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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. Overvie 4 FIRE DIS Similar to about ea narrative number summary COUNTY This sect balances APPEND A variety Recomm by Depa Mandato used for NAVIGA The follo Summary follows. 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Requi n. In the he the function s used if the t only the Ge narrative ex g sources. nded fundin act on serv m Goals. ogram. mmended Bu ety of inform enue informa program g mendations; nditures and nderstandin ailed compila etailed listing efinition of F artmental Bu summary w epartment is e number of dget at the rements, as eader row of n is entirely e function is eneral Fund xplanation of g level, the vices if the udget mation ation; goals; and fund g the ation, gs of Funds udget which 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 ƒ The Canine Program continues to successfully pass the United States Department of Agriculture certification requirements. The two teams continue to work regionally in 11 Greater Bay Area counties and alerted on a total of 50,294 parcels at USPS, FedEx, UPS, and California Overnight shipping facilities. There were a total of 1,981 unmarked packages of Agricultural commodities that were intercepted. Within these parcels 57 pests were discovered which were rated as serious exotic pests. The Canine program has successfully expanded to include a U.S. Post Office facility. The number of canine/handler teams has grown throughout the state due to an increase in funding from the Farm Bill. There are now a total of 13 county canine teams in California versus 6 during 2009. Administrative and Program Goals ƒ Enforce regulations preventing the movement of the LBAM to new locations in the county and state. 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. County o BUDGET The Cou specific s         The Cou process Budget S Board, D in Janua their resp submissi Controlle Absent th Office Re authority and Fina by State Budget i and proje individua upcoming After pub later May June 15) of Contra Cos T PROCESS nty budget steps each y unty's fiscal begins as Schedule for Department H ry; followed pective advis ons; meetin er’s Office re he adoption ecommende until a Fina al Budget sch Statutes co ncludes det ected financ al Departme g budget yea blic hearings y 31 (pursua ) and County sta FY 2014-2 S process is a year to achie year spans early as De r preparation Heads and t by budget in sory commit gs with Dep equired Rec of the Cou ed Budget S al Budget is hedules, wh ollectively ref ailed inform cial situatio nts; and the ar. s and budge ant to the Bu y fiscal year 2015 Recom a continuous eve adoption s from July ecember wit n of the ensu the public w nstructions, ttees and co partments in ommended nty’s Recom Schedules ar s adopted. ich are sole ferred to as mation and n on; the prog e County A t deliberatio udget Policy r-end closing mended Bud s cycle of de n of the Fina 1 to June th the Boar uing budget. ith an analys which includ ommunity-ba February a Budget Sch mmended Bu re passed in Unlike the S ly publicatio the County narrative reg rams/servic Administrator ns, the Boa y). 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The Count sis of key is de direction ased organiz nd March; a hedules for B udget by Ju nto the new State Contro ons of financ y Budget Act garding the es and adm r's budgetar rd adopts th e State budg are complete monitoring an   er, the budg rvisors settin ty Administr ssues and bu for departm zations; dep and presenta Board consi ne 30, the S w fiscal year oller’s Office cial State Sc t, the County County, incl ministrative/p ry recomme he Recomme get is passe ed in Augus Over nd planning get develop ng a Prelim rator present udget projec ents to work artmental bu ation of the ideration in State Contro as the spen e Recomme chedules req y Recomme luding its cu program goa endations fo ended Budg ed (legally du st, a Final Bu rview 15 , with pment minary ts the ctions k with udget State April. oller’s nding ended quired ended urrent als of or the get no ue by udget 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 ƒ 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. ƒ 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. ƒ The Glassy-Winged Sharpshooter / Pierce’s Disease Control Program continues to be a very successful program in Contra Costa County. With the eradication of the sharpshooter in 2003 and the prevention of any new infestations to date, we have greatly benefited the agriculture and horticultural communities. Though there was some reduction in this state contract increased efficiencies in our program have resulted in retaining the effectiveness of the program. ƒ The 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. ƒ 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. ƒ 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. ƒ Although Contra Costa county is generally infested with the plant pathogen responsible for Sudden Oak Death (Phytopthora ramorum), our program, after intensive sampling, found all shipping nurseries in compliance and completely free of this pathogen. Our inspections allow these nurseries to ship to un-infested areas within California and other States and Countries. ƒ Our pesticide use enforcement program involves inspections of operations by growers, pest control operators, agencies and others that use and store pesticides. The program involved 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. ƒ 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. ƒ 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. ƒ 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. ƒ 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. ƒ 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. ƒ 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 ƒ Enforce regulations preventing the movement of the Light Brown Apple Moth (LBAM) to new locations in the county and state. ƒ Ensure that exotic insect trapping procedures are followed as defined in contract agreements with California Department of Food and Agriculture (CDFA.) ƒ Develop staff in the areas of Heavy Capacity and Industrial Scales Inspection and in the area of Administrative Enforcement Actions in light of recent retirements of senior staff. ƒ Continue emphasis on price verification. ƒ Improve 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 ƒ Keep property values high by helping residents sustain landscaping during drought while minimizing landscape water use. ƒ Eliminate fines that municipalities, including the County, pay due to home garden pesticide run-off. ƒ Increase the number of youth prepared to enter science careers by gaining leadership skills. ƒ Improve the dietary habits, nutritional understanding and food security of low- income residents. ƒ 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: ƒ Brentwood has approved architectural design services for a new library; ƒ El Cerrito has completed a needs assessment and service plan and is awaiting a decision from the City Council; ƒ San Pablo is actively seeking a new location with a larger floor plan; ƒ 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: ƒ Modified Adjusted Gross Income (MAGI) Medi-Cal ƒ Medically Needy Programs ƒ Programs for Pregnant Women ƒ Special Children’s Program ƒ Medicare Savings Programs ƒ Transitional Medi-Cal ƒ Specialized Programs for Breast and Cervical Cancer, Tuberculosis and Renal Dialysis ƒ 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. Health Services Health and Human Services 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. Health Services Health and Human Services 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 Health Services Health and Human Services 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”). Health Services Health and Human Services 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 Health Services Health and Human Services 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 Health Services Health and Human Services 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) Health Services Health and Human Services 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 Health Services Health and Human Services 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, Health Services Health and Human Services 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. Health Services Health and Human Services 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. Health Services Health and Human Services 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. Health Services Health and Human Services 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 Health Services Health and Human Services 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. Health Services Health and Human Services 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. Health Services Health and Human Services 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. Health Services Health and Human Services 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. Health Services Health and Human Services 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 Health Services Health and Human Services 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. Health Services Health and Human Services 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, Health Services Health and Human Services 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. Health Services Health and Human Services 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 Health Services Health and Human Services 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)   County o Approp Many de total Cou   of Contra Cos priations epartments unty Appro All Fun General   sta FY 2014-2 by State provide mo priations by nds Approp Fund Appr 2015 Recom e Function ore than on y State Fun priations by ropriations b mended Bud n Code ne area of s nction Code y State Func   by State Fu Coun dget service. Th e. ction Code unction Cod nty Summa he charts be ($2.69 Billio de ($1.35 Bi ary Informa elow categ on) llion) ation 389 orize   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   392 Emplo The Co unprece below p March. by April Employe 10 20 30 40 50 60 70 Summary yee Retir ounty is ca edented num rovides the Historically 1 in order ees’ Retirem 0 00 00 00 00 00 00 00 2007 144 99 243 Informatio rement R arrying an mbers of re e last seven y March ret to receive ment Assoc 2008 130 85 215 on County Rate Inform abnormal etirements d n years of tirements a a cost-of-li ciation. Retirem 2009 221 66 Balance of Y 287 of Contra Co mation lly high nu during cale retirement are the high iving adjust ments 2007-2 2010 179 105 ear Mont 284 osta FY 2014 umber of ndar year 2 history by hest becaus tment from 2013 2011 409 208 h of March 617 4-2015 Recom vacant po 2011 and 2 year and fo se retirees m the Contra 2012 304 84 388 mmended Bu ositions du 2012. The c or the mon must be re a Costa Co 2013 260 58 318 udget ue to chart nth of etired 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