112700 ZERO TOLERANCE-DOMESTIC
VIOLENCE
To account for the funding for oversight and
coordination of domestic violence programs.
Supported by recording fees authorized by
State law (SB 968).
Special
Revenue 112900 DISTRICT ATTORNEY - REVENUE
NARCOTICS
To account for a portion of the distributed
forfeited narcotics assets that are used for
enhancement of prosecution.
Special
Revenue 113000
DISTRICT ATTORNEY
ENVIRONMENTAL-
OSHA
To account for the costs associated with
environmental and occupational safety and
health investigations, prosecutions, and
employee training pursuant to Court Order.
Special
Revenue 113100
DISTRICT ATTORNEY FORFEITURE-
FEDERAL-DEPARTMENT OF
JUSTICE
To comply with the non-supplantation
requirement of the H&S Code §11488
delineating the use of federal forfeited narcotics
assets from the Department of Justice.
Special
Revenue 113200
PLEASANT HILL BART
GREENSPACE
MAINTENANCE
To account for development of a greenspace
respite on the Iron Horse Corridor between
Coggins to Treat Blvd, including the south
portion of former Del Hombre Lane.
Special
Revenue 113300 REAL ESTATE FRAUD
PROSECUTION
To account for the costs of deterring,
investigating and prosecuting real estate fraud
crimes, funded by fees from recording real
estate instruments.
Special
Revenue 113400
CCC DEPARTMENT OF CHILD
SUPPORT
SERVICES
To account for the costs of locating absent
parents, adjudicating paternity and establishing
and enforcing support orders in accordance
with regulations of the State Department of
Child Support Services.
Special
Revenue 113500 EMERGENCY MEDICAL SERVICES
FUND
To account for the reimbursement to physicians
and hospitals for a percentage of the losses
they incur in providing uncompensated
emergency services.
Special
Revenue 113600
PROP 36 - SUBSTANCE ABUSE
CRIME
PREVENTION ACT
To account for the receipt and disbursement of
State revenues under Proposition 36, the
Substance Abuse and Crime Prevention Act of
2000.
Special
Revenue 113700 AB75 SPECIAL REVENUE FUND
To account for the receipt and disbursement of
Cigarette and Tobacco Product Surtax fund
allocations and Emergency Medical Services
Appropriations fund allocations received in odd
numbered years.
Special
Revenue 113900 TRAFFIC SAFETY FUND
To account for the cost of official traffic control
devices, the maintenance of equipment and
supplies for traffic law enforcement and traffic
accident prevention, the maintenance,
improvement or construction of public streets,
bridges and culverts, and in some cases, school
crossing guards with a Board-governed policy
services area.
Special
Revenue 114000 PUBLIC PROTECTION - SPECIAL
REVENUE FUND
To account for the funding of a Countywide
warrant system for replacement and
enhancement of automated fingerprint
identification (CAL-ID) equipment.
Table of Funds – Financial Fund Order
FUND CATEGORY
Fund
Type
Fund
Number Fund Title Fund Description
546 County of Contra Costa FY 2014-2015 Recommended Budget
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 of prevention, enforcement
and prosecution of illegal drug activity.
Special
Revenue 114200 SHERIFF FORFEITURE-FEDERAL-
DEPARTMENT OF JUSTICE
To account for the non-supplantation
requirement of the H&S Code (§11488)
delineating the use of federal forfeited narcotics
assets from the Department of Justice within
Sheriff's departments.
Special
Revenue 114300
SUPPLEMENTAL LAW
ENFORCEMENT
SERVICES
To account for the provisions of Assembly Bill
3229 where the state supplements otherwise
available funding for local public safety services
(Citizen Option for Public Safety "COPS").
Special
Revenue 114500 SHERIFF FORFEITURE-FEDERAL
TREASURY
To account for the non-supplantation
requirement of the H&S Code (§11488)
delineating the use of federal forfeited narcotics
assets from the Department of the Treasury
within Sheriff's departments.
Special
Revenue 114600 PROPOSITION 36 MENTAL
HEALTHSERVICES ACT
To account for monies generated from the
Proposition 63 Mental Health Services Act to be
used for community planning, community
services and supports, capital information and
technology, education and training, prevention
and early intervention, and innovation.
Special
Revenue 114700 PRISONERS WELFARE FUND
To account for commissions from inmate
telephone calls and commissary purchases that
are used for service contracts that benefit
inmates (penal code §4025, 4026).
Special
Revenue 114800 COMMUNITY COLLEGE CHILD
DEVELOPMENT FUND
To account for monies for childcare services to
children of low- and middle-income families
administered by the Contra Costa Community
College.
Special
Revenue 114900 PROBATION OFFICERS SPECIAL
FUND
Revolving fund used to account for General
Fund monies used for postage, petty cash.
Special
Revenue 115000 AUTOMATED SYSTEMS
DEVELOPMENT
To account for the interest and administrative
costs associated with the Teeter Plan borrowing
program and other funding sources to finance
maintenance and enhancements for countywide
financial systems.
Special
Revenue 115100 PROPERTY TAX ADMINISTRATIVE
PROGRAM
To account for financing from AB 719 used to
fund operation improvements in the Assessor's
Office.
Special
Revenue 115500 IN-HOME SUPPORTIVE SERVICES
PUBLIC AUTHORITY
A public authority established to account for the
funding for services to both providers and
recipients of in-home care delivered through the
In-Home Supportive Services program.
Special
Revenue 115600 DNA IDENTIFICATION FUND
To account for $1 of every $10 fine, penalty,
forfeiture imposed and collected by the courts
for criminal offenses to be used to collect DNA
specimens, samples and print impressions
(Government Code §76104.6).
Special
Revenue 115900 L/M HSG ASSET FD-LMIHAF
To account for 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.
Table of Funds – Financial Fund Order
FUND CATEGORY
Fund
Type
Fund
Number Fund Title Fund Description
County of Contra Costa FY 2014-2015 Recommended Budget 547
COUNTY - Governmental
Special
Revenue 116000 BAILEY ROAD MAINTENANCE
Used for surcharge to be imposed at Keller
Canyon Landfill for the maintenance of Bailey
Road between Highway 4 interchange and the
landfill entrance pursuant to Land Use Permit
Conditions of Approval.
Special
Revenue 116100 HOME INVESTMENT PARTNERSHIP
ACT
Interest bearing account for any HOME funds
paid to the County from program recipients as
required by HOME program. HOME Investment
Partnership ACT (HOME) funds are granted to
Contra Costa County by the US Department of
Housing and Urban Development (HUD). Use
of HOME funds is regulated through the Code
of Federal Regulations 24 CFR Part 92 (the
HOME Rule).
Special
Revenue 120600 COUNTY LIBRARY To account for the funding of operations for the
County library.
Permanent 120700 CASEY LIBRARY GIFT
To account for monies bequeathed by the
Casey family to the library that is restricted to
Ygancio Valley library branch expenditures.
Special
Revenue 123100 HERCULES/RODEO/CROCKETT
AREA OF BENEFIT
To account for developer fees to finance
improvements of bridges and major
thoroughfares in the Hercules/Rodeo Crockett
County area (Government Code 66484, Div
913, Title 9 of Contra Costa County Ordinance).
Special
Revenue 123200 WEST COUNTY AREA OF BENEFIT
To account for developer fees to finance
improvements of bridges and major
thoroughfares in the West County area
(Government Code 66484, Div 913, Title 9 of
Contra Costa County Ordinance).
Special
Revenue 123400 NORTH RICHMOND AREA OF
BENEFIT
To account for developer fees to finance
improvements of bridges and major
thoroughfares in the North Richmond County
area (Government Code 66484, Div 913, Title 9
of Contra Costa County Ordinance).
Special
Revenue 124000 MARTINEZ AREA OF BENEFIT
To account for developer fees to finance
improvements of bridges and major
thoroughfares in the Martinez unincorporated
County area (Government Code 66484, Div
913, Title 9 of Contra Costa County Ordinance).
Special
Revenue 124100 BRIONES AREA OF BENEFIT
To account for developer fees to finance
improvements of bridges and major
thoroughfares in the Briones County area
(Government Code 66484, Div. 913, Title 9 of
Contra Costa County Ordinance).
Special
Revenue 124200 CENTRAL COUNTY AREA OF
BENEFIT
To account for developer fees to finance
improvements of bridges and major
thoroughfares in the Central County area
(Government Code 66484, Div 913, Title 9 of
Contra Costa County Ordinance).
Special
Revenue 124300 SOUTH WALNUT CREEK AREA OF
BENEFIT
To account for developer fees to finance
improvements of bridges and major
thoroughfares in the South Walnut Creek
County area (Government Code 66484, Div
913, Title 9 of Contra Costa County Ordinance).
Table of Funds – Financial Fund Order
FUND CATEGORY
Fund
Type
Fund
Number Fund Title Fund Description
548 County of Contra Costa FY 2014-2015 Recommended Budget
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).
Special
Revenue 127000 SOUTH COUNTY AREA OF BENEFIT
To account for developer fees to finance
improvements of bridges and major
thoroughfares in the South County area
(Government Code 66484, Div 913, Title 9 of
Contra Costa County Ordinance).
Special
Revenue 128000 PITTSBURG/ANTIOCH AREA OF
BENEFIT
To account for developer fees to finance
improvements of bridges and major
thoroughfares in the Pittsburg/Antioch County
area (Government Code 66484, Div 913, Title 9
of Contra Costa County Ordinance).
Special
Revenue 128100 MARSH CREEK AREA OF BENEFIT
To account for developer fees to finance
improvements of bridges and major
thoroughfares in the Marsh Creek County area
(Government Code 66484, Div 913, Title 9 of
Contra Costa County Ordinance).
Special
Revenue 128200 EAST COUNTY AREA OF BENEFIT
To account for developer fees to finance
improvements of bridges and major
thoroughfares in the East County area
(Government Code 66484, Div 913, Title 9 of
Contra Costa County Ordinance).
Special
Revenue 129000 BETHEL ISLAND AREA OF BENEFIT
To account for developer fees to finance
improvements of bridges and major
thoroughfares in the Bethel Island County area
(Government Code 66484, Div 913, Title 9 of
Contra Costa County Ordinance).
Special
Revenue 132800 COUNTY CHILDRENS
To account for monies supporting prevention/
intervention services to abused and neglected
children/children at risk. Funding generated
through birth certificate fees (AB2994).
Special
Revenue 133200 ANIMAL BENEFIT To account for donations limited to items that
directly benefit animals.
Special
Revenue 133400 COUNTYWIDE GANG AND DRUG
To account for seized money related to criminal
activity, held until distributed as authorized by
Court Order. Funds must be used for law
enforcement efforts aimed at prevention,
enforcement, and prosecution of illegal drug
and/or gang activity.
Special
Revenue 133700 LIVABLE COMMUNITIES FUND
To account for the collection of developer fees
in the Camino Tassajara Combined General
Plan Area to aid in the implementation of the
Smart Growth Action Plan.
Special
Revenue 134000 ABANDONED VEHICLE ABATEMENT
SERVICE AUTHORITY
To account for $1/vehicle registration to use for
abandoned vehicle abatement activities (County
20%/Cities 80%) (CVC 9250.7) (County
Resolution 91/628).
Special
Revenue 134700
COMMUNITY DEVELOPMENT BLOCK
GRANT SMALL BUSINESS &
MICROENT LOAN
To account for loans to small businesses within
the urban county, limited to a maximum of
$15,000 for businesses with five or fewer
employees (revolving loan program).
Special
Revenue 134800
COMMUNITY DEVELOPMENT BLOCK
GRANT 1ST-TIME HOMEBUYER
LOAN
To account for assistance provided to first-time
homeowners through a revolving loan process.
Table of Funds – Financial Fund Order
FUND CATEGORY
Fund
Type
Fund
Number Fund Title Fund Description
County of Contra Costa FY 2014-2015 Recommended Budget 549
COUNTY - Governmental
Special
Revenue 134900
HUD BUILDING INSPECTION
NEIGHBORHOOD PRESERVATION
PROGRAM
To account for funding from HUD's Community
Development Block Grant program, expended
to fund the Housing Rehabilitation and
Neighborhood Preservation program
rehabilitation loans and program administration.
Debt
Service 135000 RETIREMENT UAAL BOND FUND
To accumulate and payout the principle and
interest costs for Pension Obligation bonds for
employee retirement liabilities.
Debt
Service 135200
RETIREMENT LITIGATION
SETTLEMENT
DEBT SERVICE
To account for funding for the Retirement
Litigation debt services repayment schedule,
which resulted from a court case requiring the
County to pay $28.1 million over a period of
approximately 20 years.
Special
Revenue 136000 CENTRAL IDENTIFICATION BUREAU
To account for funds received from cities and
other participants in the Automated Fingerprint
Identification System (B.O. 12/7/93).
Special
Revenue 138800 SOUTHERN PACIFIC RIGHT-OF-WAY
FUND
(Southern Pacific Right of Way fund) To
Account for the planning of possible future
uses, maintenance, and administration of the
former Southern Pacific Railroad right of way.
(Res 91-813)
Special
Revenue 138900 EAST/CENTRAL TRAVEL CORRIDOR
To account for developer fees used to finance
improvements of bridges and major
thoroughfares in the East/Central Travel
Corridor area, mitigating adverse traffic and
infrastructure impacts (GC 66484, Div 913;
CCC Ord Title 9).
Special
Revenue 139000 ROAD DEVELOPMENT DISCOVERY
BAY
To account for developer fees used to finance
improvements of bridges and major
thoroughfares in the Discovery Bay area,
mitigating adverse traffic and infrastructure
impacts (GC 66484, Div 913; CCC Ord Title 9).
Special
Revenue 139200 ROAD IMPROVEMENT FEE
To account for developer fees levied through
conditions of approval to finance road
improvements in the unincorporated County
area in order to mitigate adverse traffic and
infrastructure impacts.
Special
Revenue 139400 ROAD DEVELOPMENT RICHMOND/
EL SOBRANTE
To account for developer fees used to finance
improvements of bridges and major
thoroughfares in the Richmond/El Sobrante
area, mitigating adverse traffic and
infrastructure impacts (GC 66484, Div 913;
CCC Ord Title 9).
Special
Revenue 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).
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).
Table of Funds – Financial Fund Order
FUND CATEGORY
Fund
Type
Fund
Number Fund Title Fund Description
550 County of Contra Costa FY 2014-2015 Recommended Budget
COUNTY - Proprietary
Enterprise 140100 AIRPORT ENTERPRISE To account for the operation and capital
development of Buchanan and Byron Airports.
Enterprise 142000 SHERIFF LAW ENFORCEMENT
TRAINING CENTER
To account for expenditures and revenues
relating to specialized training for law
enforcement personnel, offered in conjunction
with the Contra Costa College District at Los
Medanos Community College.
Enterprise 142500 CHILDCARE ENTERPRISE
To account for the operations of a fee-for-
services program to meet the needs of families
who do not qualify for Head Start or Child
Development programs due to income
restrictions.
Enterprise 145000 HOSPITAL ENTERPRISE To account for the operations of the Contra
Costa Regional Medical Center (CCRMC).
Enterprise 146000 HMO ENTERPRISE
To account for the County-operated prepaid
health plan available to Medi-Cal and Medicare
recipients, employees of participating private
and governmental employers and individual
members of the general public.
Enterprise 146100 HMO ENTERPRISE-COMMUNITY
PLAN
To account for the costs of the Basic Health
Care and the Health Care Initiative individuals
that have their care case managed by the
Community Plan.
Enterprise 146200 MAJOR RISK MEDICAL INSURANCE
ENTERPRISE
To account for health care provided to County
residents who qualify for the Access for Infants
and Mothers (AIM) program and the Major Risk
Medical Insurance Program (MRMIP) which are
administered by the State's Managed Risk
Medical Insurance Board.
Internal
Service 150100 FLEET INTERNAL SERVICE FUND To account for funding and facilitate regular
scheduled replacement of County vehicles.
SPECIAL DISTRICT - Governmental
Various Various FIRE PROTECTION DISTRICTS
To account for fire protection services in the
County. Services include fire suppression
responses, emergency medical services,
rescue responses, hazardous condition
responses, plan review, code enforcement,
fire/arson investigation, weed abatement, public
education, and permits issuance required by
Fire Code. Primarily funded by property taxes.
Various Various FLOOD CONTROL DISTRICTS
To account for activities related to regional
drainage facility planning, collection and
analysis of rainfall data, and project. Funded by
drainage fees, property tax assessments and
interest earnings.
Various Various STORM DRAINAGE DISTRICTS
To account for accumulated monies for
payment of storm drainage bonds. Financed
provided by specific property tax levies.
Table of Funds – Financial Fund Order
FUND CATEGORY
Fund
Type
Fund
Number Fund Title Fund Description
County of Contra Costa FY 2014-2015 Recommended Budget 551
SPECIAL DISTRICT - Governmental
Various Various STORMWATER UTILITY DISTRICTS
To account for activities related to: new
development and construction controls; public
education and industrial outreach; municipal
maintenance; inspection activities; and illicit
discharge control activities in order to comply
with the National Pollutant Discharge
Elimination System permit (Clean Water Act).
Activities are funded by Stormwater Utility
parcel assessments.
Various Various SERVICE AREA - POLICE
To account for police protection services in
specific areas in the county. Revenues
received from property taxes and user
charges.
Various Various SERVICE AREA - DRAINAGE
To account for the correction of drainage
problems and provision of drainage services
in unincorporated Walnut Creek. Funding
provided by drainage fees, permits and
interest earnings.
Various Various MISCELLANEOUS DISTRICTS
To account primarily for development of the
County's water policy and oversight ship
channel navigation projects. Funding
provided by property tax assessments and
some interagency agreements. Additionally,
there are funds to support a park and ride
program in Discovery Bay which is funded by
property tax assessments and interest
earnings.
Various Various SERVICE AREA - ROAD
MAINTENANCE
To account for the maintenance of Dutch
Slough Road, Jersey Island Road to Bethel
Island Road in Bethel Island. Funding
provided by property tax assessments.
Various Various SERVICE AREA - RECREATION
To account for recreation facility maintenance
by special districts to specific areas in the
county. Revenues received from property
taxes assessments, facility rental fees and
interest earnings.
Various Various EMERGENCY MEDICAL SERVICES
To provide support for expanded first
responder and paramedic service; EMS
communications; Public Access Defibrillation;
Hazardous Materials Program charges and
administrative and levy collection costs.
Funded by Measure H parcel levies collected
with property taxes.
Various Various SANITATION DISTRICTS
To account for sewage collection, treatment,
and disposal for the unincorporated areas of
the County. Funded by user fees.
Various Various SERVICE AREA - LIBRARY
To account for library services in El Sobrante,
Pinole, Moraga, Walnut Creek/Concord
(Ygnacio). Funding provided by property tax
assessments.
Various Various SERVICE AREA - LIGHTING
To account for 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.
Table of Funds – Financial Fund Order
552 County of Contra Costa FY 2014-2015 Recommended Budget
Fund – Department Relationship
County of Contra Costa FY 2014-2015 Recommended Budget 553
Fund Department
100300 - General Fund Agriculture
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 Commissioner
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 Commissioner
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
554 County of Contra Costa FY 2014-2015 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 2014-2015 Recommended Budget 555
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
116000 - Bailey Rd Mntc Surcharge Public Works
116100 - Home Invstmt Prtnrshp Act 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
Fund – Department Relationship
556 County of Contra Costa FY 2014-2015 Recommended Budget
Fund Department
133200 - Animal Benefit Animal Services
133400 - Co-Wide Gang And Drug Sheriff-Coroner
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 Acronyms & Terms
County of Contra Costa FY 2014-2015 Recommended Budget 557
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.
AAS - Adult and Aging Services, within the Employment and Human Services
Department assists older adults and people with disabilities to maximize self-
sufficiency, safety and independence.
ACA – Affordable Care Act is the short name for the Patient Protection and Affordable
Care Act, a federal overhaul of the U. S. healthcare system.
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.
(ARRA) American Recovery and Reinvestment Act of 2009 - Federal stimulus funds
available to State and local governments to modernize our nation's infrastructure,
enhance energy independence, expand educational opportunities, preserve and
improve affordable health care, provide tax relief, and protect those in greatest need.
APC – Ambulatory Payment Classification
ACER – Arraignment Court Early Representation
AB – Assembly Bill
AIR – Assumed Investment Rate
AVA – Actuarial Value of Assets
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.
Glossary of Acronyms & Terms
558 County of Contra Costa FY 2014-2015 Recommended Budget
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.
BARB – Bay Area Regional Benchmarking project
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.
CAOAC - California Administrative Officers Association of California
CCPI – California Consumer Price Index
CSAC - California State Association of Counties
CalSTRS – California State Teachers’ Retirement System
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.
CMS - Centers for Medicare and Medicaid Services
Charges for Services – revenues received as a result of fees charged for certain
services provided to residents or other public agencies. These revenues are
generally exempt from sales tax.
CPOC - Chief Probation Officer's Association of California
CCP – Community Corrections Partnership
CCCERA - Contra Costa County Employees' Retirement Association
CCCFPD - Contra Costa County Fire Protection District
CCRMC – Contra Costa Regional Medical Center
Contingency Reserve (same as Reserves) - appropriations set aside to meet
unforeseen economic and/or operational circumstances. Level/amount governed by
General Fund Reserve Policy.
COLA - Cost of Living Adjustment
CPT - Current Procedural Terminology
Credit Rating - score determined by a credit rating agency that indicates the agency's
opinion of the likelihood that a borrower such as the County will be able to repay its
debt. Rating agencies include Standards & Poor's, Fitch, and Moody's.
Debt Service Fund - a Governmental Fund used to account for accumulation of
resources dedicated to pay principal and interest on general obligation debt.
Glossary of Acronyms & Terms
County of Contra Costa FY 2014-2015 Recommended Budget 559
DSRIP - Delivery System Reform Incentive Pool
DOF - Department of Finance
DRG - Diagnostic Related Group
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.
ERAF - Educational Revenue Augmentation Funding
EHSD - Employment and Human Services Department
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.
FLIP - Facilities Life-Cycle Investment Program
FICA - Federal Insurance Contributions Act tax
FMAP - Federal Matching Percentage
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.
(FY) Fiscal Year - a 12-month accounting period to which the operating budget applies.
In Contra Costa County, the fiscal year is July 1 through June 30.
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.
FTE - Full Time Equivalent
Glossary of Acronyms & Terms
560 County of Contra Costa FY 2014-2015 Recommended Budget
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.
GASB - Governmental Accounting Standards Board
General Fund - a Governmental Fund used to account for the general operations of
government and any activity not accounted for in another fund.
General 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.
ICMA - International City/County Management Association
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.
LRB - Lease Revenue Bonds
LRO - Lease Revenue Obligations
LAO - Legislative Analyst's Office
Licenses, Permits and Franchises - a Revenue class that includes animal licenses,
business licenses, permits and franchises.
LAIF – Local Agency Investment Fund
LIHP - Low Income Health Plan
MVA – Market Value of Assets
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.
Glossary of Acronyms & Terms
County of Contra Costa FY 2014-2015 Recommended Budget 561
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.
(NCC) 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 & 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.
(OPEB) Other Post Employment Benefits - 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.
POBs – Pension Obligation Bonds
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.
PPS - Prospective Payment System
(RAMP) Real Estate and Asset Management Program – 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
Glossary of Acronyms & Terms
562 County of Contra Costa FY 2014-2015 Recommended Budget
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.
S&P - Standard & Poor's
SDI - State Disability Insurance
Total Sources - all revenues and fund balance utilized to finance expenditure needs
(requirements).
(UAAL) Unfunded Accrued Actuarial Liability - 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.
VLF - Vehicle License Fees
WCDF - West County Detention Facility
WFS – Workforce Services