HomeMy WebLinkAboutMINUTES - 04212015 - D.4RECOMMENDATION(S):
OPEN and CONDUCT a public hearing to receive input on the FY 2015-16 Recommended Budget;1.
ACKNOWLEDGE that the State of California and residents throughout the State continue to struggle to
manage the outcomes of the recently depressed economy;
2.
ACKNOWLEDGE that significant economic issues continue to challenge the Board of Supervisors in its effort
to finance services and programs which Contra Costa County residents need, or expect will be provided to
them by the County, especially in times of economic recovery;
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 in the past; however, current labor
contracts include modest wage increases;
4.
ACKNOWLEDGE that this situation is expected to continue to improve for County employees, as we work to
manage and cope with the outcomes of economic recovery;
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.
DIRECT the County Administrator to continue to make this information readily available to the residents of the
County;
7.
DIRECT Departments, in cooperation with Labor Relations and Union representatives, to begin, if necessary,
the meet and confer process with employee representatives about the impact of potential program reductions
on the terms and conditions of employment for affected employees;
8.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 04/21/2015 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
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 21, 2015
David Twa, County Administrator and Clerk of the Board of Supervisors
By: , Deputy
cc: Robert Campbell, County Auditor-Controller
D.4
To:Board of Supervisors
From:David Twa, County Administrator
Date:April 21, 2015
Contra
Costa
County
Subject:Recommended County and Special District Budgets FY 2015/16
RECOMMENDATION(S): (CONT'D)
ACKNOWLEDGE that the Recommended Budget does not include any funding changes that may occur in the
State of California’s 2015-16 fiscal year budget and that the manner in which the Medi-Cal Waiver is
implemented will have an unknown impact on the drawdown of federal funds for services and facilities;
RE-AFFIRM the Board of Supervisors’ policy prohibiting the use of County General Purpose Revenue to
back-fill State revenue cuts;
ACKNOWLEDGE that, due to market gains and changes to Contra Costa County Employees Retirement
Association policies over the last few years, retirement expenses are expected to decrease over the next few
years;
ACKNOWLEDGE that the Recommended Budget balances annual estimated expenditures with estimated
revenues in FY 2015-16, and is both technically and structurally balanced;
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;
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;
ACKNOWLEDGE that continuing to build the County’s reserve funds, maintaining an improved credit rating,
and maintenance of the County's physical assets remain a priority of the Board of Supervisors over the long
term;
DIRECT the County Administrator to prepare for Board adoption on May 12, 2015, the FY 2015-16 County
and Special District Budgets, as modified, to incorporate any changes directed by the Board during these public
hearings; and
DIRECT the County Administrator to prepare for consideration by the Board of Supervisors on May 12, 2015,
position additions and eliminations necessary to carry out Board action on the Recommended Budget.
FISCAL IMPACT:
See attached FY 2015/16 Budget Message and Recommended Budget document.
BACKGROUND:
An explanation of the reasons behind the County Administrator’s recommendations presented in the FY 2015/16
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 additional County
lay-offs are anticipated as a consequence of FY 2015/16 Recommended Budget impacts; one lay-off occurred in
the FY 2014/15 year. Pending Final Budget adoption on May 12, Position Addition and Elimination lists may be
presented to the Board for adoption on that day, with effective dates effective July 1, 2015.
CONSEQUENCE OF NEGATIVE ACTION:
Not applicable.
CHILDREN'S IMPACT STATEMENT:
None.
CLERK'S ADDENDUM
Speakers: Sara Marsh, M.D. ; Hortensia Gonzalez, ACCE via translator; Edith Pastrono, resident of
Richmond; Esperanza Gutierrez, ACCE; Melvin Willis, ACCE; Carol Frank, Early Childhood Mental health
program; Monica Alex Lozano, resident of El Sobrante; Stuart McCullough, Contractors Alliance; Tom
Alexander, Fred Finch Youth Center; Monica Velazco, Contra Costa Cares; Pete Caldwell, We Care Services
for Children. The following people did not speak but left written comments for the Board's consideration:
Tayma Martins; Phyllis Gordal, CCC Womens Commission; Edwin Almanza, Fred Finch Youth Center; Lee
Lawrence, League of Women Voters; William White United Way of the Bay Area; Jasmine tarkodd,
Multi-Faith Action Coalition; Debbie Toth, RSNC; Gloria Rios, ACCE; Grisel Reyes, Brighter Beginnings;
Patricia Aguiar, ACCE; Teresa. CLOSED the public hearing and ADOPTED the recommendations as
presented; Separate from the budget actions, the Board made two referrals: REFERRED to the Internal
Operations Committee review of the Animal Benefit fund disbursements in the interest of greater
transparency; and REFERRED to the Finance Committee the matter of compensation rates for contracts with
Community Based Organizations (CBO's) to provide services.
ATTACHMENTS
FY 2015-16 Recommended Budget
Budget Hearings Presentation
Sheriff Presentation
District Attorney 2015-16 Budget Letter
District Attorney 2016-16 Budget Presentation
Public Defender 2015-16 Budget Presentation
Employment and Human Services 2015-16 Budget Presentation
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County of
Contra Costa
California
Recommended Budget
Fiscal Year 2015 – 2016
Photo By Sally Rae Kimmel
Page intentionally left blank
COUNTY OF CONTRA COSTA
RECOMMENDED BUDGET
2015-2016
Presented to the Board of Supervisors
JOHN M. GIOIA
Chair
Supervisor, District I
CANDACE ANDERSEN MARY N. PIEPHO
Supervisor, District II Supervisor, District III
KAREN MITCHOFF FEDERAL D. GLOVER
Supervisor, District IV Supervisor, District V
By David Twa
County Administrator
April 3, 2015
Board of Supervisors
Contra Costa County
Martinez, CA 94553
Dear Board Members:
Fiscal Year 2014-15 continued to see the County moving in the right direction. After weathering
the “Great Recession” we continue to see improvement in our financial status. Contra Costa
County has managed the economic downturn through cooperation between the County Board,
Department Heads, and Employees. We have made prudent fiscal choices, lived within our
means, and continue to plan ahead. None of this has been easy nor has it been painless.
However, it is through this combined effort that we have been able to achieve a budget that is
structurally balanced for the fourth year in a row.
Cautious and thoughtful fiscal management has placed us on solid economic footing. Our goal
will be to continue that approach 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 $3.1 billion ($1.4 billion General Fund) budget for FY 2015-16 and beyond.
In addition to a structurally balanced budget for the fourth consecutive year, there have been a
number of key accomplishments this past year.
x Perhaps the most significant achievement over the past four years has been our ability to
maintain critical services to the public in spite of the economic turmoil, budget cuts and
staff reductions.
Additional achievements over the past 12 months have included:
x The Board of Supervisors formed a Hiring Outreach Oversight Committee to move
forward with ensuring our commitment to diversity after the vacation of the Consent
Decree. As part of that process, and with the support of the Chair of the Equal
Opportunity Committee, we moved the Equal Employment Opportunity Officer and the
newly hired clerical staff person into the Risk Management unit to provide more structure
and to increase access time in the communities doing outreach and recruitment. The
ultimate goal continues to be to have our Employees reflect the diversity of the
communities we serve.
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-
x Increased our Fund Balances while allocating additional funding for infrastructure.
x Achieved the fourth GFOA Distinguished Budget Presentation Award for Contra Costa
County.
x Recruitment and selection by the Board of Supervisors of new department heads for
Agriculture Commissioner and County Librarian.
x Successful agreements with most of our unions including SEIU 1021, Local 1, Local 21,
AFSCME 2700, AFSCME 512, and Local 1230. These agreements provided wage
increases for 2014 and 2015 and included adoption of the PEPRA COLA which is 2%
instead of the 3% COLA we had before and which will save significant dollars over the
next several years.
x Completed the Fitch Studies of the Contra Costa County Fire Protection District and
EMS operations.
x Worked with the Realignment Allocation Committee to keep the reduction in funding to
the Community Corrections Partnership to the smallest amount possible. The new
formula, while resulting in a reduction in funding for fiscal year 2014-15, will provide a
one-time increase in 2015-16 before the base is set in 2016-17 and beyond. If the
Community Corrections Partnership holds budgets constant with only reasonable COLA
increases, we will be able to maintain current programing for several years.
x Moved responsibility for Labor Negotiations into the organizational structure of the
County Administrators Office, including reassignment of staff to improve and expedite
the negotiations, resulting in more timely response to Unions and the Board of
Supervisors.
x Improved Technology in the Board Chambers by replacing podium and monitors with
newer state-of-art equipment .
x Worked with the PeopleSoft Committee to develop proposals to improve the electronic
time keeping and payroll system and have begun a process to address our aging People
Soft System.
Key Budget Issues
The FY 2015-16 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. We are in contract with the majority of our labor
unions; however a healthcare reopener with six of the County’s unions will provide a significant
challenge to County resources. 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. We
are hopeful that positive collaboration during the healthcare reopener will result in benefits to
our employees that are more affordable.
-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.
x Property Tax Recovery: Low growth in the housing market in the recent past has
significantly impacted the County budget as 83.2% of General Purpose revenues and 22.5%
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. Growth was 3.45% in FY 2013-14. In the current year, assessed value
increased by 9.09%. 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 6% for FY 2015-16. 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 2016-17 and beyond.
Over the three year period between 2009-10 and 2011-12 property taxes declined by
11.08%. Over the last three years 2012-13 to 2014-15 the increase was 13.4%. This means
that the total net increase in property taxes over the past six years only grew by a net of
2.32%.This fact is a significant reason for the slow economic recovery in Contra Costa
County.
x 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 seven years, the County has significantly reduced its
OPEB liability and annual required contribution. The current Other Post-Employment
Benefits liability fell from $ 2.6 billion in 2006 to $793 million and the annual required
contribution fell from $216.3 million in 2006 to $87 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
-iv-
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.
x Pension Benefits: A major issue for FY 2015-16 and beyond continues to be the impact of
the County’s unfunded liability on pension rates and thus employee costs. In 2000, the
Contra Costa County Employees Retirement Association reported an unfunded liability of
$288.4 million and a funded ratio of 89.1%, at the end of 2013 those figures were $1.8
billion and 76.4% (the County of Contra Costa accounts for approximately 84% of those
figures). And, those figures do not include $258.5 million in outstanding pension obligations
bonds. Although we paid off a significant pension obligation bond in FY 2013-14, the
projected relief was eliminated by the pension board’s reduction of the assumed investment
rate from 7.75% to 7.25% (see the Retirement/Pension Costs – Future Year Projection/
Budgets section of this letter for more information on pension). On a positive note, the
County has begun to benefit from new lower cost PEPRA pension plans and has negotiated
a 2% cost of living adjustment to the PEPRA plans with the majority of its bargaining units.
x 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.
x 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. California’s budget outlook for FY 2015-16
continues to show the promise begun in FY 2014-15 though there are substantial cost
pressures and budget risks in health and human services programs. Our economy is
expected to see continued improvement over the next several years and revenue growth is
exceeding last year’s projections. General Fund revenues are projected to be $109.7 billion
in FY 2014-15 and $114.6 billion in FY 2015-16. The administration projects that the
General Fund’s three major taxes collectively will increase by over $5.6 billion in FY 2015-
16—to a level that is more than $1 billion above administration estimates from last June for
the 2015-16 fiscal year. However, about half of these additional revenues are required to
satisfy Proposition 98, the K-14 funding guarantee. The other half would be placed in the
Rainy Day Fund and used to pay down debt per the terms of Proposition 2, the ballot
measure passed in November 2014 that strengthens the reserve requirements and pays
down debt in years of strong capital gains tax revenue growth.
Whether tax revenues grow further, stagnate, or, in the worst case, decline in FY 2015-16
will depend in large part on trends in volatile capital gains and business income. History
tells us that the current strength of state revenues, bolstered by a soaring stock market last
year, may not continue for long. As the Governor argues, the budget remains vulnerable to
downturns that may re-emerge with little warning. Thus building budget reserves and paying
down state debts remain important goals.
-v-
x 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 2012-13
funding was allocated from the Tax Losses Reserve Fund for deferred maintenance
projects: $5 million in FY 2012-13, $10 million in FY 2013-14 and FY 2014-15 and a
proposed $10 million in the FY 2015-16 Recommended Budget.
Currently an updated evaluation is being finalized that will provide much needed information
in developing a formal Real Estate Master Plan of County facilities. The plan will prioritize
deferred maintenance projects, establish a preventative maintenance program, consider
under-utilized real estate assets for surplus and prioritize future needs for capital projects.
Such a plan will be used to assist the County with its strategic plan for the use of County
owned and leased facilities and will be a key tool for the Board of Supervisors’ future
allocation of capital investments. The amount of funds needed 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 432.
x 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, 2014 the County’s outstanding bonded debt was
$350.9 million leaving a statutory margin of $7.2 billion and a Constitutional margin of $1.5
billion. (See Current Debt Position, Page 435 for details.)
x State Realignment: In October 2011, the Governor began implementing massive changes
to the relationship between State funding and management of County operated programs.
The realignment of public safety programs has transferred to counties the fiscal and
programmatic responsibility for many criminal justice and health and human service
programs previously administered by the State. Public Safety Realignment transferred
oversight of certain nonviolent, non-serious and non-sex crimes felony offenders from the
State to counties as a means of reducing overcrowding that has long plagued the state
prison system.
In November 2012, voters approved Proposition 30, which, among other things, secured a
constitutional guarantee that local community corrections funding would continue to
-vi-
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) that the funding guarantee
does not extend to local jurisdictions. In 2012, a two-year funding formula (fiscal years 2012-
13 & 2013-14) was adopted by the Department of Finance, with the advice of the California
State Association of Counties (CSAC) and the Realignment Allocation Committee (RAC), a
committee of nine representatives from the County Administrative Officers Association of
California (CAOAC), to guide the allocation of funding by the State to counties. The two year
funding formula increased funding to Contra Costa County. In October 2014, the RAC
recommended a new three-year funding formula that significantly impacted the County,
resulting in a proposed reduction to our base allocation of $5.3 million between fiscal years
2013-14 to 2015-16. This is partially mitigated by a one-time “Transition Payment” of $5.6
million that is designed to ease the transition to the new formula for those counties receiving
a funding reduction. The prudent use of funds by the Board of Supervisors and the
Community Corrections Partnership (CCP) will allow us to weather this storm in the short
term; however, continued restraint will be necessary in FY 2015-16 and beyond to maintain
critical programs that we have implemented over the last four years.
On February 9, 2015, the Public Protection Committee approved a $21.5 million budget
package, as recommended by the CCP-Executive Committee, for FY 2015-16. The budget
includes funding for only ongoing expenses in recognition of the significant reduction in the
County’s base allocation scheduled for FY 2015-16 as discussed above. In addition, the
Committee approved encumbering up to $754,000 should state or federal legislation
eliminate the ability of prisons and jails to collect fee revenue from inmate
telecommunications to fund inmate welfare programming. Should the Sheriff’s Office be
negatively impacted by such legislation, the CCP would evaluate the impact to inmate
programming and make a recommendation whether or not to fund the loss with AB 109
funding to the Public Protection Committee.
Historical Perspective
Between FY 2004-05 and FY 2007-08, total expenditures for the General Fund grew by an
average of 4.0%. Expenditures 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. Growth has been slow, but steady since FY 2011-12. 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)
$1,128
$1,172
$1,270
$1,288
$1,255
$1,179
$1,203
$1,172
$1,193
$1,248
$1,394
$1,423
$1,100
$1,150
$1,200
$1,250
$1,300
$1,350
$1,400
$1,450
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
Actual
2014-15
Budgeted
2015-16
Recom'd
As depicted in the following chart, total revenues began a two year decline in FY 2008-09 and
were relatively flat until FY 2012-13 when they began to steadily increase. Growth of 4.8% is
included in the Recommended Budget; the majority of this growth is from other local revenue.
These revenues are projected based on historical trends, which have been impacted by
property tax and general economic recovery (as described above).
10 Year Revenue Generation (in millions)
$0
$300
$600
$900
$1,200
$1,500
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
Actual
2014-15
Budget
2015-16
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 2015-16 are currently unknown but expected to be positive.
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
$1,450
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
Actual
2014-15
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, 2013-14, and 2014-15 Recommended Budgets did not anticipate
reserve spending for on-going program expenses and in fact projected a $3 million repayment
of reserves from reallocation of property tax revenues to the West Contra Costa Healthcare
District (Doctor’s Hospital). The FY 2015-16 Recommended Budget does not include this
source of revenue due to uncertainty regarding the hospital’s status.
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 exceeding the minimum 5% target (Unassigned Fund Balance was 11.0% of total
General Fund Revenues June 30, 2014).
-ix-
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 due to a high number of vacant
positions. 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 would decrease the
ratio between the two). As noted, actual expenditures are expected to be less than budget,
which will increase reserves and therefore the reserve ratio.
Unreserved/Unassigned Fund Balance (as of June 30)
5.5%
8.3%
9.1%
9.6%
8.6%8.6%
5.9%
6.4%
7.2%
9.4%
11.0%
10.7%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
11.0%
12.0%
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
Actual
2014-15
Budget
2015-16
Recom'd
Unreserved Unassigned
General Fund Revenue and Appropriations
The County Summary Information available beginning on page 381 of the Recommended
Budget depicts history and recommendations for all revenue sources and uses for all County
funds. The recommended General Fund budget of $1.423 billion is supported by local, federal,
and State resources. Almost half of the revenue, $586.9 million, or 41.3%, is dependent upon
State and federal allocations (very close to the 42.1% of last year). General Purpose revenue
available from sources such as property tax and interest income is $384.9 million. The
remaining ‘Other Local’ revenue is generated primarily by fees, fines, and licenses. In the two
fiscal years prior to 2007-08, the assessed valuations of the County’s tax rolls had increased by
double digits due to the strong housing market. The economic downturn slowed growth in
assessed valuation and had reduced most revenue sources. This trend has turned around and
the County is experiencing modest, yet consistent, revenue growth.
-x-
Total Revenues: $1.423 Billion
Other Local,
$451,190,525,
32%
Federal,
$271,069,869,
19%
State,
$315,864,969,
22%
General
Purpose,
$384,880,000,
27%
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 pie chart is used
to show the size of the expenditures in relation to each other (ideally, pie charts are not used
with negative numbers). The following chart breaks out recommended expenditures between
the major expense areas.
Total Expenditures: $1.423 Billion
Salaries and
Benefits,
$787,811,097,
55%
Provisions for
Contingencies,
$7,671,955,
0.5%
Services and
Supplies,
$456,431,866,
32%
Other
Charges,
$235,052,535,
16.5%
Fixed Assets,
$24,251,330,
2%
Expenditure
Transfers,
($88,213,420),
(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 2015-16 Recommended Budget. Distribution of resources has
tracked very closely to these ratios for many years.
Distribution of Expenditures ($1.423 Billion)
General
Government,
$260,318,124,
18%
Law & Justice,
$387,685,919,
27%
Health & Human
Services,
$775,001,320,
55%
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,
Capital Improvements, 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 Health and Human
Services Functional Group includes Employment and Human Services, Health Services
Department, and Veterans Services. 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.
Each department was asked to submit a budget that balanced its requirements to provide
services with the County’s goals of adopting a FY 2015-16 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) Tax Credit Bonds and Sequestration
Contra Costa County was awarded over $77 million in ARRA (Federal Stimulus) grant funds
following passage of the legislation in 2009. To date, those grant funds have been spent and
the County has no further reporting obligations to the federal government. The County also took
advantage of special ARRA bond structures known as Build America Bonds and Recovery
Zone Economic Development Bonds in 2010 to finance the construction of the new West
County Clinic. The County’s interest cost expense on these $33.8 million in bonds were to be
reduced by about $8.9 million over the term of the bonds when compared to traditional tax-
exempt bonds through tax credits paid by the Internal Revenue Service (IRS) in advance of
each bond payment date. The expectation when the bonds were issued was that the those
federal subsidies would be fully funded in each annual federal budget over the life of the
bonds. However, the impacts of sequestration as a means of resolving the recent federal
“Fiscal Cliff” crisis resulted in across the board cuts in the federal budget for non-entitlement
programs. This includes “tax-credit” bond programs such as the Build America Bond and
Recovery Zone Economic Development Bond programs. For this reason, the County will
continue to 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 for FY 2015-16. 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 2015-16 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 and 2014-15 $995,000 and $1,003,000 was allocated for projects that
ranged from auto-dialers to programming tools to develop workflow processes to automate
repetitive tasks. In FY 2015-16, departments requested over $1.6 million and the County
Administrator is recommending the full $1 million for projects. Projects include electronic poll
books, alternative key pads for electronic signatures and cloud based VoIP phones.
-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:
x 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;
x 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;
x 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%;
x Positive market experience for calendar year 2012 of 14.1% improved the 2012-13
projection;
x The CCCERA Board adopted changes in Economic Assumptions, which decreased the
Assumed Investment Rate from 7.75% to 7.25%; and
x Positive market experience for calendar years 2013 and 2014 of 16.5% and 8.4%
respectively again improved the projection stabilizing retirement cost over the next five
years.
In a letter dated February 23, 2015, CCCERA’s actuary issued a report which projected
employer contribution rate changes based on an estimated 8.4% gross market value
investment return for 2014 and other changes in economic and demographic assumptions. The
projection is derived from the December 31, 2013 actuarial valuation results, which are the
most current available. A new five year projection will be available in the Fall using December
31, 2014 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 -7.57% (as of December 31, 2018). These projected rate
changes are implemented 18 months after the actuarial date. Therefore, the projected
decrease of 2.28% in the chart below for 2014 will be implemented on July 1, 2016.
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 decrease by 1.72% for 2014 (rate decrease date of July 1,
-xiv-
2016), a County Safety employee by 3.09%, and a Contra Costa County Fire District Safety
employee by 5.87%. The total impact to the County, all things considered, is expected to be
very close to these figures.
Rate Change Component
2014 2015 2016 2017 2018
Deferred (Gains)/Losses -1.87% -1.35% -1.00% -1.00% -0.38%
Loss of Investment Income on
(Gain)/Loss of Investment Income on
Difference Between AVA and MVA
-0.41% -0.28% -0.18% -0.10% -0.03%
18 Month Rate Delay 0.00% -0.41% -0.23% -0.18% -0.15%
Incremental Rate Change -2.28% -2.04% -1.41% -1.28% -0.56%
Cumulative Rate Change -2.28% -4.32% -5.73% -7.01% -7.57%
Valuation Date (12/31)
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 2015-16, and a projection based on
the Recommended Budget for FY 2016-17 and beyond (no increases in FTE or wages). A
significant drop in projected expenses in FY 2014-15 was due to the retirement of one of the
County’s pension obligation bonds that was 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
$210
$224
$246
$272
$307 $312 $308 $305 $304 $303 $305
$200
$220
$240
$260
$280
$300
$320
$340
FY 10-11
Actual
FY 11-12
Actual
FY 12-13
Actual
FY 13-14
Actual
FY 14-15
Proj.
FY 15-16
Recom'd
FY 16-17
Proj.
FY 17-18
Proj.
FY 18-19
Proj.
FY 19-20
Proj.
FY 20-21
Proj.
Millions
*Five year projection assumes 7.25% AIR, all POBs, and 2013 market impacts. The compounded impact of the projected increase
-7.57%.
-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, which allowed for the continuation of essential
public service. The vast majority of our labor contracts expired June 30, 2013. Contract
negotiations were completed for 85% of the County workforce. A 3% increase was built into the
FY 2015-16 Recommended Budget for negotiated increases, the majority of which was
absorbed by departments through increased revenues. The Recommended Budget for FY
2015-16 includes growth in appropriations and increased general fund subsidies for many
County departments. There was insufficient growth, however, to fund all FY 2015-16 baseline
requests. The budget includes a net increase of 35 full-time equivalent positions countywide.
Of this number, 27 are in the General fund, one is in the Library, and seven are in the CCC Fire
Protection District.
GENERAL GOVERNMENT
Animal Services:
The Animal Services Department services all of Contra Costa County in various ways. We are
pleased that the department is operating with a high degree of success on many levels, which
recently resulted in the online publication “Bay Woof” naming our shelter as the “Best Municipal
Shelter” in the area over runners-up in Berkeley, San Francisco and Alameda. However, our
challenges remain similar to other municipal shelters that by law cannot screen which animals
to accept. The Department hopes to build upon and improve adoption numbers, while at the
same time increasing public education and outreach to educate animal owners to care for and
not abandon animals. We believe that the FY 2015-16 budget provides the funding to begin to
accomplish these goals. More detailed information is included in the departmental narrative
section of the budget beginning on page 299.
Human Resources:
The Human Resources Department services all County departments and is funded primarily
from charges to departments. Approximately 30% of the funding is through a direct general
purpose revenue allocation. The FY 2015-16 recommendations include funding for new
support staff added during the current fiscal year to develop a team better equipped to provide
improved service delivery to County departments and individuals seeking County employment.
The County has undertaken a nationwide search for a new Director to move the department
into the 21st century. In the meantime, the County has contracted with a consulting firm that
has made significant process in migrating aged County systems onto new more efficient
platforms. One such project is the future implementation of an automated employee
recruitment and onboarding process to replace the current paper-based workflow system. More
detailed information is included in the departmental narrative section of the budget beginning on
Page 107.
-xvi-
Library:
The County Library is not part of the General Fund. In excess of 86.9% of the County Library
budget is dependent upon property tax revenue, which 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. The Library is cautiously optimistic
about the modest increase in property tax revenue but continues to exercise diligence in
strategically filling staff vacancies based on workload, classification, and community library
needs. The Library budget is balanced and structurally sound. The Library continues to be a
vital asset and support to the community through innovative programming advancements in
technology, and use of media. More detailed information is included in the departmental
narrative section of the budget beginning on Page 111.
HEALTH AND HUMAN SERVICES
Employment and Human Services:
The Employment and Human Services Department (EHSD) General Fund allocation has been
increased by approximately $950,000 over the 2014-15 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 FY 2015-16 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. In addition, the Department continues to rebuild its infrastructure and resources,
carefully adding capacity to respond to a significant increase in Medi-Cal cases as a result of
the Affordable Care Act. More detailed information is included in the departmental narrative
section of the budget beginning on Page 161.
Health Services:
The Recommended Budget for the Health Services Department for FY 2015-16 includes an
increase of approximately $161,000 from the FY 2014-15 budget. The Health Department
successfully transitioned the delivery system to meet the challenges and requirements of the
Affordable Care Act (ACA). The Health Plan has added more than 65,000 Medi-Cal expansion
members since the implementation of the ACA, and now provides comprehensive, quality
health coverage to more than 170,000 people in Contra Costa County. To meet this increased
demand for services, the Regional Medical Center added additional clinic capacity, expanded
the features of the Electronic Medical Record and begun a roll out of a new medical home
design. More detailed information is included in the departmental narrative section of the
budget beginning on Page 209.
LAW AND JUSTICE
District Attorney:
The FY 2015-16 budget continues to fund new initiatives in the District Attorney’s Office and
those established in prior years, specifically targeting the Richmond Ceasefire program, gang
prosecution, domestic violence prosecution, the West and Central County Family Justice
-xvii-
Centers, and prosecution of sexual assault, human trafficking and firearm cases. In FY 2015-
16, new funding is recommended for four additional Deputy District Attorney-Basic positions
and one additional Victim/Witness Program Specialist to enhance current programs. In addition,
the budget includes funding for one Crime Scene Specialist position to assist with the newly
established Forensics Division and one grant writer position to assist the Office in securing new
grant revenues and manage existing grants. The District Attorney’s budget does include a
minor vacancy factor, which has been reduced to $432,391 from the FY 2014-15 level of
$685,087, to balance. Funding initiated in prior budgets related to AB 109 is continued in the FY
2015-16 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 AB 109
and Proposition 47 implementation and general increases in baseline costs. More detailed
information is included in the departmental narrative section of the budget beginning on page
307.
Probation:
The FY 2015-16 budget for the Probation Department contemplates a $2 million reduction in
Title IV-E reimbursements to the County for housing juveniles in imminent risk of foster care
placement. Additionally, the Department is anticipating increased operating costs attributable to
detention medical expenses as well as court-ordered custodial care placement trends. The
recommended budget funds the baseline services, including negotiated and anticipated salary
and benefit increases as well as nine new positions at Juvenile Hall added in December 2014.
There is no impact to the department’s continued vacancy factor of $1.37 million. More detailed
information is included in the departmental narrative section of the budget beginning on Page
329.
Public Defender:
The FY 2015-16 budget reflects an increase of 6.0 FTEs in the Public Defender’s Office. The
staffing augmentation acknowledges increased caseloads in the Department and will facilitate
compliance requirements related to the immigration consequences of non-citizen clients. In
addition, new staff will implement support and services for the new client population under
Laura’s Law. The budget is balanced with no vacancy factor and the County Administrator
believes that current staffing is appropriate to meet the needs of the department. More detailed
information is included in the departmental narrative section of the budget beginning on Page
341.
Sheriff-Coroner:
The FY 2015-16 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 and recommends funding for ten
additional Deputy Sheriff positions to enhance County Patrol. Continued increases to baseline
expenditures remain an issue, but much of those operational increases are offset by a
significant reduction in projected retirement expenses in FY 2015-16. 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
AB 109 and Proposition 47 implementation. Although the initial impact of Proposition 47 was a
-xviii-
reduction in the adult inmate population, specifically at the West County Detention Facility, the
Sheriff’s Office reports that inmate counts are beginning to increase again as those inmates
begin to reoffend. There also remains a considerable strain on the Martinez Detention Facility,
which for years has battled issues of separating maximum security inmates with different
classifications within the facility. More detailed information is included in the departmental
narrative section of the budget beginning on Page 345.
FIRE DISTRICT
Contra Costa County Fire Protection District:
The Contra Costa County Fire Protection District, a special district within the County, continues
to face significant fiscal difficulties. The District has had the challenge of balancing those
difficulties with maintaining a system that ensures the health and welfare of residents within the
District. In FY 2015-16, the District is recommending staffing for 24 engine companies and three
Emergency Medical Service (EMS) squads. Engine companies are staffed with three personnel
and squads are staffed with two personnel, all of which are trained firefighters and emergency
medical technicians (or paramedics). Although the FY 2015-16 budget still contemplates an
annual shortfall of $4.1 million, the District has been working responsibly to manage vacancies
within the department throughout the year to minimize the impact to reserves and continues to
work with the County Administrator’s Office to evaluate District operations to ensure the safety
and security of District residents. More detailed information is included in the departmental
narrative section of the budget beginning on Page 373.
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 $3.1 billion ($3.2 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 2015-16 Recommended
Budget;
-xix-
2. ACKNOWLEDGE that the State of California and residents throughout the State
continue to struggle to manage the outcomes of the recently depressed economy;
3. ACKNOWLEDGE that significant economic issues continue to challenge the Board of
Supervisors in its effort to finance services and programs which Contra Costa County
residents need, or expect will be provided to them by the County, especially in times of
economic recovery;
4. 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 in the past; however, current labor contracts include modest wage increases;
5. ACKNOWLEDGE that this situation is expected to continue to improve for County
employees, as we work to manage and cope with the outcomes of economic recovery;
6. 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;
7. DIRECT the County Administrator to continue to make this information readily available
to the residents of the County;
8. DIRECT Departments, in cooperation with Labor Relations and Union representatives, to
begin, if necessary, the meet and confer process with employee representatives about
the impact of potential program reductions on the terms and conditions of employment
for affected employees;
9. ACKNOWLEDGE that the Recommended Budget does not include any funding changes
that may occur in the State of California’s 2015-16 fiscal year budget and that the
manner in which the Medi-Cal Waiver is implemented will have an unknown impact on
the drawdown of federal funds for services and facilities;
10. RE-AFFIRM the Board of Supervisors’ policy prohibiting the use of County General
Purpose Revenue to back-fill State revenue cuts;
11. ACKNOWLEDGE that, due to market gains and changes to Contra Costa County
Employees Retirement Association policies over the last few years, retirement expenses
are expected to decrease over the next few years;
12. ACKNOWLEDGE that the Recommended Budget balances annual estimated
expenditures with estimated revenues in FY 2015-16, and is both technically and
structurally balanced;
13. 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;
14. 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;
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15. ACKNOWLEDGE that continuing to build the County’s reserve funds, maintaining an
improved credit rating, and maintenance of the County's physical assets remain a priority
of the Board of Supervisors over the long term;
16. DIRECT the County Administrator to prepare for Board adoption on May 12, 2015, the
FY 2015-16 County and Special District Budgets, as modified, to incorporate any
changes directed by the Board during these public hearings; and
17. DIRECT the County Administrator to prepare for consideration by the Board of
Supervisors on May 12, 2015, 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 2015-2016 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 .......................................................................................................... 31
Board of Supervisors ...................................................................................................... 37
Capital Improvements .................................................................................................... 41
Central Support Services ............................................................................................... 43
Clerk-Recorder/Elections ............................................................................................... 47
Conservation and Development ..................................................................................... 59
Contingency Reserve ..................................................................................................... 81
County Administrator ...................................................................................................... 83
County Counsel .............................................................................................................. 87
Crockett/Rodeo Revenues ............................................................................................. 91
Debt Service ................................................................................................................. 93
Department of Information Technology .......................................................................... 95
Employee/Retiree Benefits ........................................................................................... 103
General Purpose Revenue ............................................................................................ 105
Human Resources ....................................................................................................... 107
Library .......................................................................................................................... 111
Public Works ............................................................................................................... 123
Treasurer–Tax Collector .............................................................................................. 151
Health & Human Services: Functional Group Summary .................................................... 155
Child Support Services ................................................................................................. 157
Employment and Human Services ............................................................................... 161
Health Services Department ........................................................................................ 209
Veterans Service .......................................................................................................... 293
Law & Justice: Functional Group Summary ...................................................................... 297
Animal Services ........................................................................................................... 299
Conflict Defense ........................................................................................................... 305
District Attorney ............................................................................................................ 307
Justice Systems Development/Planning ...................................................................... 321
Probation ...................................................................................................................... 329
Table of Contents
Page
2 County of Contra Costa FY 2015-2016 Recommended Budget
Public Defender ............................................................................................................ 341
Sheriff-Coroner ............................................................................................................. 345
Superior Court Related Functions ................................................................................ 363
FIRE DISTRICTS
Contra Costa County Fire Protection District ...................................................................... 373
Crockett-Carquinez Fire Protection District… ...................................................................... 379
COUNTY SUMMARY INFORMATION
All County Funds - Recommended Sources Pie Chart ....................................................... 381
All County Funds - Recommended Requirements Pie Chart .............................................. 382
All County Funds - Total Requirements Summary By Fund ................................................ 384
All County Funds - Summary .............................................................................................. 387
All County and Districts Major Funds .................................................................................. 388
Major Fund: General Fund - Summaries By Functional Group ........................................... 392
General Fund Summary of Expenditures and Revenues with Compensation Information .. 396
General Purpose Revenue ................................................................................................... 397
All Funds - Appropriations by Department ........................................................................... 400
Appropriations by State Function Code ............................................................................... 401
All County Funds - Position Summary ................................................................................. 402
General Fund - Position Summary ...................................................................................... 403
Employee Retirement Rate Information .............................................................................. 404
All County Funds – Discussion of Major Revenue Sources ................................................ 405
All County Funds - Revenues By Type ............................................................................... 414
All County Funds - Expenditures By Type ........................................................................... 422
Major Governmental Funds - Changes in Projected Fund Balance .................................... 431
Capital Improvement Plan ................................................................................................... 432
Current Debt Position .......................................................................................................... 435
Performance Measurement Program .................................................................................. 440
APPENDIX
Countywide Program Modification List. ................................................................................ 441
Mandatory/Discretionary List by Department ....................................................................... 445
Mandatory/Discretionary List by Service and Level ............................................................. 493
County Organizational Chart ............................................................................................... 535
County Fund Definitions ...................................................................................................... 537
Budgetary Fund Structure ................................................................................................... 539
Table of Funds – Financial Fund Order ............................................................................... 541
Fund-Department Relationship ........................................................................................... 551
Glossary of Acronyms & Terms ............................................................................................ 555
Overview
County of Contra Costa FY 2015-2016 Recommended Budget 3
ORGANIZATION OF THE RECOMMENDED BUDGET BOOK
This Fiscal Year 2015-16 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 2015-16 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.
Overview
4 County of Contra Costa FY 2015-2016 Recommended Budget
FIRE DISTRICTS
Similar to the Departmental Budget Summaries, this section includes a variety of information
about each of the two County Fire Districts, including: expenditure and revenue information;
narrative explanation of Department's programs and its administrative and program goals;
number of allocated positions; summary of County Administrator's recommendations; and
summary of recommended service reductions by program, if applicable.
COUNTY SUMMARY INFORMATION
This section presents numerical data in a variety of forms on revenues, expenditures and fund
balances for the all funds and the major funds.
APPENDIX
A variety of supplemental information is located in this section to assist in understanding the
Recommended Budget, including: an organizational chart of the County; detailed compilation,
by Department, of all Program Reductions for the current budget and detailed listings of
Mandatory/Discretionary programs by Department and by Service and Level; definition of Funds
used for budgeting; and a glossary of terms.
NAVIGATION INFORMATION FOR DEPARTMENTAL BUDGET SUMMARIES
The following is an abstract of the information provided within each Departmental Budget
Summary, and a number indicating where it can be found on the sample summary which
follows.
This area lists the department name, functional group in which the department is
assigned, and the department head’s name.
This area summarizes the budget by fund and major account, shows the number of
full-time budgeted positions, the change from the current year’s budget at the
recommended level, and a comparison of key financial indicators. Requirements, as
well as the means of financing them, are shown in this section. In the header row of
each major function box, the term General Fund is used if the function is entirely
funded by the General Fund. The term General Fund Only is used if the function is
funded by more than one fund (the box, however, will depict only the General Fund
portion).
This area provides summary compensation information.
This area summarizes the program descriptions, providing a narrative explanation of
the department’s programs.
This area provides details of service requirements and financing sources.
This area summarizes the County Administrator’s recommended funding level, the
reasons for the recommendation and the expected impact on services if the
recommended level is approved.
This area summarizes FY 2015-16 Administrative and Program Goals.
This area summarizes recommended service additions and/or reductions by program.
3
4
5
6
7
8
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2
Department Name
Department Head Name Functional Group
County of Contra Costa FY 2015-2016 Recommended Budget 5
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 4,070,479 4,672,618 4,837,084 4,837,084 0
Services and Supplies 734,294 613,628 658,083 658,083 0
Fixed Assets 37,353 0 0 0 0
Expenditure Transfers 409,657 375,100 455,804 455,804 0
TOTAL EXPENDITURES 5,251,783 5,661,346 5,950,971 5,950,971 0
REVENUE
Other Local Revenue 897,610 1,168,484 1,036,535 1,036,535 0
State Assistance 2,597,179 2,492,862 2,664,436 2,664,436 0
GROSS REVENUE 3,494,789 3,661,346 3,700,971 3,700,971 0
NET COUNTY COST (NCC) 1,756,994 2,000,000 2,250,000 2,250,000 0
Allocated Positions (FTE) 48 48 46 46 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 84% 88% 88% 88%
% Change in Total Exp 8% 5% 0%
% Change in Total Rev 5% 1% 0%
% Change in NCC 14% 12% 0%
COMPENSATION INFORMATION
Permanent Salaries 2,274,042 2,811,545 2,887,171 2,887,171 0
Temporary Salaries 174,781 31,000 31,000 31,000 0
Permanent Overtime 22,149 0 0 0 0
Deferred Comp 16,680 22,080 23,880 23,880 0
Comp & SDI Recoveries (26,088) 0 0 0 0
FICA/Medicare 182,804 212,572 222,767 222,767 0
Ret Exp-Pre 97 Retirees 7,906 9,350 9,350 9,350 0
Retirement Expense 711,171 856,007 778,173 778,173 0
Employee Group Insurance 266,519 267,655 449,076 449,076 0
Retiree Health Insurance 211,309 204,979 210,341 210,341 0
OPEB Pre-Pay 104,588 104,588 104,588 104,588 0
Unemployment Insurance 9,222 8,924 8,812 8,812 0
Workers Comp Insurance 115,395 143,918 111,926 111,926 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: $1,374,178
Financing: 0
Net County Cost: 1,374,178
Funding Sources:
General Fund 100% 1,374,178
FTE: 4.0
1
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5
3
Department Name
Functional Group
6 County of Contra Costa FY 2015-2016 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: $3,234,093
Financing: 2,833,928
Net County Cost: 400,165
Funding Sources:
State 81.7% $2,641,966
Fees 4.2% 134,383
Interfund Revenue 0.8% 27,046
Other 0.8% 26,683
Forf/Penalties 0.1% 3,850
General Fund 12.4% 400,165
FTE: 32.0
CAO’s Recommendation
The baseline net County cost reflects a $10,495 decrease from the
fiscal year 2014-15 budget. Revenues increased by $139,233 and
expenditures increased by $128,738 when compared to the FY 2013-
14 Adjusted Budget.
The recommended net County cost reflects an additional reduction of
$89,748 to the Department of Agriculture. The reductions are as
follows:
Performance Measurement
The Canine Program continues to successfully pass the United States
Department of Agriculture certification requirements. The two teams
continue to work regionally in 11 Greater Bay Area counties and alerted
on a total of 50,294 parcels at USPS, FedEx, UPS, and California
Overnight shipping facilities. There were a total of 1,981 unmarked
packages of Agricultural commodities that were intercepted. Within these
parcels 57 pests were discovered which were rated as serious exotic
pests. The Canine program has successfully expanded to include a U.S.
Post Office facility. The number of canine/handler teams has grown
throughout the state due to an increase in funding from the Farm Bill.
There are now a total of 13 county canine teams in California versus 6
during 2009.
Administrative and Program Goals
Enforce regulations preventing the movement of the LBAM to new
locations in the county and state.
2015-16
Program Modification List
Order
Reference
to
Mand/Disc
List
Programs/
Budget Units Services FTE Net County
Cost Impact Impact
Total
6
7
8
Overview
County of Contra Costa FY 2015-2016 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 7, 2019
Candace Andersen Supervisor, District 2 January 2, 2017
Mary N. Piepho Supervisor, District 3 January 2, 2017
Karen Mitchoff Supervisor, District 4 January 7, 2019
Federal D. Glover Supervisor, District 5 January 2, 2017
Gus S. Kramer Assessor January 7, 2019
Robert R. Campbell Auditor-Controller January 7, 2019
Joseph E. Canciamilla Clerk-Recorder January 7, 2019
Mark A. Peterson District Attorney-Public Administrator January 7, 2019
David O. Livingston Sheriff-Coroner January 7, 2019
Russell V. Watts Treasurer-Tax Collector January 7, 2019
Overview
8 County of Contra Costa FY 2015-2016 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 1,087,008 as of January 1, 2014.
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)
2010 2011 2012 2013(2) 2014
Antioch 102,330 103,055 103,950 105,272 106,455
Brentwood 52,492 52,030 52,635 53,356 54,741
Clayton 10,492 10,942 11,008 11,109 11,200
Concord 125,864 122,599 123,345 123,993 124,656
Danville 43,574 42,217 42,498 42,783 43,146
El Cerrito 23,666 23,649 23,801 23,945 24,087
Hercules 24,693 24,153 24,299 24,438 24,572
Lafayette 24,342 24,024 24,186 24,347 24,659
Martinez 36,663 36,055 36,264 36,629 36,842
Moraga 16,332 16,076 16,168 16,260 16,348
Oakley 35,846 35,998 36,573 37,308 38,075
Orinda 17,866 17,714 17,839 17,951 18,089
Pinole 19,555 18,461 18,581 18,692 18,794
Pittsburg 64,967 63,735 64,779 65,435 66,368
Pleasant Hill 33,844 33,280 33,477 33,682 33,872
Richmond 105,630 104,382 105,004 105,715 106,138
San Pablo 32,131 28,931 29,137 29,309 29,465
San Ramon 64,860 73,111 74,753 76,429 77,270
Walnut Creek 66,584 64,710 65,306 65,780 66,183
Subtotal 901,731 895,122 903,603 912,433 920,960
Unincorporated 171,054 161,184 162,999 163,996 166,048
Total 1,073,055 1,056,306 1,066,602 1,076,429 1,087,008
(1) Columns may not total due to independent rounding
(2)Revised
Source: California Department of Finance
Overview
County of Contra Costa FY 2015-2016 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.
2014 Principal Employers (1)
(Excluding Government Employers)
Employer
Estimated
Employees
Percentage of
Total County
Employment
Chevron Corporation 1,500 0.30%
Doctors Medical Center 1,500 0.30
John Muir Health 1,223 0.24
Texaco, Inc. 1,000 0.20
Cks Employee Benefit Systems., Inc. 984 0.19
Contra Costa Newspapers, Inc. 960 0.19
DMC Foundation 930 0.18
St. Mary's College of California (private) 917 0.18
Walmart Stores, Inc. 759 0.15
9,773 1.93%
All Others 496,327
________________________ 506,100 (2)
(1) East Bay – EDA
(2)State of California Employment Development Department, 2014 annual, not adjusted
Employment by Industry
Annual Averages (in thousands)
Ranked by 2013 Employment
2009 2010 2011 2012 2013
Wage & Salary Employment (1)
Education & Health Services 47.7 48.4 49.2 50.5 58.7
Trade, Transportation & Utilities 57.3 55.9 56.3 57.1 58.1
Professional & Business Services 45.9 43.8 45.5 48.1 51.3
Government 51.3 49.2 47.8 48.0 48.1
Goods Producing 39.9 36.6 34.8 37.0 37.4
Leisure & Hospitality 31.2 31.3 32.2 33.7 35.7
Financial Activities 25.7 25.3 24.5 25.2 25.3
Other Services 11.7 11.8 12.5 12.4 12.1
Information 10.4 9.6 9.0 8.4 8.5
Farm 0.8 0.7 0.9 0.8 1.0
Total (2) 321.8 312.6 312.7 321.4 336.2
________________________
(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, October 17, 2014
Overview
10 County of Contra Costa FY 2015-2016 Recommended Budget
Between July 2013 and June 2014 the County’s jobless rate decreased from 7.3% to 6.0%,
significantly below the statewide averages of 8.8% and 7.3%, respectively (not seasonally
adjusted). As reflected on the following table, the County has achieved a lower unemployment
rate than that of the State in each of the prior five calendar years for which official information is
published.
Employment and Unemployment of Labor Force
by Annual Average (in thousands)
2009 2010 2011 2012 2013
County Civilian Labor Force 524.5 523.3 524.1 535.7 538.9
Employment 471.5 465.1 469.6 487.8 499.0
Unemployment 53.4 58.2 54.5 48.0 39.8
Unemployment Rate
County 10.2% 11.1% 10.4% 9.0% 7.4%
State of California 11.2% 12.4% 11.7% 10.4% 8.8%
________________________
Source:State of California, Employment Development Department, Labor Market Information
Division, March 2013 Benchmark, October 17, 2014
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 2009 through
2013.
Personal Income
Calendar Years 2008 through 2013(1)
Personal Income
(thousands of
dollars)2009 2010 2011 2012 2013(1)
County 56,636 58,022 62,693 67,779 69,376
California 1,537,095 1,578,553 1,685,636 1,805,194 1,856,614
United States 12,087,500 12,429,300 13,202,000 13,887,700 14,166,900
Per Capita
Income (dollars)
County 54,568 55,118 58,816 62,860 63,403
California 41,587 42,282 44,749 47,505 48,434
United States 35,616 36,274 37,804 39,377 39,468
(1) 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 2015-2016 Recommended Budget 11
A primary source of revenue for the County is generated from property taxes. The following
table contains information on the top ten principal taxpayers in the County.
Principal Property Taxpayers
Ranked by Assessed Value (in Thousands)
(Unaudited)
Fiscal Year Ended June 30, 2014
Total Assessed Value
Secured and Unitary
Percentage of
Taxable
Assessed Value
Chevron USA $3,217,924 2.25 %
Pacific Gas & Electric 1,881,914 1.32
Equilon Enterprises LLC 1,353,518 0.95
Tesoro Refining & Marketing 1,279,318 0.89
Tosco Corporation 694,544 0.49
Pacific Bell Telephone Co 544,800 0.38
SDC 7 425,073 0.30
Genon Marsh Landing, LLC 418,787 0.29
First Walnut Creek Mutual 360,313 0.25
Sierra Pacific Properties Inc. 326,900 0.23
$10,503,091 7.35 %
________________________
Source: Office of the Treasurer-Tax Collector - Contra Costa County, California
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:
x Clients and Communities
x Partnerships
x Quality Service
x Accountability
x Fiscal prudence
x Organizational excellence
Overview
12 County of Contra Costa FY 2015-2016 Recommended Budget
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:
x 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 69.1% since 2006: from $2.57 billion to $794.4
billion. Further, the annual required contribution has declined by 59.1% since
2006: from $216.3 million to $88.5 million.
x 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 432.
x 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 pension cost of living adjustment (COLA). By default the
pension COLA for the majority of new County employees in the PEPRA tier
was 3%. Negotiations to achieve a 2% pension COLA for this tier have been
completed for 15 of the County’s 18 labor groups, and are underway for the
remaining groups. These new tiers are expected to achieve savings over time.
(see Budget Message - Pension Benefits).
To further assist with long-term financial planning, the Board of Supervisors has adopted a
comprehensive set of financial management policies to provide for: (1) the adoption and
maintenance of an annual balanced budget; (2) the annual adoption of a policy for the prudent
investment of County funds; (3) establishment and maintenance of a General Fund reserve; (4)
establishment of parameters for issuing and managing debt; and (5) establishment of a
Workers' Compensation confidence level.
Each of the financial management policies is described below and available by contacting the
County Administrator's Office at (925) 335-1023 and on the County's website under Financial
Information at:http://ca-contracostacounty.civicplus.com.
Overview
County of Contra Costa FY 2015-2016 Recommended Budget 13
Budget Policy In November of 2006 the Board of Supervisors established a County 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:
x 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);
x Preparation of multi-year (3-5 year) financial projections as part of the annual
budget planning process;
x Mid-year updates on budget status by department, with corrective actions
presented to the Board within 30 days for any cost centers over budget;
x 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
was on December 9, 2014.
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, 2014. 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
Overview
14 County of Contra Costa FY 2015-2016 Recommended Budget
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. The County's audited
financial report for fiscal year 2013-2014 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 31, 2015 to reflect updated post-issuance
compliance requirements for private placement/direct loans. 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, Director/Conservation and Development Department and the County Finance
Director) that establishes the viability of any proposed debt-financing, monitors and evaluates
the County's performance against various debt ratio benchmarks, and annually prepares a
comprehensive debt capacity report for the County Administrator. The Debt Affordability
Advisory Committee monitors specific statistical measures and compares them to those of other
counties, rating agency standards, and the County's historical ratios. The most recent Debt
Report was issued by the Debt Affordability Advisory Committee on March 25, 2015. Current
debt position information is located in on page 435 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 2013-14 and was in excess of 86%. 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.
Overview
County of Contra Costa FY 2015-2016 Recommended Budget 15
BUDGET PROCESS
The County budget process is a continuous cycle of developing, monitoring and planning, with
specific steps each year to achieve adoption of the Final Budget.
The County's fiscal year spans from July 1 to June 30; however, the budget development
process begins as early as December with the Board of Supervisors setting a Preliminary
Budget Schedule for preparation of the ensuing budget. The County Administrator presents the
Board, Department Heads and the public with an analysis of key issues and budget projections
in January; followed by budget instructions, which include direction for departments to work with
their respective advisory committees and community-based organizations; departmental budget
submissions; meetings with Departments in February and March; and presentation of the State
Controller’s Office required Recommended Budget Schedules for Board consideration in April.
Absent the adoption of the County’s Recommended Budget by June 30, the State Controller’s
Office Recommended Budget Schedules are passed into the new fiscal year as the spending
authority until a Final Budget is adopted. Unlike the State Controller’s Office Recommended
and Final Budget schedules, which are solely publications of financial State Schedules required
by State Statutes collectively referred to as the County Budget Act, the County Recommended
Budget includes detailed information and narrative regarding the County, including its current
and projected financial situation; the programs/services and administrative/program goals of
individual Departments; and the County Administrator's budgetary recommendations for the
upcoming budget year.
After public hearings and budget deliberations, the Board adopts the Recommended Budget no
later May 31 (pursuant to the Budget Policy). After the State budget is passed (legally due by
June 15) and County fiscal year-end closing activities are completed in August, a Final Budget
Overview
16 County of Contra Costa FY 2015-2016 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 2015-2016 Budget Development Calendar
2015 Dates Key Budget Meetings/Activities/Deliverables
December 16,
2014 Board of Supervisors set Budget Schedule (Board Chambers*)
January 12 Budget preparation instructions to Departments
January 12 –
February 13
Department staff discuss budgets with respective advisory committees and
solicit written suggestions (as necessary/appropriate)
Department fiscal staff meet with CAO analysts (as necessary/appropriate)
January 15 Personnel position count, salary and benefits cost projections due from
Departments
January 21 - 23 Budget system training sessions for Departmental fiscal staff
January 27 Board of Supervisor's retreat (Board Chambers*): Budget & Key Issues
analysis and budget projections for 2015-16 and beyond
January 30 Department Head meeting discussing 2015-16 budget preparation
February 13 Baseline Budgets due from Departments
February 25 Venture Capital Project Requests (optional) due from Departments
February 25 Program/Recommended Budget Narrative and Administrative and Program
Goals due from Departments
March 10 Mid-Year Current Budget Status and Baseline Budget Report presentation
(Board Chambers*)
April 7 Public Notice of Hearing
Recommended Budget to Board of Supervisors and posted on County website
April 21 State Controller’s Office Recommended Budget Adopted by Board of
Supervisors (Board Chambers*)
April 21 Budget Hearings on County Recommended Budget (Board Chambers*)
May 7 Budget Adoption Board Order to Board of Supervisors
May 12 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
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
Overview
County of Contra Costa FY 2015-2016 Recommended Budget 17
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 2015-2016 Recommended Budget
General Government
County of Contra Costa
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Functional Group Summary
General Government
County of Contra Costa FY 2015-2016 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, Capital Improvement,
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 $384.9 million in General Purpose
Revenue.
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 114,653,575 136,428,264 137,680,581 137,945,781 265,200
Services and Supplies 116,385,112 152,081,832 145,526,981 145,520,731 (6,250)
Other Charges 52,526,747 43,234,625 39,697,255 39,697,255 0
Fixed Assets 2,248,607 18,839,893 10,298,707 15,298,707 5,000,000
Expenditure Transfers (77,127,192) (82,027,849) (85,651,105) (85,816,305) (165,200)
TOTAL EXPENDITURES 208,686,849 272,612,418 255,224,374 260,318,124 5,093,750
REVENUE
Other Local Revenue 493,679,674 499,681,953 527,590,996 527,690,996 100,000
Federal Assistance 8,605,395 11,664,692 12,860,198 12,860,198 0
State Assistance 4,888,050 4,421,110 4,478,684 4,478,684 0
GROSS REVENUE 507,173,119 515,767,755 544,929,878 545,029,878 100,000
NET COUNTY COST (NCC) (298,486,270) (243,155,337) (289,705,504) (284,711,754) 4,993,750
Allocated Positions (FTE) 1,046 1,066 1,062 1,066 4
FINANCIAL INDICATORS
Salaries as % of Total Exp 40% 38% 40% 40%
% Change in Total Exp 31% (6%) 2%
% Change in Total Rev 2% 6% 0%
% Change in NCC (19%) 19% (2%)
COMPENSATION INFORMATION
Permanent Salaries 60,349,284 73,262,347 76,844,836 76,994,176 149,340
Temporary Salaries 3,319,765 2,119,035 1,903,844 1,903,844 0
Permanent Overtime 1,239,846 731,177 853,106 853,106 0
Deferred Comp 536,695 881,364 969,384 970,384 1,000
Comp & SDI Recoveries (352,967) (242,724) (287,823) (287,823) 0
FICA/Medicare 4,674,549 5,480,547 5,743,524 5,761,367 17,843
Ret Exp-Pre 97 Retirees 259,708 272,448 307,446 300,642 (6,804)
Retirement Expense 22,958,339 29,093,564 25,902,363 25,965,350 62,987
Excess Retirement 17,852 0 0 0 0
Employee Group Insurance 9,274,324 11,622,532 11,565,261 11,599,176 33,915
Retiree Health Insurance 6,916,182 7,235,145 6,859,294 6,859,294 0
OPEB Pre-Pay 3,248,244 3,248,245 3,880,529 3,880,529 0
Unemployment Insurance 238,696 219,545 231,193 231,586 393
Workers Comp Insurance 2,122,174 2,505,039 2,907,623 2,914,149 6,526
Labor Received/Provided (149,115) 0 1 1 0
Functional Group Summary
General Government
20 County of Contra Costa FY 2015-2016 Recommended Budget
FY 2015-16
Recommended General Fund Expenditures
General
Government,
$260,318,124,
18%
Law & Justice,
$387,685,919,
27%
Health & Human
Services,
$775,001,320,
55%
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%
Chad Godoy, Agriculture Commissioner Agriculture
Director of Weights and Measures General Government
County of Contra Costa FY 2015-2016 Recommended Budget 21
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 4,070,479 4,672,618 4,837,084 4,837,084 0
Services and Supplies 734,294 613,628 658,083 658,083 0
Fixed Assets 37,353 0 0 0 0
Expenditure Transfers 409,657 375,100 455,804 455,804 0
TOTAL EXPENDITURES 5,251,783 5,661,346 5,950,971 5,950,971 0
REVENUE
Other Local Revenue 897,610 1,168,484 1,036,535 1,036,535 0
State Assistance 2,597,179 2,492,862 2,664,436 2,664,436 0
GROSS REVENUE 3,494,789 3,661,346 3,700,971 3,700,971 0
NET COUNTY COST (NCC) 1,756,994 2,000,000 2,250,000 2,250,000 0
Allocated Positions (FTE) 48 48 46 46 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 84% 88% 88% 88%
% Change in Total Exp 8% 5% 0%
% Change in Total Rev 5% 1% 0%
% Change in NCC 14% 12% 0%
COMPENSATION INFORMATION
Permanent Salaries 2,274,042 2,811,545 2,887,171 2,887,171 0
Temporary Salaries 174,781 31,000 31,000 31,000 0
Permanent Overtime 22,149 0 0 0 0
Deferred Comp 16,680 22,080 23,880 23,880 0
Comp & SDI Recoveries (26,088) 0 0 0 0
FICA/Medicare 182,804 212,572 222,767 222,767 0
Ret Exp-Pre 97 Retirees 7,906 9,350 9,350 9,350 0
Retirement Expense 711,171 856,007 778,173 778,173 0
Employee Group Insurance 266,519 267,655 449,076 449,076 0
Retiree Health Insurance 211,309 204,979 210,341 210,341 0
OPEB Pre-Pay 104,588 104,588 104,588 104,588 0
Unemployment Insurance 9,222 8,924 8,812 8,812 0
Workers Comp Insurance 115,395 143,918 111,926 111,926 0
Department Description
The preceding table represents information in
aggregate format summarizing expenditures,
revenues and net County costs for five
organizational units administered by the
Agriculture/Weights and Measures Department.
Included are data for the following cost centers:
3300 – Agriculture/Weights & Measures Admin
3305 – Agriculture Division
3311 – Agriculture Division (Pest Management)
3315 – Weights & Measures
3320 – Cooperative Extension
Agriculture
General Government
22 County of Contra Costa FY 2015-2016 Recommended Budget
Major Department Responsibilities
The Agriculture/Weights and Measures
Department promotes and protects the County’s
agricultural interests while protecting the public
health and environment; protects the public
interest in the commercial exchange of goods
where value is determined by weights and
measures; provides education to the public and
targeted clientele, including other County
departments, in commercial agriculture, urban
horticulture, youth development, nutrition, and a
variety of natural resources topics including
rangeland 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: $1,374,178
Financing: 0
Net County Cost: 1,374,178
Funding Sources:
General Fund 100.0% 1,374,178
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 integrated pest
management practices.
Agricultural Division Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $3,234,093
Financing: 2,833,928
Net County Cost: 400,165
Funding Sources:
State 81.7% $2,641,966
Fees 4.2% 134,383
Interfund Revenue 0.8% 27,046
Other 0.8% 26,683
Forfeitures/Penalties 0.1% 3,850
General Fund 12.4% 400,165
FTE: 32.0
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: $1,148,421
Financing: 867,043
Net County Cost: 281,378
Funding Sources:
State 2.0% $22,470
Fees 68.1% 782,626
Forfeitures/Penalties 5.4% 61,947
General Fund 24.5% 281,378
FTE: 9.0
Agriculture
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 23
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: $194,279
Financing: 0
Net County Cost: 194,279
Funding Sources:
General Fund 100.0% 194,279
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). The revenue
from these sources varies from year to year. As
a precaution, and in order to prevent layoffs, the
Department of Agriculture has held 1.5 positions
vacant, resulting in $85,484 potential savings in
salaries and benefits. The Department will
continue this practice until the revenue streams
stabilize.
The FY 2015-16 Recommended Budget for the
Department of Agriculture is balanced while
maintaining current service levels. Any
additional reductions may limit the department’s
application for unclaimed gas tax revenue in
jeopardy. California Food and Agricultural Code
(FAC) Section 224 (g) states that counties must
maintain a certain level of County General Fund
support or risk the loss of unclaimed gas tax
revenue.
Performance Measurement
The Canine Program continues to be a
success. The two teams continue to work
regionally in 12 Greater Bay Area counties
and alerted on a total of 3,503 parcels at
USPS, FedEx, and UPS. A total of 197
unmarked packages of Agricultural
commodities were intercepted. Within these
parcels, 23 pests were discovered to contain
serious exotic pests. The Canine Program
continues to work in two U.S. Post Office
facilities where they have successfully
intercepted packages that would have
severe economic impact to California
agriculture. Of the 2 most notable, one
package had an insect plus a bacterium that
could wipe out California’s Citrus industry,
while another had numerous insects that
could severely impair California’s nut crop
industry.
No new infestation sites of the A-rated pest,
Japanese Dodder, were found in 2013. All
49 historically infested sites were monitored
and found clean of this pest. Total county-
wide eradication of this serious pest is near.
The Glassy-Winged Sharpshooter / Pierce’s
Disease Control Program continues to be a
very successful program in Contra Costa
County. With the eradication of the
Agriculture
General Government
24 County of Contra Costa FY 2015-2016 Recommended Budget
sharpshooter in 2003 and the prevention of
any new infestations to date, we have
greatly benefited the agriculture and
horticultural communities. Though there
was some reduction in this state contract
increased efficiencies in our program have
resulted in retaining the effectiveness of the
program.
The pest management program surveyed
and/or treated 895 historically invasive
noxious weed infested sites for the 18 target
species of the program.
The countywide pest detection program
found 3 male Guava Fruit Flies which have a
large list of fruits that it will infest. Due to
rapid response by county and State officials,
no new flies have been found and we are
months away from being declared
eradicated. Our department places and
services 16 different types of exotic insect
traps with a total of 5,437 individual traps.
Several neighboring Bay Area counties had
infestations that resulted in eradication
projects; our lack of infestations is
attributable to the efforts of our diligent
inspectors and canine teams.
The pest detection program continues to
trap for the Asian Citrus Psyllid (ACP) and
European Grape Vine Moth (EGVM)
Currently, ACP is infesting much of
Southern California and has recently been
found in to two neighboring counties. EGVM
has been successfully eradicated from
several counties. Only a core infestation
remains in Napa County. There have been
no EGVM or ACP found in Contra Costa
County.
Although Contra Costa county is generally
infested with the plant pathogen responsible
for Sudden Oak Death (Phytopthora
ramorum), our program, after intensive
sampling, found all shipping nurseries in
compliance and completely free of this
pathogen. Our inspections allow these
nurseries to ship to un-infested areas within
California and other States and Countries.
Our pesticide use enforcement program
involves inspections of operations by
growers, pest control operators, agencies
and others that use and store pesticides.
The program involved 505 inspections and
15 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 913
individuals through 39 training sessions,
some of which were given in Spanish.
The Weights & Measures Division filed 32
administrative actions in the past year.
These actions serve to protect consumers in
the county. We also had two cases with our
district attorney which settled for $2.66
Million and a joint case with San Francisco
for $4.1 Million. Additionally, we received
$28,051 in investigative cost recovery for
work performed by our department. These
actions underscore the importance of our
Weights and Measures Program.
Under the leadership of Janet Caprile,
Cooperative Extension Farm Advisor,
Cooperative Extension (CE) spearheaded
an aggressive Cherry Buckskin Disease
eradication effort, surveyed over 600 acres
and found only two infected trees and no
new sites this year. CE also developed a
comprehensive management program for
controlling another new cherry pest, the
Spotted Wing Drosophila, and successfully
educated local farmers on implementation,
preventing millions of dollars in loss to our
Contra Costa cherry industry. The Farm
Advisor continues to serve as a local
resource to help farmers adapt to changing
conditions and pests using sound science,
through direct consultations, field
demonstrations, research, meetings,
newsletters, websites, emails, publications
and other methods. Cherries are a $2.6
million crop in Contra Costa.
Under the Nutrition Program, 3,618 low-
income students received an average of 6
hours of nutrition education. In addition,
1,601 CalFresh eligible adults learned how
to stretch their food dollars to purchase
healthy foods and 312 low-income families
with children graduated from an eight-week
nutrition series. Evaluations showed that
80% of graduates improved one or more
nutrition practices. A national study reported
Agriculture
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 25
that for every dollar spent on this program,
$3 - $17 dollars is saved in healthcare costs
attributable to good nutrition and physical
activity practices.
Trained/managed 230 Master Gardener
volunteers who contributed 17,300 hours
(valued by the Independent Sector at
$428,200) educating local residents on a
wide range of topics that promote healthy
and sustainable homes and communities:
proper plant problem diagnosis; safe pest
management techniques that minimize
pesticide use; water conservation and
drought tolerant landscaping; composting
and green waste reduction; and home food
production that promotes food security and
healthy eating.
Trained and managed 162 4-H volunteers
who contributed an estimated 12,150 hours
(valued by the Independent Sector at
$230,031) helping to deliver the 4-H
program. Engaged/enrolled 460 youth in the
yearlong 4-H program. Participating 4-H
youth were 1.6 times more likely to report
better grades (B or better), 1.8 times more
likely to go to college, 3 times more likely to
contribute to their communities and 4-H girls
were 2 times more likely to have plans to
pursue science careers vs. non 4-H girls;
Engaged/educated future farmers and
consumers on the importance of agriculture
and where food comes from. For example,
at the annual Contra Costa County fair,
various 4-H educational presentations and
exhibits reached an estimated 19,571
individuals.
Under the new urban Integrated Pest
Management (IPM) program, led by UC
Cooperative Extension Urban IPM Advisor
Andrew Sutherland, trained approximately
2,239 structural pest control operators,
landscape managers, pest control advisers,
urban agriculture practitioners, municipal
staff, UC Master Gardeners and the general
public with regards to specific IPM strategies
and tactics, invasive pest species
awareness and preparation and urban
surface water concerns related to pest
management. In some cases, pre-post
testing revealed significant specific changes
in knowledge.
Administrative and Program Goals
Enforce regulations preventing the
movement of the Light Brown Apple Moth
(LBAM) to new locations in the county and
state.
Ensure that exotic insect trapping
procedures are followed as defined in
contract agreements with California
Department of Food and Agriculture
(CDFA.)
Develop staff in the areas of Heavy Capacity
and Industrial Scales Inspection and in the
area of Administrative Enforcement Actions
in light of recent retirements of senior staff.
Continue emphasis on price verification.
Improve farming efficiencies by educating
farmers on how to reduce costs and improve
operations.
Keep property values high by helping
residents sustain landscaping during
drought while minimizing landscape water
use.
Eliminate fines that municipalities, including
the County, pay due to home garden
pesticide run-off.
Increase the number of youth prepared to
enter science careers by gaining leadership
skills.
Improve the dietary habits, nutritional
understanding and food security of low-
income residents.
Help residents better manage financial
resources.
Agriculture
General Government
26 County of Contra Costa FY 2015-2016 Recommended Budget
Assessor
Gus Kramer, Assessor General Government
County of Contra Costa FY 2015-2016 Recommended Budget 27
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 12,139,803 14,358,415 15,323,276 15,323,276 0
Services and Supplies 3,200,745 2,159,557 2,192,589 2,192,589 0
Other Charges 0 4,900 4,900 4,900 0
Fixed Assets 0 10,000 10,000 10,000 0
Expenditure Transfers (187,766) (250,822) (248,581) (248,581) 0
TOTAL EXPENDITURES 15,152,783 16,282,050 17,282,184 17,282,184 0
REVENUE
Other Local Revenue 1,226,029 1,532,050 1,532,184 1,532,184 0
GROSS REVENUE 1,226,029 1,532,050 1,532,184 1,532,184 0
NET COUNTY COST (NCC) 13,926,754 14,750,000 15,750,000 15,750,000 0
Allocated Positions (FTE) 122 122 122 122 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 79% 87% 87% 87%
% Change in Total Exp 7% 6% 0%
% Change in Total Rev 25% 0% 0%
% Change in NCC 6% 7% 0%
COMPENSATION INFORMATION
Permanent Salaries 6,012,892 7,551,360 8,579,527 8,579,527 0
Temporary Salaries 626,017 142,259 142,259 142,259 0
Permanent Overtime 697 15,000 15,000 15,000 0
Deferred Comp 26,275 85,020 75,000 75,000 0
Comp & SDI Recoveries (15,523) (9,120) (9,120) (9,120) 0
FICA/Medicare 478,993 568,596 643,954 643,954 0
Ret Exp-Pre 97 Retirees 26,378 41,027 41,027 41,027 0
Retirement Expense 2,366,395 3,028,073 2,911,793 2,911,793 0
Employee Group Insurance 966,532 1,252,416 1,401,876 1,401,876 0
Retiree Health Insurance 962,848 955,328 942,610 942,610 0
OPEB Pre-Pay 436,063 436,063 436,063 436,063 0
Unemployment Insurance 24,234 22,567 25,696 25,696 0
Workers Comp Insurance 228,003 269,826 117,591 117,591 0
Department Description
This table represents information in aggregate
format summarizing expenditures, revenues
and net County costs for four budget units.
Included is data for the following budgets:
Appraisal, Business, Support Services, and
Administrative Services.
Assessor
General Government
28 County of Contra Costa FY 2015-2016 Recommended Budget
Major Department Responsibilities
The Assessor’s Office is responsible for
discovering and assessing all property within
the County; producing and delivering an
assessment roll by July 1 of each year; valuing
all real property; auditing all entities doing
business in the County and valuing all taxable
personal property; establishing and
maintaining a set of 11,000 maps for
assessment purposes, delineating every
parcel of land in the County; and providing
public information to assist taxpayers with
questions about property ownership and
assessment.
Appraisal
Description:Ensure that all secured real and
personal property within the county has been
accurately valued and entered on the regular
and supplemental assessment rolls.
Appraisal Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $7,250,845
Financing: 730,113
Net County Cost: 6,520,732
Funding Sources:
Transfers 1.4% $101,918
Fees 4.5% 328,895
Prop. Tax Admin. 4.1% 299,300
General Fund 90.0% 6,520,732
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: $2,030,654
Financing: 213,692
Net County Cost: 1,816,962
Funding Sources:
Transfers 1.5% $29,830
Fees 4.7% 96,262
Prop. Tax Admin. 4.3% 87,600
General Fund 89.5% 1,816,962
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: $6,810,337
Financing: 694,499
Net County Cost: 6,115,838
Funding Sources:
Transfers 1.4% $96,947
Fees 4.6% 312,852
Prop. Tax Admin. 4.2% 284,700
General Fund 89.8% 6115,838
FTE: 56.0
Assessor
General Government
County of Contra Costa FY 2015-2016 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: $1,438,929
Financing: 142,461
Net County Cost: 1,296,468
Funding Sources:
Transfers 1.4% $19,886
Fees 4.5% 64,175
Prop. Tax Admin. 4.1% 58,400
General Fund 90.0% 1,296,468
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: $3,052,351
Financing: 0
Net Fund Cost: 3,052,351
Funding Sources:
Fund Balance 100.0% $3,052,351
Fund: 115100
CAO’s Recommendation
The baseline net County cost reflects a
$1,000,000 increase from the fiscal year 2014-
15 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 25 vacant positions
out of 122 authorized positions, which
represents a 21% 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.
The Assessor’s Office will continue to work
with the Human Resources Department to
recruit aggressively in order to maximize
staffing within authorized levels.
Performance Measurement
x The Department recruited aggressively and
filled appraisal and clerical vacant positions
in order to maintain sufficient staffing levels
to perform all of the mandated functions of
the Assessor’s Office.
x Trained Standards Division appraisal staff
on policies and procedures regarding
changes in ownership and the proper
application of property tax exemptions and
exclusions. Staff was also trained on the
preparation of internal reports and State
Board of Equalization mandated reports.
x In 2014, despite extremely low staffing
levels, the Assessor’s Office managed to
meet the statutory program obligations and
delivered a timely assessment roll.
x Reduced the backlog of Proposition 58
(Reassessment exclusion for Parent-Child
Ownership Transfers) claims under review.
x Created an interface program bridging the
statewide business property statement filing
system with the Assessor’s Office
Assessor
General Government
30 County of Contra Costa FY 2015-2016 Recommended Budget
unsecured database. This program
increased the accuracy of assessments, cut
processing time from hours to minutes,
decreased the number of temporary staff
during the busy filing season, saved printing
time and keystrokes, and generated work
paper packages that combined data used for
annual assessment and future audits of
businesses.
Administrative and Program Goals
x 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.
x Eliminate mailing of 90% of the hard copy
Form 571-L Statements and instead send
out a one page letter to taxpayers with
instructions to use the e-filing system.
x Implement a new program to review
businesses that have not filed business
property statements for three years or more.
Auditor-Appraisers will analyze businesses
and recommend audits if necessary.
x Provide training to auditor-appraisers to
maximize work efficiency and accuracy in
accordance with rules and procedures.
x Create and add more State Board of
Equalization assessed parcels into the Land
Information System (LIS) and Geographic
Information System (GIS)
Auditor-Controller
Robert R. Campbell, Auditor-Controller General Government
County of Contra Costa FY 2015-2016 Recommended Budget 31
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 6,230,491 7,414,082 7,350,680 7,350,680 0
Services and Supplies 1,526,682 1,988,321 1,875,775 1,875,775 0
Other Charges 130,019 0 0 0 0
Expenditure Transfers (834,101) (446,289) (443,716) (443,716) 0
TOTAL EXPENDITURES 7,053,091 8,956,114 8,782,739 8,782,739 0
REVENUE
Other Local Revenue 5,739,954 5,373,614 5,282,739 5,282,739 0
GROSS REVENUE 5,739,954 5,373,614 5,282,739 5,282,739 0
NET COUNTY COST (NCC) 1,313,137 3,582,500 3,500,000 3,500,000 0
Allocated Positions (FTE) 56 56 56 56 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 79% 79% 80% 80%
% Change in Total Exp 27% (2%) 0%
% Change in Total Rev (6%) (2%) 0%
% Change in NCC 173% (2%) 0%
COMPENSATION INFORMATION
Permanent Salaries 3,347,431 3,972,476 4,170,613 4,170,613 0
Temporary Salaries 77,293 125,000 125,000 125,000 0
Permanent Overtime 57,855 0 0 0 0
Deferred Comp 45,705 61,440 70,680 70,680 0
Comp & SDI Recoveries (5,543) (5,000) (5,000) (5,000) 0
FICA/Medicare 254,791 299,819 311,685 311,685 0
Ret Exp-Pre 97 Retirees 14,496 19,616 19,616 19,616 0
Retirement Expense 1,302,409 1,601,381 1,437,441 1,437,441 0
Employee Group Insurance 494,335 694,861 617,727 617,727 0
Retiree Health Insurance 362,732 357,521 326,092 326,092 0
OPEB Pre-Pay 232,184 232,184 232,184 232,184 0
Unemployment Insurance 12,576 11,917 12,501 12,501 0
Workers Comp Insurance 34,225 42,867 32,141 32,141 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
32 County of Contra Costa FY 2015-2016 Recommended Budget
Major Department Responsibilities
The Auditor-Controller is the Chief Accounting
Officer for the county. The mandate is to ensure
the required Auditor-Controller functions
specified in the California Constitution, under
various California codes, and by the Board of
Supervisors are performed. The duties are
performed under the legal authority primarily set
forth in the Government Code beginning with
Sections 26880 and 26900. The Office of the
Auditor-Controller’s primary mission is to ensure
the fiscal integrity of the county’s financial
records and to provide service, assistance and
information to the public, Board of Supervisors,
County Administrator’s Office, county
departments and employees, special districts,
and some regional non-county agencies.
Property Tax / 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 the
issuance and administration of the Tax and
Revenue Anticipation Notes and other bond
programs.
To assist in preparing the budget documents for
the county and special districts, including
monitoring expenditures for budget compliance.
To prepare the countywide Cost Allocation Plan.
To prepare the State Controller and other
governmental fiscal reports.
Property Tax/Special Accounting Summary
Level of Discretion: Mandatory
Level of Service: Discretionary
Expenditures: $1,916,524
Financing: 1,908,928
Net County Cost: 7,596
Funding Sources:
Fees 98.6% $1,890,511
Transfers 1.0% 18,417
General Fund 0.4% 7,596
FTE: 11.5
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: $2,917,006
Financing: 1,804,986
Net County Cost: 1,112,020
Funding Sources:
Fees 49.5% $1,443,280
Transfers 12.4% 361,706
General Fund 38.1% 1,112,020
FTE: 23.0
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 2015-2016 Recommended Budget 33
General Accounting Summary
Level of Discretion: Mandatory
Level of Service: Discretionary
Expenditures: $1,193,552
Financing: 881,351
Net County Cost: 312,201
Funding Sources:
Fees 70.3% $839,163
Transfers 3.5% 42,188
General Fund 26.2% 312,201
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: $813,887
Financing: 485,467
Net County Cost: 328,420
Funding Sources:
Fees 57.2% $465,498
Transfers 2.4% 19,969
General Fund 40.4% 328,420
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: $2,385,486
Financing: 645,723
Net County Cost: 1,739,763
Funding Sources:
Fees 26.2% $624,287
Other Funds 0.8% 20,000
Transfers 0.1% 1,436
General Fund 72.9% 1,739,763
FTE: 8.5
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: 0.0
Auditor-Controller
General Government
34 County of Contra Costa FY 2015-2016 Recommended Budget
CAO’s Recommendation
Baseline Budget
The baseline net County cost reflects a $82,500
decrease from the fiscal year 2014-15 Adjusted
Budget.
Salary and benefit cost estimates have
decreased by $63,402 due to reduced employee
group insurance and retirement expenses.
Baseline costs for services and supplies reflect a
reduction of $112,546, which will offset the
anticipated $90,875 decrease in revenues and
$2,573 decrease in expenditure transfers.
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 and maintain present staffing
levels in fiscal year 2015-16.
Performance Measurement
Complete the implementation of the ADP
Electronic Timekeeping System countywide.
The implementation of ADP was not completed
and it may be necessary to conduct a fit/gap
analysis and upgrade of the County’s
Payroll/Human Resources System to complete.
Complexity of County’s pay rules, federal
standards, multiple bargaining units, variety of
schedules, and System limitations have delayed
implementation.
Review independent districts for compliance
with legal and county requirements and
develop internal procedures that provide
guidance for ensuring that all requirements
are met.
The Auditor-Controller’s Office developed an
accounting procedure that will be used to
properly report CCCERA as a new independent
district for the FY 2014-15 CAFR.
In addition, the department worked closely with
the Treasurer’s Office to document the
“Reclamation District” registered warrants that
resulted in a written control procedure to ensure
that the redemption of the district warrants does
not create cash deficits.
And finally, the department added a cash
monitoring procedure to check for sufficient
funds and to strengthen disbursement control
procedures for independent districts that hold
cash in the County Treasury.
Coordinate the relocation of staff to another
county building during Finance building
repairs.
The relocation of department staff to another
county building was unnecessary due to the
scope change of the Finance Building repairs.
Continue to work on completing the Disaster
Recovery Plan for the Office of the Auditor-
Controller.
The Auditor-Controller’s Office installed one new
server that will provide for faster recovery and
minimize downtime in the event of a disaster.
Implement new accounting standards, legal,
and county mandates timely and accurately.
The department provided departments with
information regarding SB 90 program
information, parameters, and guidelines
regarding claims available for filing with the
State Controller’s Office.
The department also developed an accounting
procedure to implement Section III (4), General
Fund Loans of Administrative Bulletin # 526-
Real estate Asset Management Plan (RAMP)
policy. This unique procedure was vetted
internally by all divisions within the Auditor-
Controller’s Office and confirmed to be an
administratively viable means of budgeting and
accounting for repayments to the General Fund
Reserve for money advanced to departments
under the RAMP program.
Administrative and Program Goals
Conduct a Fit/Gap Analysis of the Human
Resources/ Payroll System to prepare for
System upgrades.
Auditor-Controller
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 35
Eliminate keypunching to reduce errors,
increase efficiency, and reduce cost. Provider is
costly and is a sole source vendor since
keypunch services no longer exist.
Automate manual review and edits done for
each payroll processing to increase efficiency
and better utilize staff resources.
Redesign the department’s webpage on the
County’s website to be more user friendly and
provide more value to our external customers.
Develop written materials and provide training
on a variety of accounting and auditing issues
such as the year-end process, single audit, and
procurement card usage.
Auditor-Controller
General Government
36 County of Contra Costa FY 2015-2016 Recommended Budget
Board of Supervisors
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 37
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 3,888,382 4,106,977 3,984,480 3,984,480 0
Services and Supplies 1,693,441 4,034,887 2,252,149 2,252,149 0
Other Charges 42,000 200 200 200 0
Fixed Assets 10,260 0 0 0 0
Expenditure Transfers 257,659 69,750 69,750 69,750 0
TOTAL EXPENDITURES 5,891,741 8,211,814 6,306,579 6,306,579 0
REVENUE
Other Local Revenue 378,508 363,579 363,579 363,579 0
GROSS REVENUE 378,508 363,579 363,579 363,579 0
NET COUNTY COST (NCC) 5,513,233 7,848,235 5,943,000 5,943,000 0
Allocated Positions (FTE) 31 31 31 31 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 69% 50% 64% 64%
% Change in Total Exp 39% (23%) 0%
% Change in Total Rev (4%) 0% 0%
% Change in NCC 42% (24%) 0%
COMPENSATION INFORMATION
Permanent Salaries 2,234,558 2,270,862 2,291,313 2,291,313 0
Temporary Salaries 35,608 67,000 97,000 97,000 0
Deferred Comp 92,678 100,980 103,560 103,560 0
FICA/Medicare 169,388 175,850 180,561 180,561 0
Ret Exp-Pre 97 Retirees 9,691 12,867 12,867 12,867 0
Retirement Expense 857,164 936,807 806,511 806,511 0
Employee Group Insurance 323,485 360,919 293,620 293,620 0
Retiree Health Insurance 89,762 90,477 84,489 84,489 0
OPEB Pre-Pay 56,268 56,268 56,268 56,268 0
Unemployment Insurance 6,460 6,854 7,167 7,167 0
Workers Comp Insurance 13,319 28,092 51,123 51,123 0
Department Description
The preceding table represents information in
aggregate format summarizing expenditures,
revenues, and net County costs for ten budget
units. Included is data for the following budgets:
Board Administration, District I Operations,
District II Operations, District III Operations,
District IV Operations, District V Operations,
twelve 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 2015-2016 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.
This budget unit includes administrative, staffing
and operational expenses of the Board of
Supervisors District Offices. Salary and benefit
costs for each district office include five full-time
equivalent staff positions and one board
member position, with the exception of the
District V Office, which has six full-time
equivalent staff positions.
Legislative and Policy Direction Summary
Level of Discretion: Mandatory
Level of Service: Discretionary
Expenditures: $6,120,579
Financing: 213,579
Net County Cost: 5,907,000
Funding Sources:
Property Tax Admin 1.8% $108,579
Transfers 1.7% 105,000
General Fund 96.5% 5,907,000
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 twelve Municipal Advisory Councils
(MAC) will be appropriated $3,000 for FY 2015-
16. 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: Mandatory
Level of Service: Discretionary
Expenditures: $36,000
Financing: 0
Net County Cost: 36,000
Funding Sources:
General Fund 100.0% $36,000
FTE: 0.0
Board of Supervisors
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 39
Board Mitigation Programs
Description:Provide funding from solid waste
transfer facility host community mitigation fees
from the West Contra Costa Sanitary Landfill
Inc. for the benefit of the incorporated and
unincorporated North Richmond area. Funding
is currently used to support a resident deputy in
North Richmond.
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
Board Mitigation Program
(Non-General Fund)
Description:Provide funding for programs
through the North Richmond Waste & Recovery
Mitigation Program, which has been established
to mitigate the impacts of illegally dumped waste
and associated impacts in North Richmond and
adjacent areas.
North Richmond Waste & Recovery
Mitigation Fund
Level of Discretion: Discretionary
Level of Service: Discretionary
Expenditures: $550,000
Financing: 550,000
Net County Cost: 0
Funding Sources:
No. Richmond Waste &
Recovery Mitigation 100.0% $550,000
CAO’s Recommendation
This Budget covers the administrative
requirements of the Board’s operations.
Services and Supplies include the costs of
memberships in the California State Association
of Counties (CSAC), Association of Bay Area
Governments (ABAG), Urban County Caucus
(UCC) and National Association of Counties
(NACO). Services and Supplies also include
electronic support of the County Code as well as
funding for the Countywide Single Audit.
The County Administrator is recommending full
funding of the Board of Supervisor’s baseline
budget. The difference in appropriations
between prior year and current year is due to
fund balance in Board Mitigation Programs.
These funds will be added to FY 2015-16 at the
end of the current fiscal year when amounts are
known.
Salary and benefit costs include the additional
$50,900 estimated for the Board of Supervisors
salary adjustment proposed to take effect June
1, 2015. However, overall salary and benefit
projections are $122,497 lower than the FY
2014-15 Adjusted Budget.
As has been budgeted in prior years, an
expenditure transfer of CC Futures monies will
offset costs of $67,500 in the District IV Office.
These funds are from deposits of Transient
Occupancy Tax received from the Renaissance
Club Sport and Embassy Suites properties that
were directed to the CC Futures budget unit.
When these CC Futures monies are depleted,
general purpose revenue will supplant these
funds to maintain staffing parity amongst district
offices.
The projected salary and benefit costs assume
that the District V Office will continue to receive
$100,000 of Keller Canyon Mitigation Funding to
support staffing needs.
Annual allocations of $36,000 will continue to
support the operations of the twelve Municipal
Advisory Councils, which the Board of
Supervisors’ district offices oversee.
Board of Supervisors
General Government
40 County of Contra Costa FY 2015-2016 Recommended Budget
Capital Improvements
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 41
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 802,741 2,538,215 3,538,215 3,538,215 0
Fixed Assets 1,512,948 16,650,387 8,711,785 13,711,785 5,000,000
Expenditure Transfers (742,158) (660,452) (660,452) (660,452) 0
TOTAL EXPENDITURES 1,573,531 18,528,150 11,589,548 16,589,548 5,000,000
REVENUE
Other Local Revenue 10,247,832 89,548 89,548 89,548 0
GROSS REVENUE 10,247,832 89,548 89,548 89,548 0
NET COUNTY COST
(NCC) (8,674,302) 18,438,602 11,500,000 16,500,000 5,000,000
FINANCIAL INDICATORS
% Change in Total Exp 1,077% (37%) 43%
% Change in Total Rev (99%) 0% 0%
% Change in NCC (313%) (38%) 43%
Department Description
The preceding table represents information in
aggregate format summarizing expenditures,
revenues, and net County costs for the following
three budget units within the County general
fund:
0080 – Minor non-Capital Improvement
0085 – Facilities Lifecycle Investment Program
0111 – Capital Projects
Minor non-Capital Improvement
Description: Conduct various minor repairs
and improvements to County facilities using in-
house staff, consultants, and contractors.
Minor non-Capital Improvement Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,500,000
Financing: 0
Net County Cost: 1,500,000
Funding Sources:
General Fund 100.0% $1,500,000
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.
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
Capital Improvements
General Government
42 County of Contra Costa FY 2015-2016 Recommended Budget
Plant Acquisition
Description:Plan, design and construct
various repair, improvement, and construction
projects for County facilities using in-house staff,
consultants, and contractors.
Plant Acquisition Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $5,000,000
Financing: 0
Net County Cost: 5,000,000
Funding Sources:
General Fund 100.0% $5,000,000
CAO’s Recommendation
The fiscal year 2015-16 baseline net County
cost decreased by $6,938,602 due to the
elimination of restricted prior year fund balance
of $2,800,299 for Facilities Lifecycle
Improvement (FLIP) and $5,138,303 for Plant
Acquisition. The recommended budget is $5
million higher than baseline.
The baseline and recommended budgets
include transfers and revenue totaling $750,000
for FLIP projects on a cost-per-foot basis for
future projects.
The recommended budget for Minor Capital
Improvements is a net County cost of
$1,500,000, which is available on an emergency
basis for minor improvements when there is no
other funding available. The recommended
budget for Facilities Lifecycle Improvements is a
net County cost of $10,000,000, which reflects
the amount allocated to deferred facilities
maintenance and capital renewal from the
County’s Tax Losses Reserve.
The recommended budget also includes funding
for the Plant Acquisition cost center. This
allocation of general purpose revenue, in the
amount of $5,000,000, is intended as an on-
going resource for construction and repair of
County facilities. The monies can be used for
capital projects and/or debt service for a future
infrastructure borrowing program.
FY 2015-16
Program Modification List
Order
Reference to
Mand/Disc
List
Program
Name Services FTE Net County
Cost Impact Impact
1 3 Plant
Acquisition Fixed Assets 0.0 $5,000,000 Construction and repair of
County facilities
Total 0.0 $5,000,000
Central Support Services
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 43
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 4,007,679 4,911,503 4,751,596 4,851,596 100,000
Services and Supplies 1,804,788 3,442,353 2,385,617 2,385,617 0
Other Charges 3,992,072 4,392,834 4,926,384 4,926,384 0
Fixed Assets 26,677 85,000 160,000 160,000 0
Expenditure Transfers (245,197) (125,000) (125,000) (125,000) 0
TOTAL EXPENDITURES 9,586,020 12,706,690 12,098,597 12,198,597 100,000
REVENUE
Other Local Revenue 4,659,157 5,806,265 5,697,097 5,797,097 100,000
State Assistance 10,227 14,248 14,248 14,248 0
GROSS REVENUE 4,669,384 5,820,513 5,711,345 5,811,345 100,000
NET COUNTY COST
(NCC) 4,916,636 6,886,177 6,387,252 6,387,252 0
Allocated Positions (FTE) 42 42 42 43 1
FINANCIAL INDICATORS
Salaries as % of Total Exp 41% 38% 39% 39%
% Change in Total Exp 33% (5%) 1%
% Change in Total Rev 25% (2%) 2%
% Change in NCC 40% (7%) 0%
COMPENSATION INFORMATION
Permanent Salaries 2,190,886 2,646,128 2,685,364 2,744,364 59,000
Temporary Salaries 65,199 85,882 71,714 71,714 0
Deferred Comp 28,405 43,860 48,240 49,240 1,000
Comp & SDI Recoveries (71,567) 0 0 0 0
FICA/Medicare 159,315 202,472 205,209 208,509 3,300
Ret Exp-Pre 97 Retirees 9,499 10,557 10,557 10,557 0
Retirement Expense 858,255 1,057,346 898,570 919,570 21,000
Employee Group Insurance 392,238 495,990 454,626 469,626 15,000
Retiree Health Insurance 235,574 234,375 231,409 231,409 0
OPEB Pre-Pay 101,306 101,306 101,306 101,306 0
Unemployment Insurance 8,275 7,936 8,057 8,157 100
Workers Comp Insurance 30,294 25,651 36,544 37,144 600
Department Description
The preceding table represents information in
aggregate format summarizing expenditures,
revenues, and net County costs for six budget
units, including for the following:
Central Support Services
General Government
44 County of Contra Costa FY 2015-2016 Recommended Budget
0002 – Clerk of the Board
0356 – Local Agency Formation Commission
(LAFCO)
0036 – Merit Board
0025 – Management Information Systems
0150 – Insurance/Risk Management
0135 – Economic Promotion
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 $6,500 decrease over the fiscal
year 2014-15 Adjusted Budget. This decrease
is the result of salary and benefit cost ($24,481)
reductions, and increased operating costs
($17,981) needed to maintain information
technology services that support the
department’s automation efforts. The reduction
in salary and benefit costs will require the Clerk
of the Board’s Office to limit the use of
temporary help.
Impact: The recommended net County cost will
provide a minimum level of general fund
resources needed to maintain mandated
services in fiscal year 2015-16.
Clerk of the Board Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,069,500
Financing: 99,500
Net County Cost: 970,000
Funding Sources:
Charges for Svcs 2.2% 23,300
Property Tax Adm 2.0% 22,000
Intergovernmental 5.1% 54,200
General Fund 90.7% 970,000
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: No adjustments were made. The
level of appropriations reflects the anticipated
County’s share of LAFCO activity for fiscal year
2015-16. 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 2015-16. 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 100.0% $195,000
Central Support Services
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 45
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 decreased
by $15.
Impact: The budget was decreased to account
for salary and benefit costs estimated for fiscal
year 2015-16.
Merit Board Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $87,959
Financing: 30,959
Net County Cost: 57,000
Funding Sources:
Charges 35.2% $30,959
General Fund 64.8% 57,000
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 $1,026,058.
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 2014-15.
Management Information System Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $772,000
Financing: 350,000
Net County Cost: 422,000
Funding Sources:
Charges 45.3% $350,000
General Fund 54.7% 422,000
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 $824,382 and revenue decreased by
$109,168. The baseline net County cost
increased by $933,550. The Department has
also requested an additional $100,000 in fiscal
year 2015-16.
Impact: The baseline adjustments reflect the
General Fund subsidy of the County Self-
Insurance Funds for fiscal year 2015-16. The
supplemental request of $100,000 will fund one
Information Systems Specialist I position to
support the Risk Management Training
Program.
Central Support Services
General Government
46 County of Contra Costa FY 2015-2016 Recommended Budget
Risk Management Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $9,794,792
Financing: 5,466,638
Net County Cost: 4,328,154
Funding Sources:
Liability & Benefit
Fees 55.8% $5,466,638
General Fund 44.2% 4,328,154
FTE: 34
Economic Promotion
Description:To promote the arts throughout
the County via support of the Arts Commission
and to support the Northeast Antioch Joint
powers Agreement (JPA).
Adjustment: Increased appropriations of $98
for the Arts Commission for estimated
interdepartmental charges and reduced
appropriations of $400,000 to eliminate prior
year fund balance for the Northeast Antioch
JPA.
Impact: The budget will fund the Arts
Commission and also meet the County’s
obligations under the Reorganization and Tax
Revenue Allocation Agreement and JPA with the
City of Antioch to implement the annexation of
areas located near Northeast Antioch.
Economic Promotion Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $429,346
Financing: 14,248
Net County Cost: 415,098
Funding Sources:
Grants 3.3% $14,248
General Fund 96.7% 415,098
CAO’s Recommendation
The recommended budget for Central Support
Services reflects a net County cost of
$6,387,252. This amount will fund the
aforementioned departments, enabling them to
provide the current level of services into fiscal
year 2015-16. Additionally, appropriations were
added to fund an additional information
technology position in the Risk Management
Department to support the Countywide Training
Program.
FY 2015-16
Program Modification List
Order
Reference to
Mand/Disc
List
Program Name Services FTE Net County
Cost Impact Impact
1 6 Risk
Management
Add one
Information
Systems
Specialist I
position
1.0 $100,000
To reflect the addition of a
position to support the
Countywide Training
Program.
1 6 Risk
Management
Charges to
Internal Service
Fund - Revenue
($100,000)
Recovery of cost of
additional position through
charges to Internal Service
Fund
Total 1.0 0
Joseph E. Canciamilla Clerk-Recorder-Elections
Clerk-Recorder and Registrar of Voters General Government
County of Contra Costa FY 2015-2016 Recommended Budget 47
Clerk-Recorder-Elections Budget Summary
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 6,249,360 7,927,121 7,101,060 7,101,060 0
Services and Supplies 3,649,674 5,686,214 5,132,566 5,132,566 0
Other Charges 600 1,200 1,200 1,200 0
Fixed Assets 213,887 886,797 295,000 295,000 0
Expenditure Transfers (3,408) (3,208) 1,900 1,900 0
TOTAL EXPENDITURES 10,110,113 14,498,124 12,531,726 12,531,726 0
REVENUE
Other Local Revenue 5,736,199 8,703,827 7,531,726 7,531,726 0
GROSS REVENUE 5,736,199 8,703,827 7,531,726 7,531,726 0
NET COUNTY COST (NCC) 4,373,915 5,794,297 5,000,000 5,000,000 0
Allocated Positions (FTE) 70 72 71 71 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 62% 55% 57% 57%
% Change in Total Exp 43% (14%) 0%
% Change in Total Rev 52% (13%) 0%
% Change in NCC 32% (14%) 0%
COMPENSATION INFORMATION
Permanent Salaries 3,314,344 4,136,857 3,795,227 3,795,227 0
Temporary Salaries 184,399 300,287 250,287 250,287 0
Permanent Overtime 34,607 90,000 40,000 40,000 0
Deferred Comp 32,725 49,560 65,520 65,520 0
Comp & SDI Recoveries (13,208) (23,500) (23,500) (23,500) 0
FICA/Medicare 258,145 313,981 291,787 291,787 0
Ret Exp-Pre 97 Retirees 14,237 13,486 13,486 13,486 0
Retirement Expense 1,286,679 1,642,553 1,270,995 1,270,995 0
Employee Group Insurance 553,430 771,297 657,134 657,134 0
Retiree Health Insurance 262,489 250,379 229,551 229,551 0
OPEB Pre-Pay 130,068 130,068 130,068 130,068 0
Unemployment Insurance 12,664 11,920 11,382 11,382 0
Workers Comp Insurance 178,780 240,233 369,123 369,123 0
Department Description
The table above represents information in an
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 2015-2016 Recommended Budget
0043 – Elections
0355 – Recorder
The non-General Fund budget unit 0353,
Recorder Modernization, includes restricted
funds and is included in a separate table.
Programs within the Recorder Modernization
Fund are:
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:
x Conduct elections in a fair, accurate and
timely manner.
x Conduct outreach 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.
x Receive, process, and verify state and local
initiative, referendum, and recall petitions.
x 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.
x 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 2015-2016 Recommended Budget 49
Elections
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 3,399,224 4,074,923 3,989,580 3,989,580 0
Services and Supplies 3,165,912 5,140,303 4,583,858 4,583,858 0
Other Charges 600 0 0 0 0
Fixed Assets 213,887 886,797 295,000 295,000 0
Expenditure Transfers 5,793 5,289 10,397 10,397 0
TOTAL EXPENDITURES 6,785,416 10,107,312 8,878,835 8,878,835 0
REVENUE
Other Local Revenue 521,400 2,456,076 2,066,076 2,066,076 0
GROSS REVENUE 521,400 2,456,076 2,066,076 2,066,076 0
NET COUNTY COST (NCC) 6,264,016 7,651,236 6,812,759 6,812,759 0
Allocated Positions (FTE) 31 33 33 33 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 50% 40% 45% 45%
% Change in Total Exp 49% (12%) 0%
% Change in Total Rev 371% (16%) 0%
% Change in NCC 22% (11%) 0%
COMPENSATION INFORMATION
Permanent Salaries 1,810,960 2,109,333 2,141,196 2,141,196 0
Temporary Salaries 112,186 200,287 150,287 150,287 0
Permanent Overtime 34,607 86,000 36,000 36,000 0
Deferred Comp 26,365 28,380 36,360 36,360 0
Comp & SDI Recoveries (10,938) (15,000) (15,000) (15,000) 0
FICA/Medicare 145,610 158,889 159,189 159,189 0
Ret Exp-Pre 97 Retirees 7,788 5,782 5,782 5,782 0
Retirement Expense 705,360 845,197 725,024 725,024 0
Employee Group Insurance 236,369 307,432 332,149 332,149 0
Retiree Health Insurance 145,444 140,895 124,715 124,715 0
OPEB Pre-Pay 79,496 79,496 79,496 79,496 0
Unemployment Insurance 6,764 5,871 6,429 6,429 0
Workers Comp Insurance 99,213 122,361 207,953 207,953 0
Description: The primary responsibilities of the
Elections Division are to:
x Conduct federal, state, local and district
elections in an accurate and timely manner
and according to State and federal law.
Clerk-Recorder-Elections
General Government
50 County of Contra Costa FY 2015-2016 Recommended Budget
x Maintain a high level of voter registration
and accurate voter rolls through timely and
continual voter file maintenance.
x Maintain voter registration records, conduct
voter outreach programs with civic
organizations, political parties, the school
system and others.
x Process and verify initiative, referendum,
and recall petitions.
x Issue and process returned vote-by-mail and
provisional ballots, including signature
verification.
x Prepare and mail sample ballot material for
each election; prepare and provide vote-by-
mail ballots when requested.
x Recruit and train election officers to staff
polling places; locate and inspect polling
places.
x Maintain precinct and district/city file
databases.
Elections Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $8,878,835
Financing: 2,066,076
Net County Cost: 6,812,759
Funding Sources:
General Fund 76.7% $6,812,759
Candidate Fees 0.6% 50,000
Election Svc 15.8% 1,400,000
Misc. Svc 0.3% 30,000
Document Sales 0.2% 15,000
Interfund Rev 6.4% 571,076
FTE: 32.5
Clerk-Recorder-Elections
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 51
Recorder
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 2,850,136 3,852,198 3,111,480 3,111,480 0
Services and Supplies 483,762 545,911 548,708 548,708 0
Other Charges 0 1,200 1,200 1,200 0
Expenditure Transfers (9,201) (8,497) (8,497) (8,497) 0
TOTAL EXPENDITURES 3,324,697 4,390,812 3,652,891 3,652,891 0
REVENUE
Other Local Revenue 5,214,799 6,247,751 5,465,650 5,465,650 0
GROSS REVENUE 5,214,799 6,247,751 5,465,650 5,465,650 0
NET COUNTY COST (NCC) (1,890,101) (1,856,939) (1,812,759) (1,812,759) 0
Allocated Positions (FTE) 39 39 38 38 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 85% 88% 85% 85%
% Change in Total Exp 32% (17%) 0%
% Change in Total Rev 20% (13%) 0%
% Change in NCC (2%) (2%) 0%
COMPENSATION INFORMATION
Permanent Salaries 1,503,384 2,027,524 1,654,031 1,654,031 0
Temporary Salaries 72,213 100,000 100,000 100,000 0
Permanent Overtime 0 4,000 4,000 4,000 0
Deferred Comp 6,360 21,180 29,160 29,160 0
Comp & SDI Recoveries (2,269) (8,500) (8,500) (8,500) 0
FICA/Medicare 112,535 155,092 132,598 132,598 0
Ret Exp-Pre 97 Retirees 6,449 7,704 7,704 7,704 0
Retirement Expense 581,319 797,356 545,971 545,971 0
Employee Group Insurance 317,061 463,865 324,985 324,985 0
Retiree Health Insurance 117,045 109,484 104,836 104,836 0
OPEB Pre-Pay 50,572 50,572 50,572 50,572 0
Unemployment Insurance 5,900 6,049 4,953 4,953 0
Workers Comp Insurance 79,567 117,872 161,170 161,170 0
Clerk-Recorder-Elections
General Government
52 County of Contra Costa FY 2015-2016 Recommended Budget
Description: The primary responsibilities of the
Clerk-Recorder Division are to:
x Maintain and preserve all official records
relating to real property, subdivision maps,
assessment districts, and records of surveys
offered for recording; and records of all
births, deaths and marriages occurring
within Contra Costa County.
x Produce and maintain indices of all records
held by the County Clerk-Recorder.
Clerk-Recorder Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $3,652,891
Financing: 5,465,650
Net County Cost: (1,812,759)
Funding Sources:
Fees 100.0% 5,465,650
FTE: 38.0
Clerk-Recorder-Elections
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 53
Recorder Modernization, Vital Records Improvement Program (VRIP), Social
Security Truncation Program (Redaction), Electronic Recording Delivery System
(ERDS)
Modernization Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 856,352 1,162,104 1,290,844 1,290,844 0
Services and Supplies 1,238,447 9,187,144 8,980,088 8,980,088 0
Other Charges 398,115 506,355 519,649 519,649 0
Fixed Assets 0 250,000 250,000 250,000 0
TOTAL EXPENDITURES 2,492,914 11,105,603 11,040,581 11,040,581 0
REVENUE
Other Local Revenue 1,665,325 2,293,247 1,645,000 1,645,000 0
GROSS REVENUE 1,665,325 2,293,247 1,645,000 1,645,000 0
NET FUND COST (NFC) 827,589 8,812,356 9,395,581 9,395,581 0
Allocated Positions (FTE) 11 11 12 12 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 34% 10% 12% 12%
% Change in Total Exp 345% (1%) 0%
% Change in Total Rev 38% (28%) 0%
% Change in NFC 965% 7% 0%
COMPENSATION INFORMATION
Permanent Salaries 466,743 582,581 669,737 669,737 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 6,420 6,420 6,420 0
Comp & SDI Recoveries (11,176.28) 0 0 0 0
FICA/Medicare 34,380 44,576 51,073 51,073 0
Ret Exp-Pre 97 Retirees 1,938 2,000 2,000 2,000 0
Retirement Expense 177,791 228,132 227,084 227,084 0
Employee Group Insurance 96,947 123,129 128,004 128,004 0
Retiree Health Insurance 47,225 47,225 47,225 47,225 0
OPEB Pre-Pay 14,438 14,438 14,438 14,438 0
Unemployment Insurance 1,709 1,750 2,048 2,048 0
Workers Comp Insurance 23,466 33,853 64,815 64,815 0
Description:The primary responsibilities of the
Clerk-Recorder dedicated funds are to:
x Provide support, improvement and full
operation of a modernized recording system
including infrastructure, technology,
equipment and staff to efficiently process,
organize, and maintain official documents
and records in the Clerk-Recorder Division
Clerk-Recorder-Elections
General Government
54 County of Contra Costa FY 2015-2016 Recommended Budget
for easy location and retrieval by the public
and other County users.
x Improve vital records.
x Redact Social Security numbers from public
documents.
x Establish and maintain an electronic
recording program.
Fund balance is appropriated each year,
resulting in budgeted expenditures that appear
higher than actual annual expenditures will be.
Fund balance is restricted to future Recorder
modernization projects.
Recorder Micrographics / Modernization /
VRIP / Redaction / Electronic Recording
Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $11,040,581
Financing: 1,645,000
Net Fund Cost: 9,395,581
Funding Sources:
Fees 14.9% $1,645,000
Fund Balance 85.1% 9,395,581
FTE: 12.0
Fund 110000
CAO’s Recommendation
The FY 2015-16 Baseline and Recommended
net County cost is reduced by $794,297 from the
FY 2014-15 adjusted budget because the only
major election scheduled and budgeted for in
the new fiscal year is the June 2016 Presidential
Primary Election. Should Governor Brown,
however, call any mid-year special elections
during FY 2015-16 as he did in the current fiscal
year, the Department will require an augment-
ation from County Reserves.
Streamlined election processes have reduced
both expenditures and outside agency
reimbursements for election services. The
provision for Salaries and Benefits has also
been reduced from current year budgeted levels
to reflect the current level of staff vacancies.
The Recommended Budget includes a vacancy
factor of $819,209, which will prohibit the
department from filling all of its authorized
positions in order to operate within the budget.
The Recommended Budget will be sufficient to
maintain operations at the current service level.
The Department’s General Fund revenue is
projected to decrease from the current year
budgeted level by $1,172,101, which is primarily
attributable to recording fees revenue
decreases. The department continues to absorb
SB90 and other uncompensated State-
mandated expenses due to the State’s
suspension of certain local reimbursements.
The Recorder Division’s negative net County
cost (budgetary surplus) continues to offset a
portion of the Election Division’s net County
cost, but to a lesser degree than in prior years
as recording volume continues to recover at a
slow pace due to delayed recovery in the
housing market and trends in how mortgages
are being handled in the industry.
Performance Measurements
The Department successfully transitioned to
new leadership with the appointment and
then election of Joe Canciamilla as Clerk-
Recorder and Registrar and the subsequent
recruitment of a new Assistant Recorder and
Assistant Registrar. Along with the Deputy
Clerk-Recorder, the leadership team is
reviewing policies and procedures,
implementing efficiencies, and exploring
opportunities to improve services to the
public.
x The Clerk-Recorder opened for four hours
on two Saturdays in FY 2014/15 (12-13-14
and Valentine’s Day), performing 32
wedding ceremonies each day – equating to
two ceremonies every 15 minutes.
Clerk-Recorder-Elections
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 55
x The Elections Division successfully prepared
for and conducted the June 2014
Gubernatorial Primary Election, the
November 2014 Gubernatorial Election, the
7th Senatorial District Special Vacancy
Elections, as well as several small district
special elections.
x The Department has worked with new
printing vendors for several elections.
Besides substantial savings, which is
passed on to our districts, our vote-by-mail
ballots are mailed directly from the printer on
a daily basis, reducing the time to get ballots
to the Post Office and ultimately to the
voters.
x The Elections Division secured polling
places to be available for all major elections
through the next census in 2020. This
provides continuity from election to election
and avoids sending voters to unfamiliar
locations. This also resulted in the retention
of more than 99% of our polling places
between the June Primary and November
General Election, which reduced the time
staff spent identifying/securing polling
places, conducting ADA (Americans With
Disabilities Act) surveys, and making
accommodations to assure the sites were
accessible.
x The Elections Division recruited for poll
workers that can assist with multiple
elections. This has resulted in a more
competent group of poll workers, reduces
training needs, and reduces the time our
staff and temporary support spend recruiting
for each election. We retained more than
90% of our volunteers between the June
Primary and November General Election.
The Department completed its signage
program for the Clerk-Recorder-Elections
facility.
x The Department’s signage program for the
Clerk-Recorder-Elections facility is
complete.
The Clerk-Recorder Division continues to
participate (with the District Attorney and
Assessor) in the Real Estate Fraud
Notification Program.
x The Department continues to collaborate
with the District Attorney and the Assessor
to decrease real estate fraud.
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.
x The Department continues to implement the
personnel reorganization and department
training program. The Department is looking
at opportunities to share staff across the
Division lines.
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.
x The state has now suspended virtually all
reimbursements for mandated election
costs. (For Contra Costa, this can be more
than $500,000 per large election). SB 90
legislated that for any mandate the State
placed on the County, the State would
reimburse the County for the cost of
performing the mandate and if the State isn’t
going to pay, the County doesn’t have to
perform the mandate. Our County Board
has a policy that it will not backfill funding for
mandates that are not reimbursed. After
performing a fiscal risk assessment, we
concluded that for us to drop the permanent
vote-by-mail option (53% of our total voter
Clerk-Recorder-Elections
General Government
56 County of Contra Costa FY 2015-2016 Recommended Budget
roll) we may save some money in Primary
Elections, but it would cost us more and
place an untenable burden on our
operations at General Elections. We have
chosen to go forward with performing some
mandates without reimbursement from the
State, because it is better financially and
operationally to do so.
The Department continues to work at the
State and federal level on legislation and
policies to benefit California and Contra
Costa County.
x The Department continues to pursue
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.
x The Clerk-Recorder Division implemented
electronic recording on October 1, 2012 and,
effective January 1, 2015, extended the
hours of electronic recording to coincide with
the workday. Currently, 50% of recorded
documents are presented electronically.
Two positions, previously supported by the
General Fund, are budgeted and funded in
the Electronic Recording dedicated fund
budget.
x The Clerk-Recorder Division increased
marriage ceremony opportunities by 100%
beginning January 1, 2015 - from 16 to 32
appointment slots per day. Couples can
now opt to be married by a deputy
commissioner from 8:30 a.m. to 4:00 p.m.
each weekday, including during the lunch
hour.
x The Elections Division restructured
volunteer stipends to more accurately reflect
the amount of time and knowledge our
volunteers provided. This increased the
stipend for some and reduced it for others.
The net result is a cost savings.
x The Elections Division printers now mail out
our daily absentee ballots, a task that
historically had been done in-house with
overtime and temporary workers, as
necessary. We now hold a single-day (or
two-day) extraction event, when staff and
volunteers come in to complete the
extraction process.
Administrative and Program Goals
x Continue to review policies and procedures,
implement efficiencies and identify
opportunities to further improve services to
the public.
x Continue to develop and implement the
Voter Education and Engagement Program,
which strives to reach out to constituents of
Contra Costa, to find ways to engage and
involve citizens in order to increase active
participation in their government, including
voting and running for office, etc. We plan
to add focus to areas that are
underrepresented; such as young citizens,
minorities, and/or localities that have
historically been less likely to participate.
x Continue to collaborate with the District
Attorney and the Assessor to decrease real
estate fraud through our Real Estate Fraud
Notification Program in the Clerk-Recorder
Division.
x Continue the Clerk-Recorder Division
personnel reorganization and cross-training
program. Staff remain enthusiastic about
the program and have welcomed the
opportunity to expand their contributions to
the department and enhance public service.
Similar training components for the Elections
Division are in the development stage for
future implementation. Ultimately, our vision
is to potentially share staff across the
Division lines. Our management and
supervisorial team are excited about this
prospect.
x Continue to participate in State and federal
legislative efforts to establish and update
laws pertaining to Elections and Clerk-
Recorder operations and policies that
benefit California and Contra Costa County.
Clerk-Recorder-Elections
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 57
x Continue to pursue reimbursement for
mandated election services. State
suspension or deferral of payment for
services we have provided has placed an
undue burden on the Elections Division.
x Continue to seek new sources of revenue
and areas of potential savings in the
operations of both divisions and department
wide.
x Continue to identify business needs and
technical requirements for the Department’s
electronic and social media presence and
soliciting information from qualified
providers. The goal is for a more robust
website on and before Election Day.
Clerk-Recorder-Elections
General Government
58 County of Contra Costa FY 2015-2016 Recommended Budget
Conservation and Development
John Kopchik, Director General Government
County of Contra Costa FY 2015–2016 Recommended Budget 59
Land Development Summary
Land Development
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 17,791,295 20,464,355 20,778,203 20,778,203 0
Services and Supplies 6,658,401 9,699,553 9,035,634 9,035,634 0
Other Charges 2,045,382 1,659,841 1,839,013 1,839,013 0
Fixed Assets 509,886 405,000 410,000 410,000 0
Expenditure Transfers (4,095,868) (4,983,008) (4,985,529) (4,985,529) 0
TOTAL EXPENDITURES 22,909,096 27,245,741 27,077,321 27,077,321 0
REVENUE
Other Local Revenue 22,706,018 26,551,540 27,077,321 27,077,321 0
Federal Assistance 0 50,000 0 0 0
GROSS REVENUE 22,706,018 26,601,540 27,077,321 27,077,321 0
NET FUND COST (NFC) 203,078 644,201 0 0 0
Allocated Positions (FTE) 156 158 158 158 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 66% 63% 65% 65%
% Change in Total Exp 19% (1%) 0%
% Change in Total Rev 17% 2% 0%
% Change in NCC 217% (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 9,749,787 11,537,403 12,286,172 12,286,172 0
Temporary Salaries 247,425 0 50,000 50,000 0
Permanent Overtime 5,402 0 0 0 0
Deferred Comp 57,710 92,604 133,764 133,764 0
Perm Phys Addnl Duty Pay (1,977) 0 0 0 0
Comp & SDI Recoveries (20,142) 0 0 0 0
FICA/Medicare 724,287 876,514 928,432 928,432 0
Ret Exp-Pre 97 Retirees 43,115 45,695 45,066 45,066 0
Retirement Expense 3,867,367 4,673,038 4,187,174 4,187,174 0
Employee Group Insurance 1,386,432 1,660,309 1,585,125 1,585,125 0
Retiree Health Insurance 879,810 867,856 798,202 798,202 0
OPEB Pre-Pay 376,120 376,120 376,120 376,120 0
Unemployment Insurance 37,519 34,637 36,728 36,728 0
Workers Comp Insurance 438,441 300,179 351,420 351,420 0
Conservation and Development
General Government
60 Contra Costa County FY 2015-2016 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 expenditure related to DCD’s operations is
budgeted in 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 2015-2016 Recommended Budget 61
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: $1,579,984
Financing: 1,579,984
Net Fund Cost: $0
Funding Sources:
Expenditure Transfers 97.76% $1,542,984
Misc. Revenue 2.3% 37,000
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 review sites
that are the focus of local nuisance complaints.
Manage the monitoring programs for projects
under construction and development.
Current Planning Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $7,436,481
Financing: 7,436,481
Net Fund Cost: 0
Funding Sources:
Planning Services 100.0% $7,436,481
FTE: 26.0
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: $243,342
Financing: 243,342
Net Fund Cost: $0
Funding Sources:
Licenses/Permits 79.5% $193,342
Misc. Revenue 20.4% 50,000
FTE: 1.0
Conservation and Development
General Government
62 Contra Costa County FY 2015-2016 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: $1,009,413
Financing: 1,009,413
Net Fund Cost: 0
Funding Sources:
Charges for Services 81.9% $681,500
Misc. Revenue 18.1% 327,913
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 71.9% $1,025,000
Charges for Services 24.7% 351,576
Misc. Revenue 3.4% 48,913
FTE: 5.0
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: $1,683,704
Financing: 1,683,704
Net Fund Cost: 0
Funding Sources:
Charges for Services 38.5% $648,704
Misc. Revenue 61.5% 1,035,000
FTE: 6.0
Conservation and Development
General Government
Contra Costa County FY 2015-2016 Recommended Budget 63
Federal Programs, CDBG, Housing,
Successor Agency
Description:Responsible for administration of
the County’s $5M in Community Development
Block Grant and various federal/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. Oversee
activities related to the dissolution of the former
Redevelopment Agency, provide staffing to the
Oversight Board, and implement the activities of
the Housing Successor. The budget presented
below represents operational costs to manage
the programs.
Federal Programs, CDBG, Successor Agency
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,258,746
Financing: 1,258,746
Net Fund Cost: 0
Funding Sources:
Misc. Revenue 82.5% $1,038,746
Charges for Services 17.5% 220,000
FTE:8.0
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 requests for public
documents and demographic data.
Business and Information Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $4,103,142
Financing: 4,103,142
Net Fund Cost: 0
Funding Sources:
Expenditure Transfers 90.2% $3,702,392
Charges for Services 3.9% 160,750
Misc. Revenue 5.9% 240,000
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: $6,810,713
Financing: 6,810,713
Net Fund Cost: 0
Funding Sources:
Expenditure Transfers 40.4% $2,749,372
Licenses/Permits 56.3% 3,833,344
Charges for Services 1.5% 100,000
Misc. Revenue 1.8% 127,997
FTE:29.0
Conservation and Development
General Government
64 Contra Costa County FY 2015-2016 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.
Code Enforcement Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,466,573
Financing: 1,466,573
Net Fund Cost: 0
Funding Sources:
Expenditure Transfers 3.1% $44,950
Licenses/Permits 65.6% 962,623
Charges for Services 20.4% 299,000
Misc. Revenue 10.9% 160,000
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: $859,437
Financing: 859,437
Net Fund Cost: 0
Funding Sources:
Misc. Revenue 100.0% $859,437
FTE: 9.0
Application and Permit Center
Description:Manage, review and process
permits for land development /construction
applications. Provide plan check and
engineering services.
Application and Permit Center Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $3,438,703
Financing: 3,438,703
Net Fund Cost: 0
Funding Sources:
Licenses/Permits 100.0% $3,438,703
FTE: 27.0
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 2015-2016 Recommended Budget 65
Residential Rental Inspection
Program
Description: Provide inspection services for all
rental units in the unincorporated portions of the
county.
Residential Rental Inspection Program
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $11,455
Financing: 11,455
Net Fund Cost: 0
Funding Sources:
Expenditure Transfers 65.1% $7,455
Licenses/Permits 34.9% 4,000
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: $76,909
Financing: 76,909
Net Fund Cost: 0
Funding Sources:
State DMV Fees 100.0% $76,909
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: $3,564,500
Financing: 3,564,500
Net Fund Cost: 0
Funding Sources:
Charges for Services 94.7% $3,375,500
Misc. Revenue 5.3% 189,000
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: $0
Financing: 0
Net Fund Cost: 0
Conservation and Development
General Government
66 Contra Costa County FY 2015-2016 Recommended Budget
Plant Acquisition
Description:Provide 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 2015-16.
Plant Acquisition Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $0
Financing: 0
Net Fund Cost: 0
Energy Upgrade CA
Description: Provide residential retrofit
programs to eligible local governments for cost-
effective energy efficiency projects with funding
from the Bay Area Regional Network State
Energy Program Grant, with the Association of
Bay Area Governments as the fiscal agent.
ABAG/SEP Grant Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $130,883
Financing: 130,883
Net Fund Cost: 0
Funding Sources:
Charges for Services 100.0% $130,883
Conservation and Development
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 67
General Fund Summary – Federal and Other Specific Grant Programs
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 305,495 362,956 570,828 570,828 0
Services and Supplies 7,563,749 10,610,107 10,123,947 10,123,947 0
Other Charges 261,340 264,000 258,885 258,885 0
Expenditure Transfers 1,155,994 1,213,401 1,098,535 1,098,535 0
TOTAL EXPENDITURES 9,286,578 12,450,464 12,052,195 12,052,195 0
REVENUE
Other Local Revenue 1,545,272 1,573,957 1,640,559 1,640,559 0
Federal Assistance 7,803,650 10,243,808 10,211,636 10,211,636 0
GROSS REVENUE 9,348,922 11,817,765 11,852,195 11,852,195 0
NET COUNTY COST (NCC) (62,344) 632,699 200,000 200,000 0
Allocated Positions (FTE) 2 2 2 2 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 4% 3% 5% 5%
% Change in Total Exp 34% (3%) 0%
% Change in Total Rev 26% 0% 0%
% Change in NCC (1115%) (68%) 0%
COMPENSATION INFORMATION
Permanent Salaries 189,646 225,895 364,332 364,332 0
Deferred Comp 0 0 2,784 2,784 0
Comp & SDI Recoveries (12,645) 0 0 0 0
FICA/Medicare 13,492 17,326 25,033 25,033 0
Ret Exp-Pre 97 Retirees 647 0 0 0 0
Retirement Expense 74,846 85,442 117,350 117,350 0
Employee Group Insurance 32,106 28,766 50,942 50,942 0
Unemployment Insurance 712 745 1,177 1,177 0
Workers Comp Insurance 6,691 4,782 9,210 9,210 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
68 County of Contra Costa FY 2015–2016 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 community benefit programs
funded by land use agreements, and grant
programs that rely extensively on federal
sources of revenue. The level of federal funding
for these programs is based on a federal
allocation formula.
1. Keller Canyon Mitigation Fee
Description:Provide funding for community
benefit programs within the East County
community.
Keller Canyon Mitigation Fee Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,300,000
Financing: 1,300,000
Net County Cost: 0
Funding Sources:
Misc. Revenue 100.0% $1,300,000
2. Housing Rehabilitation & Sustainability
Description:Provide financial assistance to
low- and moderate-income families who are
performing housing rehabilitation in order to
ensure building code compliance of existing
structures. In FY 2015-16, DCD will receive a
General Fund subsidy to develop organizational
capacity in Sustainability Programs, including
establishing and filling the function of a county
sustainability coordinator.
Housing Rehabilitation & Sustainability
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $540,559
Financing: 340,559
Net County Cost: 200,000
Funding Sources:
Permit Fees 4.0% $21,602
Misc. Revenue 59.0% 318,957
General Fund 37.0% 200,000
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: $1,709,663
Financing: 1,709,663
Net County Cost: 0
Funding Sources:
Federal 100.0% $1,709,663
Conservation and Development
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 69
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: $4,342,168
Financing: 4,342,168
Net County Cost: 0
Funding Sources:
Federal 100.0% $4,342,168
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: $236,892
Financing: 236,892
Net County Cost: 0
Funding Sources:
Federal 100.0% $236,892
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: $3,922,913
Financing: 3,922,913
Net County Cost: 0
Funding Sources:
Federal 100.0% $3,922,913
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
70 County of Contra Costa FY 2015–2016 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:Provide assistance to local
government to establish or enhance permanent,
sustainable used oil recycling programs through
funding provided by the Department of
Resources Recycling and Recovery
(CalRecycle) Used Oil Recycling Block Grants.
Used Oil Recycling Grant Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $160,000
Financing: 160,000
Net Fund Cost: 0
Funding Sources:
Intergovernmental Rev 100.0% $160,000
Fund 111900
3. Fish and Game Protection
Description:Provide programs promoting the
propagation and conservation of fish and game
in the county with funding from fines levied for
violation of the California Fish and Game Code.
Fish and Game Protection Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $136,150
Financing: 136,150
Net Fund Cost: 0
Funding Sources:
Fines 100.0% $136,150
Fund 110200
4. Livable Communities
Description: Aid in the implementation of the
Smart Growth Action Plan as directed by the
Board of Supervisors through funding from
Developer Fees in the Camino Tassajara
Combined General Plan Area.
Livable Communities Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $800,000
Financing: 800,000
Net Fund Cost: 0
Funding Sources:
Developer Fees 100.0% $800,000
Fund 133700
Conservation and Development
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 71
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: $1,657,447
Financing: 1,657,447
Net Fund Cost: 0
Funding Sources:
Federal 100.0% $1,657,447
Fund 111800
6. Private Activity Bond
Description:Provide funding for program staff
costs and to finance property acquisition related
to affordable housing and economic
development projects with bond revenue
received from single and multiple-family housing
program.
Private Activity Bond Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $1,521,051
Financing: 1,521,051
Net Fund Cost: 0
Funding Sources:
Other Revenue 100.0% $1,521,051
Fund 111100
7. Affordable Housing
Description:Provide financial assistance for
additional affordable housing and economic
development through reimbursement to the
affordable housing program of mortgage
payments on loans made from federal affordable
housing program funds. 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: $130,000
Financing: 130,000
Net Fund Cost: 0
Funding Sources:
Use of Money 100.0% $130,000
Fund 111300
8. HUD Neighborhood Preservation
Description:Provide funding for the Building
Inspection Division’s Housing Rehabilitation and
Neighborhood Preservation Program loans and
program administration with grants from HUD’s
Community Development Block Grant program.
HUD Neighborhood Preservation Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $1,076,000
Financing: 1,076,000
Net Fund Cost: 0
Funding Sources:
Federal 100.0% $1,076,000
Fund 134900
Conservation and Development
General Government
72 County of Contra Costa FY 2015–2016 Recommended Budget
9. Transportation Improvement-Measure J
Description:Provide funding for specific
transportation projects with Measure J monies,
which are allocated based upon a 7-year Capital
Improvement Program approved by the Board of
Supervisors and other agencies.
Transportation Improvement-Measure J
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $2,270,000
Financing: 2,270,000
Net Fund Cost: 0
Funding Sources:
Measure J 100.0% $2,270,000
Fund 110900
10. PH BART Greenspace Maintenance
Description:Provide for 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: $400,000
Financing: 400,000
Net Fund Cost: 0
Funding Sources:
Misc. Revenue 100.0% $400,000
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 and Recommended Budgets of
$27,077,321 reflect a modest reduction by
$168,420 over the current year budget. Salaries
and benefits total $20,778,203, an increase of
$313,848 over the current year. The increase
can be primarily attributed to the two additional
positions that were added in the current year.
During FY 2014/15, DCD increased its Land
Development Fund staffing from the 2013/14
level of 156 by a net of two FTE positions
(elimination of 3 Weatherization Program
positions plus addition of 4 Planners and 1
Principal Building Inspector positions), bringing
the Baseline FTE up to 158 positions. Services
and Supplies expense has been reduced from
the current year amount by $663,919 due to
DCD’s decision to scale down its use of
contracted services. Other Charges and Fixed
Assets were increased modestly to account for
anticipated increases in liability insurance and
data server expenses. Land development
revenues are expected to align with expenses.
There are no significant changes anticipated in
FY 2015-16.
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.
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
2015-16, actual revenues will depend on several
economic variables. The uptick in construction
development is promising but DCD is cautiously
Conservation and Development
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 73
optimistic and will continue to closely monitor its
revenue trends.
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
programs, and a variety of federal grant
programs.
DCD’s Baseline and Recommended General
Fund budgets are $12,052,195, a reduction of
$398,269 from the current year budget. This
reduction is primarily attributed to the anticipated
federal program reductions (HOME and
HOPWA). It is important to note, however, that
while the overall budget has been reduced,
Salaries and Benefits have been increased by
$207,872, and a General Fund subsidy of
$200,000 is provided for additional support
needed for a county sustainability program. The
other line items (Services and Supplies, Other
Charges and Expenditure Transfers) reflect
budget adjustments to align with anticipated
reductions in federal programs.
Other Special Revenue Programs
DCD administers funds for the Abandoned
Vehicle Abatement Service Authority collection
and disbursement of State funds to the cities
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. As such,
funds are no longer appropriated in the County
Budget; however, DCD will continue to
administer the collection and disbursement of
State funds to the cities and County in FY 2015-
16.
Performance Measurements
The following is a progress report of the goals
identified in FY 2014-15:
Continue to expand the range of building
permit services available to the public over
the internet.
DCD continues to expand the number of building
permits received over the internet, and the
number of building permit types that can be
obtained on-line. The Department is currently
working to enable applicants for residential
rooftop solar panel installations to obtain
building permits on line.
Provide building code plan check and
inspection services for the Oakley
Generating Station power plant project.
The owner of the Oakley Generating Station has
experienced project setbacks that have delayed
construction of the plant. DCD has agreements
in place to provide building inspection services
for this facility, and is prepared to provide such
services when the owner proceeds with
construction.
Continue to improve the efficiency of the
building permitting process so as to
maintain reasonable permitting times as
workload increases with economic recovery.
As the local economy has steadily improved,
DCD has experienced a substantial increase in
the number of building permits issued in each of
the past three fiscal years. DCD has maintained
generally consistent permitting times, despite
the substantial increase in workload and minimal
increase in staffing levels. This has been
achieved through more efficient work processes,
including greater use of technology to streamline
permitting.
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.
DCD continues to represent the County in the
Bay Area Regional Energy Network and the
East Bay Energy Watch, which are both regional
energy efficiency partnerships with Contra Costa
cities and neighboring counties to provide
energy efficiency services to local property
owners. Both programs continue to be
successful in providing property owners with
Conservation and Development
General Government
74 County of Contra Costa FY 2015–2016 Recommended Budget
financial rebates and other incentives to make
their properties more energy efficient. Both
programs have obtained funding approvals from
the California Public Utilities Commission
through calendar year 2015. DCD also
continues to operate the County Weatherization
Program, which provides energy efficiency
improvements to qualifying low income
residents. The Weatherization Program
anticipates additional funding from the State
Cap-and-Trade program, which has been
allocated in the State budget but yet to be
disbursed to local programs.
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.
x Olympic Corridor: The Final Plan and
Recommendations have been drafted and
are now moving to jurisdictions for approval
and implementation. Implementation plans
and funding options are now being
developed.
x Bailey Road/State Route 4 Interchange:
Planning is completed and project
design/construction is being initiated.
x I-680/Treat Blvd Bike/Pedestrian
Improvement Plan: The planning phase
nearing completion.
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.
In spring of 2014, the Board of Supervisors
adopted a comprehensive update to the Delta
Water Platform providing the guiding policies for
water planning in the county and surrounding
Delta. In August of 2014, the Water Agency
submitted comments on behalf of the County
specifying significant concerns with the State
and federal government’s proposed Bay Delta
Conservation Plan and the associated
Environmental Impact Statement/Report that
proposes to construct twin tunnels under the
Delta that exports Sacramento River water to
southern California interests.
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.
DCD provided assistance in securing federal
funding for the following projects in the County’s
Federal Platform: $930,000 Delta LTMS-Pinole
Shoal Management; $2.026 million Suisun Bay
Channel/New York Slough Maintenance
Dredging; $780,000 for San Pablo, Mare Island
Strait/Pinole Shoal Channel Maintenance
Dredging; and $800,000 for the San Francisco
to Stockton Ship Channel Deepening Project.
Prepare and submit for Board consideration
an amendment to the Housing Element of the
County General Plan, as required by State
law.
The County’s Housing Element of the General
Plan was adopted by the Board of Supervisors
on December 2, 2014, and submitted to the
State’s Housing and Community Development
Department (HCD) on December 12, 2014. It is
expected that HCD will certify the County’s
Housing Element by March 2015.
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.
DCD continues to implement programs and
services to maximize the amount of material
diverted from landfills by increasing waste
reduction, reuse and recycling. The County is
responsible for diverting waste from landfills
pursuant to State law and demonstrating actual
performance annually using the measurement
and reporting system administered by the State
(CalRecycle). The State approved disposal
target used for measuring/reporting diversion
program implementation and compliance for the
Unincorporated County area is 3.9 "Pounds per
Conservation and Development
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 75
Person per Day" (PPD). The PPD disposal
target is a maximum, so the County is expected
to maintain annual disposal level that equates to
that amount or less. Due to the reporting
timeline, the Annual Reports submitted to the
State at the beginning of each Fiscal Year
actually demonstrate diversion level for the prior
Calendar Year. The County’s Annual Report for
2013 was submitted in August of 2014 indicating
that the County's actual PPD remained well
under the target. Our 2013 PPD would be 2.6
using the State’s default measurement
calculation, however the County submitted an
Annual Report with an alternative measurement
of even less (2.2 PPD). The State only
considers approval of County submitted Annual
Reports and associated PPD amounts once
every four years, so official decision about the
County's 2013 PPD is not expected until 2016.
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.
DCD continues to provide staffing for the East
Contra Costa County Habitat Conservancy, the
entity that is responsible for the implementation
of the East Contra Costa County Habitat
Conservation Plan/Natural Community
Conservation Plan. In doing so, the
Conservancy, in partnership with the East Bay
Regional Park District, secured funding for and
acquired 2,700 acres of important habitat. The
Conservancy constructed one large wetland and
creek restoration project and also completed a
number of smaller management activities on
existing preserved lands. Staff has worked with
the California State Water Resources Control
Board and has initiated development of a
streamlined permitting approach similar to what
is provided by the HCP/NCCP with U.S. Army
Corps of Engineers.
Continue winding down the affairs of the
former County Redevelopment Agency
consistent with the Redevelopment
Dissolution Act.
DCD continues to provide staff support to the
Successor Agency, the former County
Redevelopment Agency, and continues to wind
down the affairs of the former Redevelopment
Agency. The Successor Agency is currently
working to obtain required State approval of a
Long Range Property Management Plan that
would allow for the disposition of properties
owned by the former Redevelopment Agency
and to comply with other required steps in the
dissolution process.
Explore all possible options to maximize
reimbursement of costs incurred for
processing land use applications including
revising fee schedule and increasing
collection efforts.
DCD continues to explore all possible options to
maximize reimbursement of costs incurred for
processing land use applications including
revising the fee schedule, increasing collection
efforts, and exploring other policies that may
include ceasing processing of an application
with an outstanding balance, placing a lien on
subject property with an outstanding balance,
etc. These options are necessary because the
cost of processing applications is borne by the
applicant and not subsidized through the
General Fund or other sources.
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.
Home occupation permits are now processed at
the Application and Permit Center. The
processing time has been shortened from 3-4
months to one-half hour or less due to changes
to the home occupation ordinance. Some
simple applications such as tree permits and
sign reviews are also expedited and the review
time is shortened from 2-3 months to 3-4 weeks.
Conservation and Development
General Government
76 County of Contra Costa FY 2015–2016 Recommended Budget
Complete prompt review of the Sufism
Reoriented Project conditions of approval to
assure compliance is fulfilled.
The conditions of approval compliance review
for the Sufism Reoriented Sanctuary is still
ongoing. The applicants have satisfied the
majority of conditions from the permit, which has
allowed them to pull building permits and initiate
construction. Completion of the sanctuary is
anticipated in the summer of 2015. There are
still conditions related to roadway improvements
and landscaping that remain outstanding and
are being continually monitored by DCD and the
Public Works Department.
Complete the Countywide Wireless Facility
Ordinance.
DCD is finalizing the draft of the Wireless
Telecommunications Ordinance to include
responses to comments received during the
environmental phase of this project. The
purpose of this ordinance is to replace the 1998
Telecommunications Policy and to update the
regulations regarding the processing of wireless
telecommunications facilities within the
unincorporated county area. DCD anticipates
the Wireless Telecommunications Ordinance to
be available for the public and be presented
before the County Planning Commission in early
spring 2015.
Complete, and obtain Board approval on,
text amendments to several ordinances
including Emergency Homeless Shelter,
Farm Worker Housing and Single-Room
Occupancy.
The Emergency Shelter/Single Room
Occupancy Ordinance was adopted by the
Board on November 4, 2014 and is currently in
effect. DCD is awaiting County Counsel’s
review of the Draft revision of the Farmworker
Housing Ordinance, and minor modifications to
the Transitional and Supportive Housing
Ordinance. DCD anticipates securing Board
approval for these two ordinances by August.
2015.
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.
The Work Group and subcommittees met
regularly throughout the year and now include
the City of Oakley; a $30,000 grant from MTC
was received for capacity building; application
was made to become a federally-funded
advanced manufacturing community but, due to
the competitive process (77 applicants for 12
awards), only one award was given to California
(SoCal county). Eight Action Teams have been
developed and are in the process of analyzing
the recommendations outlined in the Craft
Consulting Report. Collaborative work will
continue in FY 2015/16 to develop the Action
Plan and Implementation Program.
Other Accomplishments in FY 2014-15
These accomplishments are in addition to
meeting the performance goals identified above:
x DCD obtained certification of a Recirculated
Environmental Impact Report and completed
the processing for the Phillips 66 Company
“Propane Recovery Project” application at
the Rodeo Refinery. The “Propane
Recovery Project” is estimated to be an $85
million project.
x Significant improvements in technology were
accomplished including the launch of the
Accela Citizens ACCESS System, the
Accela mobile office, and the online
Conservation and Development
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 77
inspection schedule on the DCD website.
These improvements support customer
service and efficiency for field staff.
x Significant progress has been made towards
preparing the Urban Farm Animal Ordinance
for adoption by the Board. DCD has
completed basic research on urban farm
animals and compiled existing regulations
adopted by cities in the county and by other
jurisdictions in California and other states,
and is currently compiling input from county
citizen advisory bodies on how urban farm
animals would be regulated. DCD expects to
present the ordinance to the Board for
approval before the end of 2015.
x The East Contra Costa County Habitat
Conservancy (Conservancy), a partnership
between the County and four East County
cities, was named “the model for the nation
in habitat conservation” by U.S. Interior
Secretary Sally Jewell during her second
visit to the region last May. Secretary Jewell
toured the Conservancy’s Preserve System
and East Bay Regional Park District’s
Diamond Mines Regional Preserve to see
for herself the outstanding habitat
conservation, preservation of wetlands, and
restoration work that is being done on behalf
of endangered species. In 2014, the
Conservancy partnered with the East Bay
Regional Park District to acquire
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. These
acquisitions bring the total land conserved in
the last seven years to over 12,000 acres.
x As a member agency of the Bay Area
Regional Energy Network (BayREN), Contra
Costa County has effectively implemented
various countywide energy efficiency
programs that include rebates for energy
efficiency retrofits to Single-Family and
Multi-Family Buildings, and assist local
agencies and building permit applicants to
comply with energy efficiency requirements
in the California Building Code. The County
currently leads the Bay Area with over 140
Single-Family energy efficiency home
upgrades, representing over $300,000 in
rebates issued to homeowners. The county
also led the Bay Area with the most Building
Inspection Departments participating in a
guided energy code assessment training
exercise, which included the cities of
Antioch, Bentwood, Oakley, San Pablo, and
the County. The County expects to continue
its momentum countywide with BayREN into
the 2015 calendar year.
Administrative and Program Goals
DCD has identified the following administrative
and program goals for fiscal year 2015-16:
x Increase the number of building permits
issued over the internet, and expand the
ability of the public to obtain building
permits on line. Enable the public to
submit building plans associated with
building permits in electronic format over
the internet.
x Adopt an ordinance to establish a
streamlined process for obtaining building
permits for residential rooftop solar panel
installations. The ordinance will place
emphasis on using technology to the
greatest extent possible to increase the
convenience and efficiency of the
permitting process for the public.
x Maintain high levels of customer service
and expeditious permit processing under
conditions of increasing workload resulting
from the accelerating economic recovery.
Use technology to the greatest extent
possible to maximize operational
efficiency.
x Meet the growing service needs of cities
within the county that contract with DCD
for building inspection services.
x Promote staff development and training to
ensure compliance with ever-increasing
State building code requirements and for
purposes of succession planning.
Conservation and Development
General Government
78 County of Contra Costa FY 2015–2016 Recommended Budget
x As directed by the Board of Supervisors,
develop organizational capacity in
Sustainability Programs, including
establishing and filling the function with
sustainability staff.
x Continue implementing the dissolution of
the former County Redevelopment Agency
with the goal of winding down the affairs of
the former RDA and increasing the
distribution of property taxes to other
taxing entities, including the County,
special districts and school districts.
x Finalize implementation plans and move
the following projects in to construction;
Olympic Corridor Trail Connector, Bailey
Road/State Route 4 Interchange,
I680/Treat Blvd. Bicycle and Pedestrian
Improvement Plan.
x Pursue/maximize Cap & Trade grant funds
for County projects.
x Actively pursue Board of Supervisors goals
at the State level relative to legislative and
administrative actions having to do with
school siting and safety.
x 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.
x 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.
x Participate in the creation of the
Groundwater Sustainability Agency and
determine if continued participation is
warranted or desired for the
implementation of the Water Agency.
x Prepare and submit for Board
consideration a General Plan Amendment
to establish new land use policies for the
Byron Airport, and a Zoning Text
Amendment to update the existing Byron
Airport P-1, Planned Unit District in support
of the adopted Byron Airport Master Plan.
x Prepare and submit for Board
consideration an amendment to the
General Plan Safety Element related to
mapping of potential flood and fire hazards
and update of relevant policies. This effort
is in response to new General Plan
mandates enacted under recent
legislation, AB 162/SB 5 (200 Yr. Event
Flood Mapping) and SB 1241 (Fire
Hazards Map).
x Prepare and submit for Board
consideration an amendment to the
General Plan Conservation Element to
update the County’s renewable energy
policies and corresponding text
amendments to certain zoning districts for
the purpose of allowing commercial solar
energy facilities and other renewable
energy facilities.
x Prepare and submit for final Board
adoption a Climate Action Plan (draft
Climate Action Plan released December
2012) to improve energy efficiency and to
reduce greenhouse gas emissions (GHG)
within the unincorporated area of the
county 15% below baseline levels by year
2020.
x Facilitate implementation of programs and
services to reduce solid waste disposal
and promote reuse and recycling as
required by AB 939, including dedicating
resources to assist with enhancing the
recycling of materials generated at County
facilities and enforcing mandatory
commercial recycling requirements.
x Implement Bay Area Regional Energy
Network Programs (BayRen) to increase
energy efficiency to existing housing stock
in the county as directed by the California
Public Utility Commission.
Conservation and Development
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 79
x 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 1,000
acres of land; design one or more large
wetland restoration projects; construct one
small restoration project; streamline
permitting for public infrastructure and
other projects; and collaborate with
California State Water Resources Control
Board to develop a streamlined permitting
process similar to the approach offered by
the HCP/NCCP.
x Develop a DCD Intranet site where all
relevant information can be readily
accessed by staff.
x Complete work on the Urban Farm Animal
Ordinance for the Board’s adoption.
x Consider eliminating the minimum acreage
requirement for P-1 developments to
permit flexibility for small sites and infill
development.
x Consider improvements to the existing tree
protection and preservation ordinance
x Continue implementing activities related to
the Northern Waterfront Economic
Development Initiative: continuing the
collaborative work group activities with the
cities of Hercules, Martinez, Concord,
Pittsburg, Antioch, and Oakley; vetting
information obtained from community
engagement, outreach, and action teams
with a public/private consortium and work
group; capacity building and outreach to
priority development areas (PDAs) and
Targeted Employment Areas (TEAs) in the
Northern Waterfront; securing funding for
in-depth analysis regarding “Fiscalization
of Land-Use” and “Feasibility of Short-Line
Railroad” to service Northern Waterfront;
developing and adopting a strategic action
plan and implementation program.
Conservation and Development
General Government
80 County of Contra Costa FY 2015–2016 Recommended Budget
Contingency Reserve
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 81
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Approved Change
EXPENDITURES
Provisions for
Contingencies 0 4,055,653 7,671,955 7,671,955 0
TOTAL EXPENDITURES 0 4,055,653 7,671,955 7,671,955 0
REVENUE 0 0 0 0 0
0 0 0 0 0
NET COUNTY COST (NCC) 0 4,055,653 7,671,955 7,671,955 0
FINANCIAL INDICATORS
% Change in Total Exp 0% 89% 0%
% Change in NCC 0% 89% 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: $ 7,671,955
Financing: 0
Net County Cost: 7,671,955
Funding Sources:
General Fund 100.0% $ 7,671,955
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 $7.7 million for
FY 2015-16. Although this amount is lower than
the targeted $10 million, it does allow funding
for: 1) any unforeseen emergency that the Board
may need to fund during the fiscal year; 2)
appropriations without a dedicated earmark to
help to rebuild and grow the County’s fund
balance; and 3) appropriations for technology
projects to increase efficiencies and economies.
Contingency Reserve
General Government
82 County of Contra Costa FY 2015-2016 Recommended Budget
David Twa County Administrator
County Administrator General Government
County of Contra Costa FY 2015-2016 Recommended Budget 83
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 3,613,594 4,919,819 5,053,655 5,053,655 0
Services and Supplies 4,780,810 11,119,069 7,195,590 7,195,590 0
Other Charges 472 0 0 0 0
Fixed Assets 33,702 301,000 46,000 46,000 0
Expenditure Transfers (350,262) (328,688) (350,566) (350,566) 0
TOTAL EXPENDITURES 8,078,316 16,011,200 11,944,679 11,944,679 0
REVENUE
Other Local Revenue 5,039,306 6,614,365 6,819,679 6,819,679 0
GROSS REVENUE 5,039,306 6,614,365 6,819,679 6,819,679 0
NET COUNTY COST (NCC) 3,039,010 9,396,835 5,125,000 5,125,000 0
Allocated Positions (FTE) 24 32 32 32 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 43% 30% 41% 41%
% Change in Total Exp 98% (25%) 0%
% Change in Total Rev 31% 3% 0%
% Change in NCC 209% (45%) 0%
COMPENSATION INFORMATION
Permanent Salaries 2,166,661 2,829,417 3,002,644 3,002,644 0
Temporary Salaries 15,794 21,000 21,000 21,000 0
Deferred Comp 29,592 53,964 49,560 49,560 0
FICA/Medicare 143,847 200,138 210,683 210,683 0
Ret Exp-Pre 97 Retirees 9,137 7,500 7,500 7,500 0
Retirement Expense 839,737 1,110,607 1,027,697 1,027,697 0
Employee Group Insurance 234,159 368,918 390,700 390,700 0
Retiree Health Insurance 195,988 195,761 206,497 206,497 0
OPEB Pre-Pay 103,872 103,872 103,872 103,872 0
Unemployment Insurance 8,167 8,528 9,080 9,080 0
Workers Comp Insurance 15,754 20,114 24,421 24,421 0
Labor Received/Provided (149,115) 0 1 1 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
84 County of Contra Costa FY 2015-2016 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: $5,808,023
Financing: 1,681,163
Net County Cost: 4,126,860
Funding Sources:
Charges - 7.0% $408,662
Divisions & Depts
Landfill Franchise 0.2% 15,000
Cable TV Frnchs 14.8% 858,798
Property Tax Adm 3.8% 219,225
Miscellaneous 3.1% 179,478
General Fund 71.1% 4,126,860
FTE: 24.0
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: $1,520,222
Financing: 522,082
Net County Cost: 998,140
Funding Sources:
Charges - 20.2% $307,212
Divisions & Depts
Landfill Franchise 13.8% 210,420
Miscellaneous 0.3% 4,450
General Fund 65.7% 998,140
FTE: 7.0
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.
County Administrator
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 85
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 2015-16 baseline net County
cost decreased by $4,271,835 from fiscal year
2014-15. The reduction reflects the elimination
of restricted prior year fund balance of
$4,506,819 primarily from CATV franchise fees.
Operating costs increased by $234,984 for
salary and benefits, interdepartmental charges
and non-county professional services.
The recommended net County cost of
$5,125,000 will provide the funding necessary to
maintain services in fiscal year 2015-16.
Performance Measurements
County Administrator accomplishments during
fiscal year 2014-15 include:
x Implemented an automated platform for
talent management to facilitate
employee performance monitoring and
the performance review process.
x Received the Government Finance
Officers Association Distinguished
Budget Presentation Award for the
fourth year in a row.
x Installed a public information kiosk at
the County Administration building to
provide 24/7 access to County
Department information including
agendas, directory, and other
information.
Administrative and Program Goals
Increase effectiveness of organizational sector
budget oversight and promote service delivery
improvements and interdepartmental
coordination:
x Annual budget and program goal
development/reviews and
recommendations
x Quarterly financial reviews
x Monthly service delivery monitoring
x As-needed support and consultation
x Conduct departmental site visits
Provide Board of Supervisors with high quality
support:
x Staff Ad Hoc and standing Board of
Supervisor Committees
x Manage Board of Supervisors agenda
development process, including
automation of agenda process
x Provide research, information and
recommendations on issues as
requested by Board members
x Keep all Board members uniformly
informed of new policies/practices
x Manage Advisory committee tasks, in
compliance with Maddy Act
requirements and Board of Supervisors’
policies.
x 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:
x Continue to work with the Board of
Supervisors, unions, and Departments
to address Pension Liability.
x Regularly promote and set expectations
for focus area accomplishment
x Evaluate Countywide progress
County Administrator
General Government
86 County of Contra Costa FY 2015-2016 Recommended Budget
x Share information on progress with
County staff and general public
x Continue to refine and implement the
County’s other Post Employment Benefit
Strategic Plan.
x Continue to protect and advance the
County’s interests through the federal
and state legislative program.
x Develop and provide county-wide public
information through use of all forms of
media, including print, CCTV and WEB
content.
County Counsel
Sharon L. Anderson, County Counsel General Government
County of Contra Costa FY 2015-2016 Recommended Budget 87
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 7,934,850 9,123,379 9,465,815 9,465,815 0
Services and Supplies 653,852 917,958 926,086 919,836 (6,250)
Other Charges 88 0 0 0 0
Fixed Assets 18,109 18,109 18,109 18,109 0
Expenditure Transfers (4,118,954) (4,024,447) (4,012,745) (4,012,745) 0
TOTAL EXPENDITURES 4,487,944 6,035,000 6,397,266 6,391,016 (6,250)
REVENUE
Other Local Revenue 3,474,586 3,615,000 3,741,016 3,741,016 0
GROSS REVENUE 3,474,586 3,615,000 3,741,016 3,741,016 0
NET COUNTY COST (NCC) 1,013,358 2,420,000 2,656,250 2,650,000 (6,250)
Allocated Positions (FTE) 49 49 49 49 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 92% 91% 91% 91%
% Change in Total Exp 34% 6% 0%
% Change in Total Rev 4% 3% 0%
% Change in NCC 139% 10% 0%
COMPENSATION INFORMATION
Permanent Salaries 4,710,717 5,456,535 5,792,538 5,792,538 0
Temporary Salaries 70,729 58,795 215,795 215,795 0
Permanent Overtime 21 0 0 0 0
Deferred Comp 30,980 39,660 41,700 41,700 0
Comp & SDI Recoveries (175) 0 0 0 0
FICA/Medicare 322,802 366,793 379,447 379,447 0
Ret Exp-Pre 97 Retirees 20,760 24,616 24,616 24,616 0
Retirement Expense 1,860,385 2,230,181 2,025,728 2,025,728 0
Employee Group Insurance 514,421 548,608 581,477 581,477 0
Retiree Health Insurance 220,301 226,250 194,794 194,794 0
OPEB Pre-Pay 76,360 76,360 76,360 76,360 0
Unemployment Insurance 18,001 16,408 17,433 17,433 0
Workers Comp Insurance 89,548 79,173 115,927 115,927 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
County of Contra Costa FY 2015-2016 Recommended Budget88
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: $5,802,877
Financing: 3,152,877
Net County Cost: 2,650,000
Funding Sources:
Charges for Svc 48.3% $2,802,877
Property Tax Admin 6.0% 350,000
General Fund 45.7% 2,650,000
FTE: 23.0
Child Protective Services and Probate
Description: Provides mandatory legal services
for Employment & Human Services Department
activities (adoptions, dependent children, etc.)
and Health Services Department activities
(conservatorships, etc.)
Child Protective Services-Probate Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $2,854,167
Financing: 2,854,167
Net County Cost: 0
Funding Sources:
Charges for Svc 100.0% $2,854,167
FTE:16.0
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 /Civil Litigation Unit
Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,746,716
Financing: 1,746,716
Net County Cost: 0
Funding Sources:
Liability Trust Fund 100.0% $1,746,716
FTE:10.0
CAO’s Recommendation
The baseline net County cost reflects a
$236,250 increase over the FY 2014-15
Adjusted Budget.
Salary and benefit costs increased by $342,436
and are mainly due to increases in permanent
and temporary salaries. Included in this
increase are estimated costs of $157,000, which
the County Counsel Office will charge to the
Health Services Department for legal counsel
and support services provided to implement
Laura’s Law.
In addition to Laura’s Law, additional legal
counsel and support services are anticipated,
which result in an estimated increase of
$137,718 in revenues and expenditure transfers
combined.
The County Administrator is recommending a
net County cost for FY 2015-16 of $2,650,000,
which will require a reduction of $6,250. 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.
County Counsel
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 89
Performance Measurement
In 2013, at the direction of the Board of
Supervisors, the County Counsel’s Office
formally requested the Northern District
Federal Court to vacate a Consent Decree that
had governed the County’s employment
practice 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, the County
Counsel’s Office will work 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.
Since the beginning of 2014, the County
Counsel’s Office has been working closely with
the County Administrator’s Office, the Affirmative
Action/Equal Opportunity Officer, and the Human
Resources Department to update the County’s
equal employment opportunity policies and
procedures. The office anticipates this process
will continue through FY 2015/16.
In addition to assisting with legal issues
related to the County’s equal employment
programs, the 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 County Counsel’s Office continues to assist
County departments with employee retirement
and benefit issues arising out of the California
Public Employees’ Pension Reform Act (PEPRA)
and the Affordable Care Act.
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.
The County Counsel’s 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.
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.
Upgrade information technology equipment,
software, and email systems to enhance
workflow. These upgrades will allow staff to
communicate more effectively with client
departments.
In 2014, the County Counsel’s Office upgraded
IT hardware and software. This has allowed for
greater system uniformity to facilitate
administration and troubleshooting, in particular
with regard to the transfer of documents and
email communications.
Administrative and Program Goals
Continue to devote significant legal services
to human resources issues impacting the
County.
The County Counsel’s Office will need to devote
significant legal services to human resources
issues in the post-PEPRA era, including labor
relations, employee benefits, health care, and
retirement issues.
On February 3, 2015, the Board of
Supervisors decided to implement Laura’s
Law. The County Counsel’s Office will need
to devote new resources to assist the Health
Services Department with issues involved in
the implementation of this law.
In order to provide support to the implementation
of Laura’s Law, the County Counsel’s Office has
estimated that they will need one 0.5 FTE Senior
Deputy County Counsel and one 0.5 FTE Senior
Clerk in FY 2015-16. These positions would
fulfill tasks such as the determination of whether
Assisted Outpatient Treatment criteria are met,
and the preparation, filing and serving of the
petition.
County Counsel
General Government
County of Contra Costa FY 2015-2016 Recommended Budget90
Provide increased supervision and
monitoring of County liability cases, including
those assigned to outside counsel.
In the coming fiscal year the County Counsel’s
Office will need to work closely with the Risk
Management Division of the County
Administrator’s Office to fulfill this goal.
Support the Contra Costa County Housing
Authority with legal issues.
The County Counsel’s Office will need to work
closely with the Contra Costa County Housing
Authority to address legal issues arising out of
the Housing Authority’s obligation to provide
traditional public housing and Section 8 housing
in this era of federal funding shortfalls.
FY 2015-16
Program Modification List
Order
Reference to
Mand/Disc
List
Program Name Services FTE Net County
Cost Impact Impact
1 1
County
Counsel Risk
Mgmt /
Tort Unit
Services and
Supplies 0.0 (6,250)
Reduction in miscellaneous
service and supply expenses
will require operational
efficiencies. Reductions
have minimal impact
Total 0.0 (6,250)
Crockett/Rodeo Revenues
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 91
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 219,177 342,000 276,000 276,000 0
Other Charges 290,537 294,000 284,000 284,000 0
TOTAL EXPENDITURES 509,714 636,000 560,000 560,000 0
NET COUNTY COST (NCC) 509,714 636,000 560,000 560,000 0
FINANCIAL INDICATORS
% Change in Total Exp 25% (12%) 0%
% Change in NCC 25% (12%) 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 a decrease of
$76,000 from FY 2014-15. Prior year fund
balance in the amount of $60,000 was
eliminated from the baseline budget for FY
2015-16 and a further $16,000 was reduced to
match estimated expenditures. 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
92 County of Contra Costa FY 2015-2016 Recommended Budget
Debt Service
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 93
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Other Charges 11,000,000 0 0 0 0
TOTAL EXPENDITURES 11,000,000 0 0 0 0
REVENUE
Other Local Revenue 3,282,769 3,000,000 0 0 0
State Assistance 34,371 0 0 0 0
GROSS REVENUE 3,317,140 3,000,000 0 0 0
NET COUNTY COST (NCC) 7,682,860 (3,000,000) 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp (100%) 0% 0%
% Change in Total Rev (10%) (100%) 0%
% Change in NCC (139%) (100%) 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: 0
Net Fund Cost: 0
Funding Sources:
Property Taxes 100.0% $0
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
94 County of Contra Costa FY 2015-2016 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: $36,917,526
Financing: 36,917,526
Net Fund Cost: 0
Funding Sources:
Use of Money 2.2% $800,000
Transfers 97.8% 36,117,526
Notes and Warrants Interest
Description:To budget for the interest and
administrative costs associated with Teeter Plan
borrowing program and other funding sources in
the Automated Systems Development Fund.
Notes and Warrants Interest Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $0
Financing: 0
Net Fund Cost: 0
Funding Sources: N/A
Retirement Litigation Settlement Debt
Service
Description:To provide funding for the
Retirement Litigation Settlement Debt Services
repayment schedule that resulted from a court
case requiring the County to pay $28.1 million
over a period of approximately 20 years. The
period ends in February, 2024.
Retirement Litigation Settlement Expense
Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $2,759,911
Financing: 2,759,911
Net Fund Cost: 0
Funding Sources:
Transfers 100.0% $2,759,911
CAO’s Recommendation
The FY 2015-16 budget does not include ad
valorem property tax revenues to the County
from the West Contra Costa Healthcare District.
Although the latest agreement, adopted
December 2, 2014, did not yet positively
eliminate the FY 2015-16 transfer, it did set in
motion the potential of a three year permanent
waiver of property tax allocations beginning in
FY 2015-16. The tax transfer has been
approximately $3 million each year (dependent
upon tax generation) and was due to continue
until approximately FY 2019-20. Each year’s
transfer will appear as a negative net County
cost in our schedules.
Transfers for the Retirement UAAL Bond and
Retirement Litigation Settlement Debt service
expenses are budgeted in each department as a
compensation expense. The increase for the
Retirement UAAL Bond in FY 2015-16 is due to
a 11.7% growth in principal payment netted
against a 7.5% reduction in interest. The total
payment will increase by a net of approximately
4.2% each year until it is retired in 2024.
We do not anticipate issuing Tax Revenue
Anticipation Notes (TRANs) in FY 2015-16.
Department of Information Technology
Ed Woo, Chief Information Officer General Government
County of Contra Costa FY 2015-2016 Recommended Budget 95
Department of Information Technology Summary
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 9,649,231 11,700,974 11,554,250 11,554,250 0
Services and Supplies 8,773,683 10,188,399 12,083,195 12,083,195 0
Other Charges 1,138,423 1,929,896 2,081,942 2,081,942 0
Fixed Assets 231,594 248,100 22,100 22,100 0
Expenditure Transfers (12,965,935) (15,904,392) (16,908,306) (16,908,306) 0
TOTAL EXPENDITURES 6,826,996 8,162,977 8,833,181 8,833,181 0
REVENUE
Other Local Revenue 6,856,787 8,067,977 8,738,181 8,738,181 0
GROSS REVENUE 6,856,787 8,067,977 8,738,181 8,738,181 0
NET COUNTY COST (NCC) (29,791) 95,000 95,000 95,000 0
Allocated Positions (FTE) 75 76 76 76 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 49% 49% 45% 45%
% Change in Total Exp 20% 8% 0%
% Change in Total Rev 18% 8% 0%
% Change in NCC (419%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 4,983,438 6,345,277 6,581,308 6,581,308 0
Temporary Salaries 355,548 162,077 115,000 115,000 0
Permanent Overtime 159,996 114,000 112,000 112,000 0
Deferred Comp 46,665 73,560 76,140 76,140 0
FICA/Medicare 402,879 479,495 495,880 495,880 0
Ret Exp-Pre 97 Retirees 21,722 28,108 28,108 28,108 0
Retirement Expense 1,952,844 2,542,030 2,234,913 2,234,913 0
Excess Retirement 14,462 0 0 0 0
Employee Group Insurance 731,074 927,066 885,899 885,899 0
Retiree Health Insurance 582,551 619,708 629,222 629,222 0
OPEB Pre-Pay 313,440 313,440 313,440 313,440 0
Unemployment Insurance 20,786 18,980 19,782 19,782 0
Workers Comp Insurance 63,827 77,233 62,558 62,558 0
Department of Information Technology
General Government
96 County of Contra Costa FY 2015-2016 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 neighboring
agencies, county departments and managers
throughout the organization.
Department of Information Technology
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 97
Information Technology Budget
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 7,118,486 9,022,203 8,878,995 8,878,995 0
Services and Supplies 3,828,706 5,061,850 6,465,384 6,465,384 0
Other Charges 733,297 1,282,823 1,439,764 1,439,764 0
Fixed Assets 117,645 12,200 0 0 0
Expenditure Transfers (8,634,192) (11,193,788) (11,924,142) (11,924,142) 0
TOTAL EXPENDITURES 3,163,942 4,185,288 4,860,001 4,860,001 0
REVENUE
Other Local Revenue 3,220,017 4,185,288 4,860,001 4,860,001 0
GROSS REVENUE 3,220,017 4,185,288 4,860,001 4,860,001 0
NET COUNTY COST (NCC) (56,075) 0 0 0 0
Allocated Positions (FTE) 55 56 56 56 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 60% 59% 53% 53%
% Change in Total Exp 32% 16% 0%
% Change in Total Rev 30% 16% 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 3,643,149 4,900,841 5,083,658 5,083,658 0
Temporary Salaries 340,573 141,476 110,000 110,000 0
Permanent Overtime 14,313 2,000 0 0 0
Deferred Comp 36,795 61,740 64,320 64,320 0
FICA/Medicare 294,133 369,116 381,329 381,329 0
Ret Exp-Pre 97 Retirees 15,869 21,522 21,522 21,522 0
Retirement Expense 1,433,248 1,952,812 1,709,551 1,709,551 0
Excess Retirement 14,462 0 0 0 0
Employee Group Insurance 513,661 709,938 661,559 661,559 0
Retiree Health Insurance 485,719 522,876 522,876 522,876 0
OPEB Pre-Pay 257,248 257,248 257,248 257,248 0
Unemployment Insurance 15,142 14,671 15,281 15,281 0
Workers Comp Insurance 54,176 67,963 51,651 51,651 0
Department of Information Technology
General Government
98 County of Contra Costa FY 2015-2016 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. Ensures high speed, reliable and
secure internet and email access.
Dept of Information Technology Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $16,784,143
Financing: $16,784,143
Net County Cost: 0
Funding Sources:
User Fees 100.0% $16,784,143
FTE: 56.0
Department of Information Technology
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 99
Telecommunications Budget
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 2,530,745 2,678,771 2,675,255 2,675,255 0
Services and Supplies 4,944,977 5,126,549 5,617,811 5,617,811 0
Other Charges 405,126 647,073 642,178 642,178 0
Fixed Assets 113,949 235,900 22,100 22,100 0
Expenditure Transfers (4,331,743) (4,710,604) (4,984,164) (4,984,164) 0
TOTAL EXPENDITURES 3,663,054 3,977,689 3,973,180 3,973,180 0
REVENUE
Other Local Revenue 3,636,770 3,882,689 3,878,180 3,878,180 0
GROSS REVENUE 3,636,770 3,882,689 3,878,180 3,878,180 0
NET COUNTY COST (NCC) 26,284 95,000 95,000 95,000 0
Allocated Positions (FTE) 20 20 20 20 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 32% 31% 30% 30%
% Change in Total Exp 9% 0% 0%
% Change in Total Rev 7% 0% 0%
% Change in NCC 261% 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 1,340,288 1,444,436 1,497,650 1,497,650 0
Temporary Salaries 14,975 20,601 5,000 5,000 0
Permanent Overtime 145,683 112,000 112,000 112,000 0
Deferred Comp 9,870 11,820 11,820 11,820 0
FICA/Medicare 108,746 110,379 114,551 114,551 0
Ret Exp-Pre 97 Retirees 5,853 6,586 6,586 6,586 0
Retirement Expense 519,596 589,218 525,362 525,362 0
Employee Group Insurance 217,414 217,128 224,340 224,340 0
Retiree Health Insurance 96,832 96,832 106,346 106,346 0
OPEB Pre-Pay 56,192 56,192 56,192 56,192 0
Unemployment Insurance 5,644 4,309 4,501 4,501 0
Workers Comp Insurance 9,651 9,270 10,907 10,907 0
Telecommunications Description: Operates, maintains and
manages the County’s communications systems
including telephone, voice mail, microwave and
the two-county public safety radio system.
Provides installation and maintenance of radio
Department of Information Technology
General Government
100 County of Contra Costa FY 2015-2016 Recommended Budget
systems for police agencies, special districts,
medical facilities and cities.
Telecommunications Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $8,957,344
Financing: 8,862,344
Net County Cost: 95,000
Funding Sources:
User Fees 98.9% $8,862,344
General Fund 1.1% 95,000
FTE: 20.0
CAO Recommendation
The 2015/16 Recommended Budget for the
Department of Information Technology reflects
no increase in net County cost because all cost
increases are charged out to service recipients.
Expenditures and revenues are increased by
$1,674,118 from the 2014/15 Budget, due to the
net impact of reduced staff retirement costs and
increased appropriations for specialized
mainframe services and support, software
licenses, hardware and software maintenance,
manufacturer annual cost increases, system
security, and the replacement of aging
equipment. Provision for specialized contract
services are augmented due to the retirement of
staff essential in supporting the County
mainframe and whose knowledge and skills are
scarce and no longer available within the County
workforce. The Recommended Budget also
provides for services required to complete
Federal Communications Commission licensing
requirements for the County’s
telecommunications systems.
Wide Area Network (WAN) rates are increased
by 10% and telephone line/port rates are
increased by 14% 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
x Develop a County-wide IT systems to
improve staff and operational efficiencies.
x Improve County’s computer Wide Area
Network speed – install fiber optic facilities.
x 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 WAN is
available.
The County’s WAN was available 99
percent of time.
o Percentage of time the County’s voice
mail communication system is available
The County’s voice mail communication
system was available 99 percent of
time.
o Percentage of email addresses in the
Countywide address book.
The percentage of email addresses in
the Countywide address book was 94
percent in FY 2014-15.
Administrative and Program Goals
x 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.
Department of Information Technology
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 101
x 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 WAN is available
for systems such as Email, Internal Web
Sites, and Payroll Systems.
o Percentage of time the County’s voice
mail communication system is available
by leveraging “Cloud Based” Solutions.
o Percentage of email addresses in the
Countywide address book.
o Design and incorporate wireless
network for additional specific County
locations to further decrease the need
for cabling.
o Implement a Countywide alternative
high speed internet access connections
Department of Information Technology
General Government
102 County of Contra Costa FY 2015-2016 Recommended Budget
Employee Retiree Benefits
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 103
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 702,925 1,099,026 1,053,467 1,053,467 0
Services and Supplies 2,366,961 11,936,075 4,854,929 4,854,929 0
Expenditure Transfers (155,252) (354,138) (354,138) (354,138) 0
TOTAL EXPENDITURES 2,914,635 12,680,963 5,554,258 5,554,258 0
REVENUE
Other Local Revenue 1,751,628 38,862 38,862 38,862 0
GROSS REVENUE 1,751,628 38,862 38,862 38,862 0
NET COUNTY COST (NCC) 1,163,007 12,642,101 5,515,396 5,515,396 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 23% 8% 18% 18%
% Change in Total Exp 335% (56%) 0%
% Change in Total Rev (98%) 0% 0%
% Change in NCC 987% (56%) 0%
COMPENSATION INFORMATION
Retirement Expense (405,072) 0 0 0 0
Retiree Health Insurance 608,509 599,538 553,979 553,979 0
OPEB Pre-Pay 499,488 499,488 499,488 499,488 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
104 County of Contra Costa FY 2015-2016 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: $4,554,929
Financing: 93,000
Net County Cost: 4,461,929
Funding Sources:
General Fund 98.0% $4,461,929
Interdept Charges 2.0% 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: $1,353,467
Financing: 300,000
Net County Cost: 1,053,467
Funding Sources:
General Fund 77.8% $1,053,467
Interdept Charges 22.2% 300,000
CAO’s Recommendation
The Baseline Budget reflects a net decrease of
$7,126,705. The net decrease reflects the
elimination of prior year fund balance totaling
$9,870,505 as well as a decrease of $45,559 for
anticipated reductions in retiree health costs. An
upgrade to the PeopleSoft system is anticipated
in fiscal year 2015-16 and $2,789,359 has been
added to the budget for that purpose. The total
net change is a decrease of $7,126,705 from the
current year.
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 2015-2016 Recommended Budget 105
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
REVENUE
Other Local Revenue 348,112,906 350,007,000 383,080,000 383,080,000 0
Federal Assistance 1,844 0 0 0 0
State Assistance 2,246,273 1,914,000 1,800,000 1,800,000 0
GROSS REVENUE 350,361,023 351,921,000 384,880,000 384,880,000 0
NET COUNTY COST (NCC) (350,361,023) (351,921,000) (384,880,000) (384,880,000) 0
FINANCIAL INDICATORS
% Change in Total Rev 0% 9% 0%
% Change in NCC 0% 9% 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: 384,880,000
Net County Cost: (384,880,000)
Funding Sources:
Property Taxes 83.3% $320,580,000
Other Taxes 4.8% 18,660,000
Trans Tax (TOT) 0.5% 2,000,000
License Franchise 2.1% 7,925,000
Fines Penalties 5.8% 22,500,000
Use of Money 0.4% 1,700,000
Intergovernmental 1.5% 5,600,000
Charges for Service 1.5% 5,665,000
Miscellaneous Rev 0.1% 250,000
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 three fiscal years,
assessed values have begun to experience
growth. The State Board of Equalization has
announced an inflation factor of just under two
percent* (1.01998) for FY 2015-16; however, the
County Administrator’s Office is projecting that
assessed value growth will be at least 6%. The
6% figure compares to current year growth of
9.09%, FY 2013-14 growth of 3.45% and 0.86%
growth in FY 2012-13.
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.
* The inflation factor increase in base year value is limited to
2% by California Constitution, Article XIII A, section 2(b).
General Purpose Revenue
General Government
106 County of Contra Costa FY 2015-2016 Recommended Budget
Human Resources
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 107
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 4,453,710 4,567,684 5,305,093 5,305,093 0
Services and Supplies 5,173,677 6,737,931 4,677,044 4,677,044 0
Fixed Assets 21,025 0 55,213 55,213 0
Expenditure Transfers (772,144) (755,690) (713,017) (713,017) 0
TOTAL EXPENDITURES 8,876,268 10,549,925 9,324,333 9,324,333 0
REVENUE
Other Local Revenue 7,494,300 6,443,505 6,524,333 6,524,333 0
GROSS REVENUE 7,494,300 6,443,505 6,524,333 6,524,333 0
NET COUNTY COST (NCC) 1,381,968 4,106,420 2,800,000 2,800,000 0
Allocated Positions (FTE) 43 46 46 46 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 46% 40% 53% 53%
% Change in Total Exp 19% (12%) 0%
% Change in Total Rev (14%) 1% 0%
% Change in NCC 197% (32%) 0%
COMPENSATION INFORMATION
Permanent Salaries 2,531,270 2,543,732 3,086,245 3,086,245 0
Temporary Salaries 9,604 12,800 12,800 12,800 0
Permanent Overtime 10,060 4,500 4,500 4,500 0
Deferred Comp 36,450 39,720 52,620 52,620 0
Comp & SDI Recoveries (1,688) 0 0 0 0
FICA/Medicare 185,736 189,980 232,950 232,950 0
Ret Exp-Pre 97 Retirees 10,477 13,321 13,321 13,321 0
Retirement Expense 946,556 1,040,868 1,005,849 1,005,849 0
Employee Group Insurance 361,838 356,875 475,642 475,642 0
Retiree Health Insurance 225,167 223,405 214,937 214,937 0
OPEB Pre-Pay 103,468 103,468 103,468 103,468 0
Unemployment Insurance 9,715 7,620 9,220 9,220 0
Workers Comp Insurance 25,058 31,395 93,541 93,541 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
108 County of Contra Costa FY 2015-2016 Recommended Budget
Human Resources
Develops, administers and maintains merit and
exempt employment systems, which include
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: $1,469,707
Financing: 1,719,608
Net County Cost: (249,901)
Funding Sources:
Charges 116.9% 1,717,608
Miscellaneous 0.1% 2,000
General Fund -17.0% (249,901)
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: $5,306,156
Financing: 5,306,156
Net County Cost: 0
Funding Sources:
Charges 100.0% $5,306,156
FTE: 13.0
Personnel Services
Description: Develops and administers
programs and policies to help ensure that the
County recruits and selects a highly skilled and
diversified workforce that is properly classified
and is fairly and equitably compensated.
Activities include 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: $3,214,901
Financing: 165,000
Net County Cost: 3,049,901
Funding Sources:
Charges 5.1% $ 165,000
General Fund 94.9% 3,049,901
FTE: 28.0
Human Resources
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 109
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 2015-16
reflects a net decrease of $1,306,420 from the
current year. The reduction reflects the removal
of restricted, prior year fund balance totaling
$2,275,514 for Benefits Administration and
Employee Child Care. Salary and benefit costs
increased by $737,409. General operating costs
are estimated to increase by $269,840 to cover
interdepartmental charges, increased costs for
professional/specialized services, and costs
attributed to the remodel of the Personnel
Services Unit. Revenue increased by $38,155
for benefits administration costs.
Performance Measurement
x Conducted Executive recruitments for the
following key positions:
o Director of Animal Services
o Employment and Human Services Chief
Financial Officer
o Director of Human Resources
o Assistant Fire Chief
x 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.
x Provided several large recruitments and
processed the following applications:
9 Deputy Sheriff 2,534
9 Eligibility Worker I 1,323
9 Probation Counselor 1,139
9 Clerk-Experienced Level 1,123
9 Child Support Specialist 784
9 Sheriff’s Dispatcher 747
9 Social Casework Assistant 421
x Received approval and funding to add
several positions within the Personnel
Services Unit and have hired new staff
members to further develop a team better
equipped to provide improved service
delivery to County departments and
individuals seeking County employment.
x Issued a Request for Proposal (RFP) to
solicit bids from firms that can assist the
Human Resources Department implement
an automated employee recruitment and
onboarding process to replace the current
paper-based workflow system. Seven
responses to the RFP were received and a
qualifications appraisal board will be
convened to review the proposals and
recommend a vendor.
x Migrated from our Alfresco platform to Laser
Fiche to continue with the digital imaging of
our personnel history files.
x Partnered with ECSI Imaging, Inc. to assist
in the development and implementation of
the preparation and routing of online
personnel transactions.
x Initiated a pilot program with the
departments of Information Technology,
Public Works, Conversation and
Development and Child Support Services to
test and verify the online and routing
process to complete online personnel
transactions.
Human Resources
General Government
110 County of Contra Costa FY 2015-2016 Recommended Budget
x Convened a Recruitment Opportunities
Work Group consisting of representatives
from the Human Resources Department,
County Counsel’s Office and the Affirmative
Action/Equal Employment Opportunity
Officer to establish a post-Consent Decree
framework to ensure that the County
workforce reflects the diversity of the County
workforce and provides equal opportunity for
all qualified persons.
x Assembled a group of representatives from
various County departments to form a
Personnel Management Regulations
(PMR’s) Work Group to perform a
comprehensive review of all sections of the
document and to provide recommendations
including additions, deletions, changes,
revisions and updates to the PMR’s to
present to the Board of Supervisors for
adoption.
x Implemented AB218 “Ban the Box”which
requires the removal of self-reporting
questions about conviction history from
employment applications to give qualified
ex-offenders an opportunity to be
considered for government jobs if they meet
the minimum qualifications for the positions.
x Announced and hosted the HR Academy,
facilitated through CPS HR Consulting, to
provide six courses designed to increase
participants’ knowledge, skills and
professionalism through practical hands-on
activities to reinforce basic HR principles for
human resources employees and
employees in operating department
personnel positions.
x Processed 151 Personnel Adjustment
Resolutions (P300’s).
x The Transactions Unit effectively
implemented the required salary changes for
the following labor organizations:
o Deputy District Attorneys’ Association,
Public Defender’s Association, Deputy
Sheriff’s Association, In Home Support
Services Public Authority, District
Attorney Investigator’s Association,
Unrepresented Management.
Administrative and Program Goals
x Continue the transformation of the
department to an internal service delivery
organization with a focus on strategic
partnering and exceptional customer service
to meet the increasing needs of the
Countywide operating departments.
x Provide continued training to human
resources employees and operating
departmental personnel in the areas of:
transactions, certification, recruitment
preparation and deep class resolutions.
x Continue to implement the Affordable Care
Act.
x Partner with departments who administer
high volume recruitments to define more
cost effective selection tools and analyze
recruitment outcomes to improve
recruitment strategies.
x Research alternative ways to assess
candidates (i.e., non-proctored applicant
assessments).
x Partner with the County Administrator’s
Office Risk Management Division to develop
a New Employee Orientation Program.
Library
Jessica Hudson, County Librarian General Government
County of Contra Costa FY 2015-2016 Recommended Budget 111
Library Budget Summary
Library Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 17,633,192 20,122,045 20,618,553 20,713,192 94,639
Services and Supplies 3,876,540 5,619,608 4,885,605 4,885,605 0
Other Charges 1,935,725 2,202,193 1,931,223 1,931,223 0
Fixed Assets 246,309 262,740 280,000 280,000 0
Expenditure Transfers 52,068 55,955 68,944 68,944 0
TOTAL EXPENDITURES 23,743,834 28,262,541 27,784,325 27,878,964 94,639
REVENUE
Other Local Revenue 27,251,893 25,001,193 27,532,982 27,627,621 94,639
Federal Assistance 5,152 0 0 0 0
State Assistance 284,790 254,978 251,343 251,343 0
GROSS REVENUE 27,541,834 25,256,171 27,784,325 27,878,964 94,639
NET FUND COST (3,798,001) 3,006,370 0 0 0
Allocated Positions (FTE) 175 178 178 179 1
FINANCIAL INDICATORS
Salaries as % of Total Exp 74% 71% 74% 74%
% Change in Total Exp 19% (2%) 0%
% Change in Total Rev (8%) 10% 0%
% Change in NCC (179%) (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 9,612,738 10,582,607 11,321,998 11,416,637 94,639
Temporary Salaries 990,509 1,070,052 1,255,967 1,255,967 0
Permanent Overtime 79,144 48,725 64,079 64,079 0
Deferred Comp 32,016 127,380 93,180 93,180 0
Comp & SDI Recoveries (39,815) 0 0 0 0
FICA/Medicare 774,965 879,768 960,103 960,103 0
Ret Exp-Pre 97 Retirees 34,164 34,361 35,006 35,006 0
Retirement Expense 3,092,783 3,789,342 3,436,408 3,436,408 0
Employee Group Insurance 1,555,900 2,098,475 1,923,250 1,923,250 0
Retiree Health Insurance 897,355 902,415 849,856 849,856 0
OPEB Pre-Pay 461,930 461,930 461,930 461,930 0
Unemployment Insurance 39,940 28,537 30,341 30,341 0
Workers Comp Insurance 101,564 98,453 186,435 186,435 0
Library
General Government
112 County of Contra Costa FY 2015-2016 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:
0620 – Admin and Support Services
0621 – Library Community Services
0008 – Revenue - County Library Taxes
0113 – Plant Acquisition – Library Fund
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: $27,878,964
Financing: 27,878,964
Net Fund Cost: 0
Funding Sources:
Property Taxes 86.9% $24,231,664
Intergovernmental 9.3% 2,589,024
State 0.9% 251,343
Fees 2.4% 680,682
Other 0.5% 126,251
FTE: 178.6
Library
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 113
Library Administration and Support Services Budget
Library Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 6,951,478 7,677,375 7,699,633 7,794,272 94,639
Services and Supplies 3,142,947 3,044,885 2,324,281 2,324,281 0
Other Charges 969,330 967,000 950,157 950,157 0
Fixed Assets 233,842 60500 280,000 280,000 0
Expenditure Transfers 52,068 55,955 68,944 68,944 0
TOTAL EXPENDITURES 11,349,665 11,805,715 11,323,015 11,417,654 94,639
REVENUE
Other Local Revenue 433,081 512,976 316,744 411,383 94,639
Federal Assistance 4,963 0 0 0 0
State Assistance 77,575 38,597 38,500 38,500 0
GROSS REVENUE 515,618 551,573 355,244 449,883 94,639
NET FUND COST 10,834,047 11,254,142 10,967,771 10,967,771 0
Allocated Positions (FTE) 56 57 57 58 1
FINANCIAL INDICATORS
Salaries as % of Total Exp 62% 65% 68% 69%
% Change in Total Exp 4% (4%) 1%
% Change in Total Rev 7% (36%) 27%
% Change in NFC 4% (3%) 0%
COMPENSATION INFORMATION
Permanent Salaries 3,397,964 3,829,726 4,033,650 4,128,289 94,639
Temporary Salaries 136,746 83,736 79,090 79,090 0
Permanent Overtime 7,754 8,708 9,780 9,780 0
Deferred Comp 9,172 21,900 31,560 31,560 0
Comp & SDI Recoveries (17,627) 0 0 0 0
FICA/Medicare 256,795 295,196 308,938 308,938 0
Ret Exp-Pre 97 Retirees 13,161 13,379 13,169 13,169 0
Retirement Expense 1,220,046 1,424,537 1,248,427 1,248,427 0
Employee Group Insurance 521,304 588,719 584,885 584,885 0
Retiree Health Insurance 897,355 902,415 849,856 849,856 0
OPEB Pre-Pay 461,930 461,930 461,930 461,930 0
Unemployment Insurance 13,194 10,616 10,970 10,970 0
Workers Comp Insurance 33,685 36,513 67,378 67,378 0
Library
General Government
114 County of Contra Costa FY 2015-2016 Recommended Budget
1.Library Administration
Description: Includes Library Administration,
Shipping, and Volunteer Program
Coordination. Library Administration plans,
organizes and directs the operation of the
County Library; provides leadership and
management in budgetary, personnel,
operational, and policy matters; plans for the
future of the library with the Library
Commission, City Councils, representatives of
library communities, and staff; has
responsibility for planning Admin with
communities for new buildings and facilities.
Shipping receives all resources, furniture, and
equipment delivered to the library and
provides daily delivery of library resources to
all library facilities. Volunteer services provide
coordination for recruitment, training, and
retention to meet community interest in public
service. FTE: 18.3
2.Support Services
Description: Includes Automation, Virtual
Library Services, Circulation Services,
Technical Services and Collection
Management. Automation provides planning
and operations for the Integrated Library
System, all information technology, hardware,
software, and desktop support, new
technologies, Internet services and the Wide
Area Network linking all local library locations.
The Virtual Library is responsible for the
library’s web presence and Intranet; creates
and maintains online services through the
library website, and centralized reference
services, including toll-free telephone and
online reference service, Live Chat (live
interactive chat reference help with librarians
for government information), government
documents, and periodicals; develops and
implements new technologies in support of
library strategic goals and initiatives.
Circulation Services provides management
support for the lending of library materials,
patron accounts, and inter-library loan of
library materials. Technical Services provides
for catalog and database maintenance, and
processing of materials. Collection
Management provides for selection,
acquisition, and fund accounting of library
materials. FTE: 27.2
3.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. FTE: 12.3
Library-Admin & Support Services Summary
Service: Discretionary
Level of Services: Discretionary
Expenditures: $11,417,654
Financing: 449,883
Net Fund Cost: 10,967,771
Funding Sources:
Property Taxes 96.1% $10,967,771
Intergovernmental 0.8% 90,282
State 0.3% 38,500
Fees 1.9% 215,649
Other 0.9% 105,452
FTE: 57.8
Library
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 115
Library-Community Services
Library Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 10,681,714 12,444,670 12,918,920 12,918,920 0
Services and Supplies 733,592 2,574,723 2,561,324 2,561,324 0
Other Charges 951,196 1,235,193 981,066 981,066 0
Fixed Assets 202,240 0 0 0
TOTAL EXPENDITURES 12,366,503 16,456,826 16,461,310 16,461,310 0
REVENUE
Other Local Revenue 5,370,999 3,034,914 2,984,574 2,984,574 0
GROSS REVENUE 5,370,999 3,034,914 2,984,574 2,984,574 0
NET FUND COST 6,995,504 13,421,912 13,476,736 13,476,736 0
Allocated Positions (FTE) 119 121 121 121 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 86% 76% 78% 78%
% Change in Total Exp 33% 0% 0%
% Change in Total Rev (43%) (2%) 0%
% Change in NFC 92% 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 6,214,774 6,752,881 7,288,348 7,288,348 0
Temporary Salaries 853,763 986,316 1,176,877 1,176,877 0
Permanent Overtime 71,390 40,017 54,299 54,299 0
Deferred Comp 22,844 105,480 61,620 61,620 0
Comp & SDI Recoveries (22,188) 0 0 0 0
FICA/Medicare 518,170 584,572 651,165 651,165 0
Ret Exp-Pre 97 Retirees 21,003 20,982 21,837 21,837 0
Retirement Expense 1,872,737 2,364,805 2,187,981 2,187,981 0
Employee Group Insurance 1,034,596 1,509,756 1,338,365 1,338,365 0
Unemployment Insurance 26,746 17,921 19,371 19,371 0
Workers Comp Insurance 67,879 61,940 119,057 119,057 0
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
General Government
116 County of Contra Costa FY 2015-2016 Recommended Budget
Library-Community Services Summary
Service: Discretionary
Level of Services: Discretionary
Expenditures: $16,461,310
Financing: 2,984,574
Net Fund Cost: 13,476,736
Funding Sources:
Property Taxes 81.9% $13,476,736
Intergovernmental 15.2% 2,498,742
Fees 2.8% 465,033
Other 0.1% 20,799
FTE: 120.8
Library
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 117
Revenue – County Library Taxes
Library Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
REVENUE
Other Local Revenue 21,447,813 21,453,303 24,231,664 24,231,664 0
Federal Assistance 189 0 0 0 0
State Assistance 207,215 216,381 212,843 212,843 0
GROSS REVENUE 21,655,217 21,669,684 24,444,507 24,444,507 0
NET FUND COST (21,655,217) (21,669,684) (24,444,507) (24,444,507) 0
FINANCIAL INDICATORS
% Change in Total Rev 0% 13% 0%
% Change in NFC 0% 13% 0%
Description:The Library Fund receives an
apportionment, in accordance with State law, of
approximately 1.5% of the countywide 1%
property tax revenue.
Revenue – County Library Taxes
Service: Mandatory
Level of Service: Mandatory
Expenditures: $ 0
Financing: 24,444,507
Net Fund Cost: (24,444,507)
Funding Sources:
Property Taxes 99.1% $24,231,664
State 0.9% 212,843
Library
General Government
118 County of Contra Costa FY 2015-2016 Recommended Budget
Library – Plant Acquisition
Library Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Other Charges 15,200 0 0 0 0
Fixed Assets 12,466 0 0 0 0
TOTAL EXPENDITURES 27,666 0 0 0 0
REVENUE 0000 0
0
NET FUND COST 27,666 0 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp (100%) 0% 0%
% Change in NFC (100%) 0% 0%
Description: Plan, design, and construct
various repair, improvement, and construction
projects for Library facilities using in-house staff,
consultants, and contractors.
Library – Plant Acquisition
Service: Discretionary
Level of Service: Discretionary
Expenditures: $ 0
Financing: 0
Net Fund Cost: 0
Funding Sources:
Other 0% 0%
Fund 120600
Library
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 119
Other Funds
Casey Library Gift
Description: The Casey Library Gift Trust was
established from proceeds from the estate of
Nellie Casey. Funds are restricted for use in the
Ygnacio Valley Library, also known as the
Thurman G. Casey Memorial Library.
Casey Library Gift
Service: Discretionary
Level of Service: Discretionary
Expenditures: $100
Financing: 100
Net Fund Cost: 0
Funding Sources:
Other 100.0% $100
Fund 120700
CAO’s Recommendation
Baseline costs for salaries and benefits are
increased over the current year budget due to
cost of living increases and the addition of 2.9
FTE. The recommended budget increased by
$94,639 from the Baseline, reflecting the
addition of one Library Specialist position to
support children’s programming, which
increased the Library overall FTE total by 3.9.
Baseline services and supplies are reduced to
reflect one-time purchases in 2014-15 of
equipment, computers, and materials. Baseline
costs for other charges are reduced due to one-
time appropriations in 2014-15 for facilities
maintenance costs. The Library has estimated
an increase of 6% in property tax revenue,
which will enable the Library to absorb increases
to salaries and benefit costs. The Library
continues to be an innovative support to the
community.
Performance Measurement
x Library Visits:
Library visits have increased an average of
1.0% annually, from 3,878,217 visits in FY
2008-09 to 4,063,830 visits in FY 2013-14.
x Items Circulated
The number of items circulated has
increased an average of 0.6% annually,
from 6,728,411 in FY 2008-09 to 6,890,877
in FY 2013-14.
.
x Annual Hours Open:
The Library’s annual open hours have
decreased from 57,148 in FY 2008-09 to
56,654 in FY 2013-14, due to reduced extra
open hours funded by cities.
x Received 2014 Achievement Award from the
National Association of Counties (NACo) for
“LiveChat”, an online chat service providing
information to the citizens of Contra Costa
County on local government services.
Whether it's zoning information, filing a
fictitious business name, finding affordable
housing, or reporting child or elder abuse,
library staff can quickly point citizens to the
online information, department, or service
they need to efficiently and effectively
transact business with the County online. In
2014, Library staff answered 15,000
individual requests for information through
this service alone.
x Implemented “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. The successful launch of the
program has led to additional community
and historical society partners working
together to preserve information for future
generations.
x Produced “War Ink”, an online exhibit of Iraq
and Afghanistan veteran memorial tattoo art,
which debuted on Veteran’s Day 2014 with
staggeringly positive public response and
widespread press coverage. With over
25,000 site visits and hundreds of articles
published on the interactive site, including
coverage on PBS and KQED’s Forum, plans
Library
General Government
120 County of Contra Costa FY 2015-2016 Recommended Budget
for phase 2 of this project are in progress for
the 2015/16 fiscal year.
x Developed the Library’s 2014-2017 Strategic
Plan, which was approved by the Board of
Supervisors after extensive work and public
input through surveys, town halls, in-depth
one-on-one interviews, interactions with
numerous library support groups, and
inclusion from all levels of library staff. The
broad ranging Strategic Plan is partnered
with individual Community Service Plans to
ensure that community supported goals are
pursued and implemented across the full
three years of the plan.
x Six cities are in the process of library facility
improvements:
Brentwood has approved architectural
design services for a new library which were
approved by the City Council, and an Ad
Hoc Library Committee was formed to
review funding options and priorities;
El Cerrito has completed the formation of a
Library Foundation and is actively working
on advocacy and funding opportunities to
build a new facility;
San Pablo has moved forward with securing
a new library site location, approved lease-
revenue funding to complete the new facility,
and is anticipating an opening of the new
facility in 2016;
San Ramon City Council approved
design funding and has begun the
formalized design process for the
remodel and expansion of the San
Ramon Marketplace Library with
anticipated closure of the library for
remodeling in October 2015;
Pleasant Hill City Council and Contra
Costa County are working jointly
through a Library Task Force to identify
potential relocation options for the
Pleasant Hill Library as well as funding
opportunities and outreach models;
Oakley has pulled together a group to
explore potential bond measures to fund
a new facility.
x Received dozens of grants for direct library
service programming and innovation, including:
Muslim Journeys (Bridging Cultures) reading
and discussion series at the Walnut Creek
Library; “Every Child One Book” community-
wide reading for children in Pittsburg and
Antioch; a “Book-to-Action” program (a
combination of book club and community service
action projects) in Hercules; community specific
grants for children’s programming in Crockett;
and over $100,000 in grant funding for the War
Ink project from sources as diverse as the
California State Library, Cal Humanities, Pacific
Library Partnership, and StoryCorps.
x Contra Costa County Library continues to be an
innovator and provider of diverse electronic
information resources that enhance not only
Contra Costa County but libraries across the
state and nation. Enki, the online book lending
platform created by Contra Costa County Library
and Califa, continues to grow in popularity and
usage by libraries across the state because it
enables libraries to own their content instead of
leasing it as it is done through commercial
companies. The Discover&Go Museum Pass
program continues to exceed expectations with
a planned expansion into Southern California.
x The 2014 Summer Reading Program
featured a wide variety of programs,
information and entertainment for all ages,
culminating with a visit from author Jane
Smiley sharing her new book Some Luck.
The Summer Reading Program continues to
draw large numbers, holding steady from the
prior year.
x In order to keep meeting the technology needs
of Library users, many technology upgrades
were completed and continued. Radio
Frequency Identification (RFID) tagging
continues, with more than 75% of libraries
completed. Self-check and self-return machines
are being upgraded and added to allow users
the freedom of self service in addition to
traditional staff interactions. Branch libraries are
debuting tablets loaded with the Library’s
circulation software, allowing for more extensive
patron assistance and outreach. New
technologies continue to expand as with grants
funding six 3-D printers to be used for public
programming and learning.
x In response to patron need, the Library works
diligently to expand collections of materials in
languages other than English. Spanish,
Chinese, and Vietnamese collections continue to
Library
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 121
grow along with the beginnings of collections in
Farsi and Russian.
Administrative and Program Goals
.
x Continue the transfer of ownership and fiscal
responsibility for facilities to the cities,
contributing to the County’s goal of fiscal health.
x Continue to review the Library’s staffing to
merge part time positions as appropriate.
x Work with neighboring library and school
jurisdictions to fund and implement an
educational programming attendance tracking
application, allowing students to receive credit or
teacher awareness for participation in library
STEAM (science, technology, engineering, art,
and math) programming.
x Negotiate with cities regarding approval of
library lease agreements.
x 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.
x Annually review the Strategic Plan to continue
implementation and to update Community
Service Plans.
x Begin phase 2 of War Ink including a full length
documentary and physical museum exhibits of
the photographs.
x Create a facility assessment document and a
technology assessment document for all Contra
Costa County Libraries in alignment with the
goal set in the Strategic Plan.
x Grow “Remember&Go”, the digital platform
featuring Contra Costa County history.
x Solidify grant funding for an open access
acquisitions platform for enki to enable direct
purchase of ebooks from publishers.
x Work with the cities of Brentwood, El Cerrito,
San Pablo, Pleasant Hill, Oakley and San
Ramon to plan renovation of current facilities, or
build new library facilities.
FY 2015-16
Program Modification List
Order
Reference to
Mand/Disc
List
Program
Name Services FTE Net Fund
Cost Impact Impact
1 2 Countywide
Services
Add one Library
Specialist position 1.0 94,639
To support Library staff in the
creation of new children’s
programming and expansion of
current children’s programming
at all library locations.
1 2 Countywide
Services
Charge to Library
Fund - Revenue 0.0 (94,639)
Recovery of cost of additional
position through charges to
Library Fund.
Total 1.0 0
Library
General Government
122 County of Contra Costa FY 2015-2016 Recommended Budget
Public Works
Julie Bueren, Director General Government
County of Contra Costa FY 2015-2016 Recommended Budget 123
Public Works General Fund Summary
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 48,290,162 57,902,050 57,976,317 58,141,517 165,200
Services and Supplies 70,074,630 76,339,640 82,527,230 82,527,230 0
Other Charges 35,663,684 36,339,595 32,132,744 32,132,744 0
Fixed Assets 143,052 640,500 980,500 980,500 0
Expenditure Transfers (58,623,535) (60,891,468) (63,534,286) (63,699,486) (165,200)
TOTAL EXPENDITURES 95,547,993 110,330,317 110,082,505 110,082,505 0
REVENUE
Other Local Revenue 84,258,392 94,309,421 92,533,109 92,533,109 0
Federal Assistance 156,715 650,000 657,000 657,000 0
GROSS REVENUE 84,415,107 94,959,421 93,190,109 93,190,109 0
NET COUNTY COST (NCC) 11,132,886 15,370,896 16,892,396 16,892,396 0
Allocated Positions (FTE) 457 463 463 466 3
FINANCIAL INDICATORS
Salaries as % of Total Exp 31% 34% 33% 33%
% Change in Total Exp 15% 0% 0%
% Change in Total Rev 12% (2%) 0%
% Change in NCC 38% 10% 0%
COMPENSATION INFORMATION
Permanent Salaries 24,819,606 30,736,981 31,792,761 31,883,101 90,340
Temporary Salaries 1,660,601 1,092,935 806,989 806,989 0
Permanent Overtime 953,853 507,677 680,606 680,606 0
Deferred Comp 118,805 275,040 318,720 318,720 0
Comp & SDI Recoveries (202,858) (205,104) (250,203) (250,203) 0
FICA/Medicare 1,984,308 2,323,972 2,410,124 2,424,667 14,543
Ret Exp-Pre 97 Retirees 107,946 85,000 119,998 113,194 (6,804)
Retirement Expense 9,694,813 12,257,706 10,755,400 10,797,387 41,987
Excess Retirement 3,390 0 0 0 0
Employee Group Insurance 4,155,404 5,257,129 5,029,778 5,048,693 18,915
Retiree Health Insurance 2,673,675 3,001,290 2,789,955 2,789,955 0
OPEB Pre-Pay 947,410 947,410 1,579,694 1,579,694 0
Unemployment Insurance 102,329 91,935 95,441 95,734 293
Workers Comp Insurance 1,270,880 1,530,079 1,847,054 1,852,980 5,926
Labor Received/Provided 0 0 0 0 0
Public Works
General Government
124 County of Contra Costa FY 2015-2016 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 pertaining
to facilities, fleet services, print and mail, and
purchasing to County departments, other
agencies, and the public.
Public Works
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 125
Public Works
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 29,244,591 36,012,651 35,435,283 35,615,983 180,700
Services and Supplies 9,399,032 7,813,001 9,090,328 9,090,328 0
Other Charges 2,096 0 6,450 6,450 0
Fixed Assets 74,949 85,000 45,000 45,000 0
Expenditure Transfers (5,996,849) (4,915,597) (4,735,915) (4,916,615) (180,700)
TOTAL EXPENDITURES 32,723,819 38,995,055 39,841,146 39,841,146 0
REVENUE
Other Local Revenue 32,723,594 38,419,659 38,665,750 38,665,750 0
GROSS REVENUE 32,723,594 38,419,659 38,665,750 38,665,750 0
NET COUNTY COST (NCC) 224 575,396 1,175,396 1,175,396 0
Allocated Positions (FTE) 263 264 264 266 2
FINANCIAL INDICATORS
Salaries as % of Total Exp 76% 82% 79% 80%
% Change in Total Exp 19% 2% 0%
% Change in Total Rev 17% 1% 0%
% Change in NCC 256,235% 104% 0%
COMPENSATION INFORMATION
Permanent Salaries 15,604,987 19,350,190 19,855,630 19,957,130 101,500
Temporary Salaries 410,062 322,500 322,500 322,500 0
Permanent Overtime 108,206 148,000 148,000 148,000 0
Deferred Comp 95,360 185,640 191,520 191,520 0
Comp & SDI Recoveries (144,869) (175,000) (175,000) (175,000) 0
FICA/Medicare 1,156,071 1,452,857 1,495,543 1,503,693 8,150
Ret Exp-Pre 97 Retirees 68,446 85,000 85,000 85,000 0
Retirement Expense 6,141,520 7,714,314 6,768,434 6,806,249 37,815
Excess Retirement 3,390 0 0 0 0
Employee Group Insurance 2,468,797 3,071,497 2,895,644 2,922,321 26,677
Retiree Health Insurance 1,578,605 1,849,799 1,677,058 1,677,058 0
OPEB Pre-Pay 947,410 947,410 947,410 947,410 0
Unemployment Insurance 60,111 57,680 59,530 59,848 318
Workers Comp Insurance 746,495 1,002,764 1,164,014 1,170,254 6,240
Public Works
General Government
126 County of Contra Costa FY 2015-2016 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: $44,757,761
Financing: 43,582,365
Net County Cost: 1,175,396
Funding Sources:
Interfund Gov 1.1% $502,500
Reimb Gov/Gov 83.6% 37,418,470
Transfers 11.0% 4,916,615
Misc Fee/Svc 1.7% 744,780
General Fund 2.6% 1,175,396
FTE: 265.8
Public Works
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 127
Road Construction
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 5,631,685 10,240,000 11,723,000 11,723,000 0
Other Charges 40,555 311,000 104,000 104,000 0
Expenditure Transfers (323,452) 3,000 3,000 3,000 0
TOTAL EXPENDITURES 5,348,789 10,554,000 11,830,000 11,830,000 0
REVENUE
Other Local Revenue 5,192,074 9,904,000 11,173,000 11,173,000 0
Federal Assistance 156,715 650,000 657,000 657,000 0
GROSS REVENUE 5,348,789 10,554,000 11,830,000 11,830,000 0
FINANCIAL INDICATORS
% Change in Total Exp 97% 12% 0%
% Change in Total Rev 97% 12% 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: $11,830,000
Financing: 11,830,000
Net County Cost: 0
Funding Sources:
Local Revenue 100.0% $11,830,000
Public Works
General Government
128 County of Contra Costa FY 2015-2016 Recommended Budget
County Drainage Maintenance
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 494,647 660,000 550,000 550,000 0
Other Charges 0 10,000 0 0 0
Expenditure Transfers 27,940 70,000 194,000 194,000 0
TOTAL EXPENDITURES 522,587 740,000 744,000 744,000 0
REVENUE
Other Local Revenue 522,587 740,000 44,000 44,000 0
GROSS REVENUE 522,587 740,000 44,000 44,000 0
NET COUNTY COST (NCC) 0 0 700,000 700,000 0
FINANCIAL INDICATORS
% Change in Total Exp 42% 1% 0%
% Change in Total Rev 42% (94%) 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: $744,000
Financing: 44,000
Net County Cost: 700,000
Funding Sources:
Reimbursement
Gov/Gov 5.9% $44,000
General Fund 94.1% 700,000
Public Works
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 129
Purchasing
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 703,596 743,172 793,152 793,152 0
Services and Supplies 122,074 169,380 274,436 274,436 0
Expenditure Transfers (143,598) (147,197) (158,653) (158,653) 0
TOTAL EXPENDITURES 682,072 765,355 908,935 908,935 0
REVENUE
Other Local Revenue 266,639 235,157 283,935 283,935 0
GROSS REVENUE 266,639 235,157 283,935 283,935 0
NET COUNTY COST (NCC) 415,433 530,198 625,000 625,000 0
Allocated Positions (FTE) 6 6 6 6 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 85% 81% 74% 74%
% Change in Total Exp 12% 19% 0%
% Change in Total Rev (12%) 21% 0%
% Change in NCC 28% 18% 0%
COMPENSATION INFORMATION
Permanent Salaries 370,078 437,292 446,420 446,420 0
Temporary Salaries 57,114 0 0 0 0
Deferred Comp 3,060 4,860 7,680 7,680 0
FICA/Medicare 31,392 33,456 34,168 34,168 0
Ret Exp-Pre 97 Retirees 1,648 0 0 0 0
Retirement Expense 147,416 178,212 151,736 151,736 0
Employee Group Insurance 53,714 67,812 86,144 86,144 0
Retiree Health Insurance 28,573 0 39,520 39,520 0
Unemployment Insurance 1,611 1,308 1,320 1,320 0
Workers Comp Insurance 19,779 20,232 26,164 26,164 0
Labor Received/Provided (10,790) 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
130 County of Contra Costa FY 2015-2016 Recommended Budget
Purchasing & Materials Mgmt Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,067,588
Financing: 442,588
Net County Cost: 625,000
Funding Sources:
Fees Charged 22.8% $243,935
Rebates 3.7% 40,000
Transfers 14.9% 158,653
General Fund 58.6% 625,000
FTE: 6.0
Public Works
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 131
Fleet Services
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Other Charges 0 379,000 429,008 429,008 0
TOTAL EXPENDITURES 0 379,000 429,008 429,008 0
REVENUE
Other Local Revenue 410,843 379,000 429,008 429,008 0
GROSS REVENUE 410,843 379,000 429,008 429,008 0
NET COUNTY COST (NCC) (410,843) 0 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 0% 13% 0%
% Change in Total Rev (8%) 13% 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: $429,008
Financing: 429,008
Net County Cost: 0
Funding Sources:
FeesTransfers 100.0% 429,008
Public Works
General Government
132 County of Contra Costa FY 2015-2016 Recommended Budget
General County Building Occupancy
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 12,746,439 13,142,966 13,529,173 13,529,173 0
Expenditure Transfers 1,671 969,157 685,081 685,081 0
TOTAL EXPENDITURES 12,748,110 14,112,123 14,214,254 14,214,254 0
REVENUE
Other Local Revenue 138,580 142,321 139,254 139,254 0
GROSS REVENUE 138,580 142,321 139,254 139,254 0
NET COUNTY COST (NCC) 12,609,530 13,969,802 14,075,000 14,075,000 0
FINANCIAL INDICATORS
% Change in Total Exp 11% 1% 0%
% Change in Total Rev 3% (2%) 0%
% Change in NCC 11% 1% 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: $14,214,254
Financing: 139,254
Net County Cost: 14,075,000
Funding Sources:
Fees 1.0% $139,254
General Fund 99.0% 14,075,000
Public Works
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 133
GSD Outside Agency Services
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 553,716 709,784 714,714 714,714 0
Expenditure Transfers 234,405 298,474 227,955 227,955 0
TOTAL EXPENDITURES 788,121 1,008,258 942,669 942,669 0
REVENUE
Other Local Revenue 785,352 1,008,258 942,669 942,669 0
GROSS REVENUE 785,352 1,008,258 942,669 942,669 0
NET COUNTY COST (NCC) 2,769 0 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 28% (7%) 0% 0
% Change in Total Rev 28% (7%) 0% 0
% Change in NCC (100%) 0% 0% 0
Description: Outside Agency Services (budget
unit 0078) reflects costs to provide services to
outside agencies (including Superior Court) plus
offsetting revenue. These costs include
occupancy costs, print and mail services, and
fleet services.
GSD Outside Agency Services
Service: Discretionary
Level of Service: Discretionary
Expenditures: $942,669
Financing: 942,669
Net County Cost: 0
Funding Sources:
Fees 100.0% $942,669
Public Works
General Government
134 County of Contra Costa FY 2015-2016 Recommended Budget
Facilities Maintenance
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 17,038,788 19,526,281 20,100,992 20,100,992 0
Services and Supplies 38,965,771 40,944,210 43,199,810 43,199,810 0
Other Charges 35,620,680 35,639,595 31,593,286 31,593,286 0
Fixed Assets 68,103 338,000 560,500 560,500 0
Expenditure Transfers (49,132,496) (53,632,249) (55,457,732) (55,457,732) 0
TOTAL EXPENDITURES 42,560,846 42,815,837 39,996,856 39,996,856 0
REVENUE
Other Local Revenue 43,215,693 42,520,337 39,679,856 39,679,856 0
GROSS REVENUE 43,215,693 42,520,337 39,679,856 39,679,856 0
NET COUNTY COST (NCC) (654,847) 295,500 317,000 317,000 0
Allocated Positions (FTE) 169 174 174 174 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 19% 20% 21% 21% 0
% Change in Total Exp 1% (7%) 0% 0
% Change in Total Rev (2%) (7%) 0% 0
% Change in NCC (145%) 7% 0% -0
COMPENSATION INFORMATION
Permanent Salaries 8,255,836 10,067,567 10,574,283 10,574,283 0
Temporary Salaries 1,012,964 770,435 484,489 484,489 0
Permanent Overtime 831,541 352,104 524,126 524,126 0
Deferred Comp 18,885 71,940 104,880 104,880 0
Comp & SDI Recoveries (56,948) (30,104) (75,203) (75,203) 0
FICA/Medicare 738,961 770,155 810,308 810,308 0
Ret Exp-Pre 97 Retirees 35,360 0 32,258 32,258 0
Retirement Expense 3,180,123 4,023,984 3,533,436 3,533,436 0
Employee Group Insurance 1,520,987 1,921,008 1,855,416 1,855,416 0
Retiree Health Insurance 995,064 1,082,694 989,697 989,697 0
OPEB Pre-Pay 0 0 632,284 632,284 0
Unemployment Insurance 37,675 30,283 31,862 31,862 0
Workers Comp Insurance 468,341 466,215 603,156 603,156 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
Public Works
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 135
facilities). Services include custodial, stationary
engineers, skilled crafts, project and property
management, and related equipment and
supplies, including traffic signal maintenance for
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: $95,454,588
Financing: 95,137,588
Net County Cost: 317,000
Funding Sources:
Fees 41.6% $39,679,856
Transfers 58.1% 55,457,732
General Fund 0.3% 317,000
FTE: 174.0
Public Works
General Government
136 County of Contra Costa FY 2015-2016 Recommended Budget
Print and Mail Services
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 1,303,187 1,619,946 1,646,890 1,631,390 (15,500)
Services and Supplies 1,995,930 2,258,751 2,951,637 2,951,637 0
Other Charges 353 0 0 0 0
Fixed Assets 0 217,500 375,000 375,000 0
Expenditure Transfers (3,256,155) (3,502,056) (4,257,022) (4,241,522) 15,500
TOTAL EXPENDITURES 43,315 594,141 716,505 716,505 0
REVENUE
Other Local Revenue 626,780 594,141 716,505 716,505 0
GROSS REVENUE 626,780 594,141 716,505 716,505 0
NET COUNTY COST (NCC) (583,466) 0 0 0 0
Allocated Positions (FTE) 19 19 19 20 1
FINANCIAL INDICATORS
Salaries as % of Total Exp 39% 40% 33% 33%
% Change in Total Exp 1,272% 21% 0%
% Change in Total Rev (5%) 21% 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 588,705 881,932 916,428 905,268 (11,160)
Temporary Salaries 180,461 0 0 0 0
Permanent Overtime 14,106 7,573 8,480 8,480 0
Deferred Comp 1,500 12,600 14,640 14,640 0
Comp & SDI Recoveries (1,042) 0 0 0 0
FICA/Medicare 57,884 67,504 70,105 76,498 6,393
Ret Exp-Pre 97 Retirees 2,492 0 2,740 (4,064) (6,804)
Retirement Expense 225,754 341,196 301,794 305,966 4,172
Employee Group Insurance 111,906 196,812 192,574 184,812 (7,762)
Retiree Health Insurance 71,433 68,797 83,680 83,680 0
Unemployment Insurance 2,932 2,664 2,729 2,704 (25)
Workers Comp Insurance 36,265 40,868 53,720 53,406 (314)
Labor Received/Provided 10,790 0 0 0 0
Public Works
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 137
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: $4,958,027
Financing: 4,958,027
Net County Cost: 0
Funding Sources:
Fees Charged 14.5% $716,505
Transfers 85.5% 4,241,522
FTE: 20.0
Public Works
General Government
138 County of Contra Costa FY 2015-2016 Recommended Budget
Resource Recovery
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 165,334 401,548 494,132 494,132 0
Expenditure Transfers (35,000) (35,000) (35,000) (35,000) 0
TOTAL EXPENDITURES 130,334 366,548 459,132 459,132 0
REVENUE
Other Local Revenue 376,248 366,548 459,132 459,132 0
GROSS REVENUE 376,248 366,548 459,132 459,132 0
NET COUNTY COST (NCC) (245,914) 0 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 181% 25% 0%
% Change in Total Rev (3%) 25% 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: $494,132
Financing: 494,132
Net County Cost: 0
Funding Sources:
Fees Charged 92.9% $459,132
Transfers 7.1% 35,000
Public Works
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 139
Fleet Services Internal Service Fund Summary
Internal Service Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 1,859,583 2,165,719 2,074,441 2,074,441 0
Services and Supplies 7,439,793 7,656,586 7,863,743 7,863,743 0
Other Charges 2,279,812 2,167,338 2,799,048 2,799,048 0
Fixed Assets 0 3,880,156 2,227,562 2,227,562 0
Expenditure Transfers (1,255,671) (1,945,037) (1,506,878) (1,506,878) 0
TOTAL EXPENDITURES 10,323,516 13,924,762 13,457,916 13,457,916 0
REVENUE
Other Local Revenue 10,392,781 13,924,762 13,457,916 13,457,916 0
GROSS REVENUE 10,392,781 13,924,762 13,457,916 13,457,916 0
NET COUNTY COST (NCC) (69,265) 0 0 0 0
Allocated Positions (FTE) 17 17 17 17 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 16% 14% 14% 14%
% Change in Total Exp 35% (3%) 0%
% Change in Total Rev 34% (3%) 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 650,850 1,031,412 1,082,862 1,082,862 0
Temporary Salaries 405,227 0 0 0 0
Permanent Overtime 58,397 35,985 0 0 0
Deferred Comp 3,600 14,400 12,600 12,600 0
Comp & SDI Recoveries (111,540) 0 0 0 0
Vacation/Sick Leave Accrual 10,635 0 0 0 0
FICA/Medicare 73,253 78,864 82,855 82,855 0
Ret Exp-Pre 97 Retirees 2,956 0 0 0 0
Retirement Expense 266,607 401,292 358,948 358,948 0
Employee Group Insurance 135,333 203,868 151,719 151,719 0
Retiree Health Insurance 308,922 349,018 318,674 318,674 0
Unemployment Insurance 3,742 3,108 3,278 3,278 0
Workers Comp Insurance 51,600 47,772 63,505 63,505 0
Public Works
General Government
140 County of Contra Costa FY 2015-2016 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: $14,964,794
Financing: 14,964,794
Net Fund Cost: 0
Funding Sources:
Fees Charged 89.9% $13,457,916
Transfers 10.1% 1,506,878
FTE: 17.0
Public Works
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 141
Road Fund Summary
Road Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 10,601,615 36,629,735 23,858,723 23,858,723 0
Other Charges 2,211,019 2,112,700 2,362,117 2,362,117 0
Fixed Assets 365,556 565,000 565,000 565,000 0
Expenditure Transfers 21,399,225 22,236,200 22,017,975 22,017,975 0
TOTAL EXPENDITURES 34,577,415 61,543,635 48,803,815 48,803,815 0
REVENUE
Other Local Revenue 6,272,252 13,802,500 16,000,782 16,000,782 0
Federal Assistance 2,109,716 11,010,000 10,704,590 10,704,590 0
State Assistance 27,492,311 24,300,000 22,098,443 22,098,443 0
GROSS REVENUE 35,874,279 49,112,500 48,803,815 48,803,815 0
NET COUNTY COST (NCC) (1,296,864) 12,431,135 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 78% (21%) 0% 21%
% Change in Total Rev 37% (1%) 0% 1%
% Change in NCC (1,059%) (100%) 0% 100%
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: $32,060,537
Financing: 25,005,179
Net Fund Cost: 7,055,358
Funding Sources:
State Funding 1.2% $375,585
Federal Funding 33.4% 10,704,590
Other Govt. 12.5% 4,000,000
Misc. Road Svcs 22.8% 7,325,004
Charges for Svc 8.1% 2,600,000
Net Fund Cost 22.0% 7,055,358
Public Works
General Government
142 County of Contra Costa FY 2015-2016 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: $16,743,278
Financing: 2,023,778
Net Fund Cost: 14,719,500
Funding Sources:
Charges for Svc 2.4% $400,000
Miscellaneous 9.7% 1,623,778
Net Fund Cost 87.9% 14,719,500
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: 21,774,858
Net Fund Cost: (21,774,858)
Funding Sources:
Interest Earnings 0.2% $52,000
Hwy Taxes 75.9% 16,522,879
Other State Rev. 23.9% 5,199,979
Public Works
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 143
Public Works Land Development
Land Development Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 180,274 777,411 170,000 170,000 0
Other Charges 61,079 35,000 40,000 40,000 0
Expenditure Transfers 2,287,519 2,700,000 2,300,000 2,300,000 0
TOTAL EXPENDITURES 2,528,872 3,512,411 2,510,000 2,510,000 0
REVENUE
Other Local Revenue 2,591,656 2,900,000 2,510,000 2,510,000 0
GROSS REVENUE 2,591,656 2,900,000 2,510,000 2,510,000 0
NET COUNTY COST (NCC) (62,784) 612,411 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 39% (29%) 0% 29%
% Change in Total Rev 12% (13%) 0% 13%
% Change in NCC (1,075%) (100%) 0% 100%
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: $2,510,000
Financing: 2,510,000
Net Fund Cost: 0
Funding Sources:
Development Fees 100.0% $2,510,000
Public Works
General Government
144 County of Contra Costa FY 2015-2016 Recommended Budget
Airport Enterprise Fund Summary
Airport Enterprise Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 1,792,986 2,131,583 2,193,690 2,193,690 0
Services and Supplies 951,436 1,099,268 1,087,248 1,087,248 0
Other Charges 1,556,839 356,014 280,931 280,931 0
Fixed Assets 0 1,016,667 180,000 180,000 0
Expenditure Transfers 247,430 155,500 199,800 199,800 0
TOTAL EXPENDITURES 4,548,690 4,759,032 3,941,669 3,941,669 0
REVENUE
Other Local Revenue 4,088,774 4,130,185 3,941,669 3,941,669 0
Federal Assistance 69,548 628,847 0 0 0
GROSS REVENUE 4,158,322 4,759,032 3,941,669 3,941,669 0
NET COUNTY COST (NCC) 390,369 0 0 0 0
Allocated Positions (FTE) 17 17 17 17 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 42% 46% 59% 59%
% Change in Total Exp 5% (17%) 0%
% Change in Total Rev 14% (17%) 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 782,824 928,184 1,127,011 1,127,011 0
Temporary Salaries 67,726 10,000 10,000 10,000 0
Permanent Overtime 84,053 60,000 60,000 60,000 0
Deferred Comp 8,040 20,040 20,040 20,040 0
Comp & SDI Recoveries (13,699) 0 0 0 0
Vacation/Sick Leave Accrual 24,189 10,000 10,000 10,000 0
FICA/Medicare 39,781 64,354 70,646 70,646 0
Ret Exp-Pre 97 Retirees 5,359 7,470 7,470 7,470 0
Retirement Expense 492,882 626,322 538,564 538,564 0
Employee Group Insurance 117,303 207,276 144,108 144,108 0
Retiree Health Insurance 124,287 122,387 122,907 122,907 0
OPEB Pre-Pay 13,500 13,500 13,500 13,500 0
Unemployment Insurance 3,469 3,359 3,383 3,383 0
Workers Comp Insurance 43,272 58,691 66,061 66,061 0
Public Works
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 145
Description: Operation and capital
development of Buchanan and Byron Airports.
The previous table represents data for the
following budget units:
0841 – Airport Operations
0843 – Airport Fixed Assets
Airports Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $3,941,669
Financing: 3,941,669
Net Fund Cost: 0
Funding Sources:
Interest Earnings 0.2% $8,100
Aviation Ops. 99.8% 3,933,569
FTE: 17.0
Public Works
General Government
146 County of Contra Costa FY 2015-2016 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.)
0660 – Bailey Rd Maintenance Surcharge
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: $26,624,303
Financing: 8,391,675
Net Fund Cost: 18,232,628
Funding Sources:
Landfill Srchg 2.0% $540,000
Road Services 1.9% 500,000
Earnings on Invest. 1.3% 347,240
Real Estate Rent 1.5% 397,500
Inspection Fee 19.8% 5,271,860
Monument Fee 0.3% 75,000
Govt. Funding 1.1% 300,000
Road Develop Fee 0.7% 200,000
Intergovt Transfers 0.4% 100,000
Misc Revenue 2.5% 660,075
Net Fund Cost 68.5% 18,232,628
Area of Benefit Fees/Road
Development Fees
Description:This program area includes 16
special revenue funds that were established to
assess fees on development so that future road
projects would be funded in the geographical
Area of Benefit.
AOB/Development Fee Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $2,037,200
Financing: 1,185,100
Net Fund Cost: 852,100
Funding Sources:
Earnings on Invest 4.6% $93,100
Developer Fees 53.6% 1,092,000
Net Fund Cost 41.8% 852,100
CAO’s Recommendation
Public Works increased the fiscal year 2015-16
General Fund baseline budget by a net of
$1,521,500. The increase reflects the following:
$100,000 added to support the County Surveyor
function mandated by Government Code
§27550, 27600 & 27601; $700,000 to support
County General Drainage Maintenance;
$200,000 for costs relating to the oversight and
administration of Special Districts; and,
$300,000 for matching funds to implement
projects in County Service Areas. An additional
$317,000 was added for Other Post
Employment Benefits in Facilities Maintenance.
The recommended budget reflects the net
addition of one position in Print and Mail
Services and the addition of two positions in
Public Works, totaling $160,000. The
department will eliminate a vacant Storekeeper,
a vacant Lead Print and Mail Services
Technician, a vacant Reprographics Technician
and add two Mailing Machine Operators and two
Office Services Worker positions in Print and
Mail Services as well as add two Environmental
Analyst positions in Public Works. This action
Public Works
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 147
will allow the Department to better manage
anticipated workflow in fiscal year 2015-16. The
costs of the additional positions will be
recovered through charge-outs to outside
agencies, other County departments and
Special Revenue funds. The County
Administrator recommends the additional
positions to better meet the needs of County
departments and the management of large scale
environmental and capital projects.
The Fleet Internal Service Fund decreased
revenues and expenditures by $466,846. The
budget was adjusted to reflect salary and benefit
costs plus anticipated operations costs – such
as vehicle repairs – and corresponding revenue
from billings and revenue transfers. The
reduction is mainly due to a decrease in capital
acquisition costs.
The Road Fund Budget decreased by a net of
$12.4 million to reflect the elimination of prior
year fund balance. Revenue totaling
$48,803,815 reflects anticipated federal funds
for the Orwood Road Bridge Replacement, the
Marsh Creek Road Safety Project, the Alhambra
Valley Road Safety Project and other revenue
funds for the Balfour Road Shoulder Widening
Project and County-wide Overlay Project.
The Land Development Fund, which supports
engineering functions, was decreased by a net
of $612,411. The net fund cost decrease
reflects the removal of prior year fund balance.
Revenues were decreased by $390,000 to
reflect anticipated revenues generated from land
development permits.
The Airport Enterprise fund, which supports
airport operations and capital development at
the Buchanan and Byron Airports decreased
expenditures and revenues by $817,363. Fixed
assets were reduced, reflecting a decline in the
number of 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
x Transportation Program: In FY 13/14 we
identified several opportunities for
transportation grants and were successful in
generating approximately $3.3 million in
additional funding. The funding came from a
variety of federal, state, and local sources.
Our efforts resulted in receiving almost $13
for every $1 of staff time. This exceeded our
strategic goal of receiving a minimum of $4
for every $1 in staff time to prepare the
applications.
x 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 2014 there was 1 safety deviation.
x County Bridges: The California Bridge
Health Index is a numerical rating of 0 to
100 that reflects element inspection data in
relation to the asset value of a bridge. The
goal is to have no more than 5 percent of
the County’s bridges with a Health Index
below 80. At the start of 2015, the County
had 5.4% of its bridges with a Health Index
below 80. However, with the completion of
the San Pablo Avenue Bridge Replacement
and the Marsh Detention Facility Bridge, we
now have less than 5% of our bridges with a
Health Index below 80. This will further
improve as we initiate construction of the
Orwood Road Bridge Replacement project
in 2015.
x County Roads (Pavement Condition): We
currently have a maintenance backlog of
$38 million. Our average Pavement
Condition Index (PCI) is 73 (Arterial Roads
78, Collector Roads 71, Residential Roads
70), but with current funding trends, we see
it decreasing in the next 5 years. As revenue
declines, this impacts our ability to conduct
preventative maintenance leading to further
deterioration of our road network. The cost
of preventative maintenance, such as a
slurry seal, is about $4.70/square yard
versus reconstructing a road cost of
Public Works
General Government
148 County of Contra Costa FY 2015-2016 Recommended Budget
$65/square yard which is over 10 times
more expensive.
x County Roads (Safety): Total collisions
declined from 2012 to 2013 (353 to 317).
Although we did see a corresponding
decline in Fatal Collisions (14 to 8), we did
see an increase in Major Injury Collisions
(16 to 31), Bicycle Collisions (25 to 29), and
Pedestrian Collisions (10 to 23). We
continue to do proactive safety
investigations and conduct condition
assessments based on our three collision
review policy.
x County Roads (Congestion): Every other
year, the County conducts travel time
studies for our major arterials to determine
travel time service levels along these
corridors. Most all of our major corridors
meet or exceed the adopted levels of
service identified in the County’s General
Plan. The only intersection that does not
meet the Level of Service Standard is the
intersection of Treat Boulevard and Oak
Road near the Pleasant Hill BART Station.
We will review the intersection configuration
to determine if any improvements can be
done to improve level of service to meet
standard.
x Unincorporated Floodplain Administration
participation in the Community Rating
System (CRS): Class of 6 on the National
Flood Insurance Program’s CRS equates to
a 20% discount on flood insurance
premiums in Special Flood Hazard Areas.
The County’s current rating is Class 6.
x Managed 68 capital projects with a total
project cost of $93 million including new
construction, major remodels, energy
systems and landscaping projects. Major
projects include completion of the Martinez
Wellness Center, a new 10,000 square foot,
single-story, outpatient health center which
includes a mental health clinic and
completion of the Crisis Residential Facility,
also known as the “Hope House,” which is a
24-hour residential treatment program.
x Delivered a $13 million capital improvement
program for roadway, bridge, drainage and
airport projects that include safety
improvements on Marsh Creek, Deer Valley
and Camino Tassajara Roads, as well as
bike and pedestrian improvements in
several communities and two bridge
replacement projects.
x Developed a Reversion to Acreage policy to
respond to land development issues as a
result of the consequences of the economic
downturn.
x Worked with the City Engineers/Public
Works Directors through the City-County
Engineering Advisory Committee on the
development of the clean water permit with
the Regional Water Quality Control Board
and on the Pacific Gas and Electric
Company’s Pipeline Pathways Project.
These are both on-going efforts.
x Continued to work with the Department of
Conservation and Development to further
review improvements needed to customer
service and provide seamless services to
residents.
x Continued work on the Asset Management
Facility Inventory. Considerable work has
been accomplished and projected to have a
working database by the end of FY 2014/15.
Strategic Planning and facility
management/maintenance plan will continue
throughout the year.
x Continued meeting with stakeholders to
advance the EBRPD Measure WW planning
processes to develop park projects in
unincorporated communities.
x Continued to work with property owners in
Alamo to resolve private property
encroachments into the Iron Horse Corridor.
We anticipate substantial completion of
Alamo this year and starting to work with
Danville property owners in FY 15/16.
x Started implementation of a department
wide electronic records management system
called Laserfiche. Completed
Public Works
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 149
implementation of 3 divisions and anticipate
implementation of 9 additional divisions in
FY 15/16.
Administrative and Program Goals
x 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 such as the Creek and
Channel Safety Program.
x Recruitment/Retention and Succession
Planning – We are looking at ways to better
retain, recruit and prepare future staff.
x Cost Recovery – We are continuing to
review programs that are funded through fee
for service and grants to ensure costs are
covered.
x Continue efforts with Pacific Gas and
Electric Company in the implementation of
their Pipeline Pathways Project to ensure
that the County’s needs are addressed.
x Project Delivery Efficiency – We will
continue efforts to streamline project
delivery of our capital projects.
x Communication – We will continue to work
to improve our communication with the
public and with our internal customers in the
delivery of our projects, programs and
services.
x Develop an updated deferred maintenance
strategic plan. This project will address the
Facility Life Cycle Improvement Program
(FLIP) projects as well as potential
Preventative Maintenance program issues
and back log of Work Order requests. This
effort will also encompass the Real Estate
Asset Management Plan.
x Identify potential surplus property and
develop policies and a plan for disposing of
underutilized assets.
x Creating a Better Built Environment –
Continue efforts to provide a more diverse
transportation network for all modes to
better serve the public’s expectations.
x 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.
x 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.
x Continue implementation of LED conversion
for County owned streetlights. The
Department has embarked on a streetlight
study with the goal of converting all County
owned streetlights within the next two years.
x Increase the amount of clean air vehicles in
the County fleet to at least 20% by replacing
with Compressed Natural Gas, hybrid, and
electric vehicles where possible and
practical.
x Illegal dumping – Continue to work with
Solid Waste Manager at Department of
Conservation and Development to negotiate
with franchise trash haulers for them to pick
up illegally dumped debris from the public
roadways within their franchise area.
x Continue to work with departments to
develop an online requisition system and
populate a centralized vendor database.
Anticipated go-live in March 2015 with all
departments on-line by the end of the 14/15
fiscal year.
x Continue to coordinate with the Department
of Conservation and Development to
improve customer service and provide
seamless services to residents.
Public Works
General Government
150 County of Contra Costa FY 2015-2016 Recommended Budget
2015-16
Program Modification List
Order
Reference to
Mand/Disc
List
Programs/
Budget Units Services FTE Net County
Cost Impact Impact
1 15 Print and Mail
Services
Salaries and
Benefits (3.0) ($240,516)
Eliminate vacant Storekeeper,
Lead Print and Mail Services
Technician, and
Reprographics Technician
2 15 Print and Mail
Services
Salaries and
Benefits 4.0 225,016
Fund two Mail Machine
Operators and two Office
Services Worker positions
3 1 Public Works Salaries and
Benefits 2.0 180,700 Fund two Environmental
Analyst I positions
4 15 Print and Mail
Services
Expenditure
Transfers N/A 15,500
Reduce charges to user
departments based on
anticipated decrease in
salaries and benefits
5 1 Public Works Expenditure
Transfers N/A ($180,700)
Increase charges to Special
Revenue funds based on
anticipated increase in
salaries and benefits.
Total 3.0 $0
Russell V. Watts, Treasurer
Treasurer –Tax Collector
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 151
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 3,117,413 3,361,660 3,352,980 3,352,980 0
Services and Supplies 1,431,376 1,335,655 1,540,143 1,540,143 0
Other Charges 7,512 8,000 7,000 7,000 0
Expenditure Transfers 522 1,185 1,727 1,727 0
TOTAL EXPENDITURES 4,556,823 4,706,500 4,901,850 4,901,850 0
REVENUE
Other Local Revenue 2,967,380 2,924,500 2,901,850 2,901,850 0
GROSS REVENUE 2,967,380 2,924,500 2,901,850 2,901,850 0
NET COUNTY COST (NCC) 1,589,443 1,782,000 2,000,000 2,000,000 0
Allocated Positions (FTE) 28 28 28 28 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 68% 71% 68% 68%
% Change in Total Exp 3% 4% 0%
% Change in Total Rev (1%) (1%) 0%
% Change in NCC 12% 12% 0%
COMPENSATION INFORMATION
Permanent Salaries 1,573,793 1,735,282 1,815,793 1,815,793 0
Temporary Salaries 44,191 20,000 15,000 15,000 0
Permanent Overtime 609 0 1,000 1,000 0
Deferred Comp 31,735 36,480 40,980 40,980 0
Comp & SDI Recoveries (3,672) 0 0 0 0
FICA/Medicare 118,048 129,553 133,444 133,444 0
Ret Exp-Pre 97 Retirees 6,810 7,000 7,000 7,000 0
Retirement Expense 612,158 704,563 631,943 631,943 0
Employee Group Insurance 248,783 292,032 276,764 276,764 0
Retiree Health Insurance 285,274 276,134 245,418 245,418 0
OPEB Pre-Pay 143,729 143,729 143,729 143,729 0
Unemployment Insurance 5,556 5,211 5,445 5,445 0
Workers Comp Insurance 50,400 11,676 36,464 36,464 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
152 County of Contra Costa FY 2015-2016 Recommended Budget
Major Department Responsibilities
The Treasurer-Tax Collector’s Office is
responsible for providing financial services to
County departments, Schools and Special
Districts; to safe keep all funds entrusted to the
Office and make available such funds when
needed; to earn a fair return on funds not
immediately needed by the participants in the
County’s investment pool; to efficiently and
accurately collect taxes and other debts owed to
the County, Schools and Special Districts; and
to apply all applicable laws equitably and
consistently to all taxpayers.
Treasurer
Description:Provides for the safekeeping of
funds for the County, 18 School Districts, a
Community College District, a Board of
Education, and 21 Voluntary Special Districts.
Administers a comprehensive investment
program for the County and districts to ensure
the safety of principle, meet liquidity needs, and
maximize yield on investments. Manages the
County’s cash flow and short-term borrowings
and is an active participant in all long and short-
term borrowings for County agencies, school
districts and the Community College District. As
of February 10, 2015, the Treasury managed
over $2.48 billion in its investment pool.
Treasurer Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,303,892
Financing: 49,900
Net County Cost: 1,253,992
Funding Sources:
Investment Fees 3.8% $49,900
General Fund 96.2% 1,253,992
FTE: 6.6
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: $3,468,549
Financing: 2,727,500
Net County Cost: 741,049
Funding Sources:
Property Svc Cost 14.9% $519,400
Tax Admin. Fees 45.3% 1,571,300
Other Admin Fees 7.9% 273,800
State 10.5% 363,000
General Fund 21.4% 741,049
FTE: 19.7
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: $129,409
Financing: 124,450
Net County Cost: 4,959
Funding Sources:
Administrative Fees 90.4% $117,000
License Fees 5.8% 7,450
General Fund 3.8% 4,959
FTE: 1.2
Treasurer – Tax Collector
General Government
County of Contra Costa FY 2015-2016 Recommended Budget 153
CAO’s Recommendation
Baseline Budget
The baseline net County cost represents a
$218,000 increase over the FY 2014-15
Adjusted Budget. Salary and benefit costs
reflect a decrease of $8,680. Reduced
retirement and retiree health care expenses are
expected to offset the increases in permanent
salaries and worker’s compensation insurance.
Services and supplies reflect an increase of
$204,488 in operating costs, mainly due to the
increased fees of legally obligated expenses and
increasing information technology data
processing services needed to support the
Office’s systems. To the contrary, estimated
revenues are expected to continue to decrease
by $22,650 in FY 2015-2016.
As homeowners for new purchases are forced
into impound accounts, the declining number of
new delinquencies has limited the amount of
service costs and redemption fees that have the
potential to be collected. In addition, investment
income is at a record low, as short term interest
rates remain well below 1%.
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 FY 2015-2016.
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
413,150 Secured and Unsecured tax bills
through February 20, 2015 of the FY 2014-2015.
Collections through February 20, 2015 were
60.08% of total outstanding taxes, which is
0.33% above the same timeframe last year. The
collaboration with the California Franchise Tax
Board Intercept program resulted in $481,075 of
tax revenues that otherwise would have been
uncollectible. The department completed $47.5
billion banking transactions, processed $5.3
billion deposits and funded $6.0 billion warrants
during the FY 2013-2014. Despite another
volatile year for the financial markets, the
Treasurer received affirmation of AAAf/S1+
rating for highest credit quality and lowest
volatility of the investment portfolio.
Improve efficiencies in taxpayer service and
treasury operations through on-going
personnel training and optimum use of
technology.
Improved efficiencies in taxpayer services
include significant enhancements to the
Treasurer-Tax Collector’s website. The account
lookup and payment of real and personal
property tax web pages were made more user-
friendly while providing greater functionality.
Online payment transaction costs for taxpayers
were reduced by 0.15% for Credit Cards and
$0.45 for Debit Cards.
The Department Head and designated staff
participated in various training sessions and/or
seminars with focus on technological
advancements in collections, cash management
and customer service capabilities. The
knowledge gained and later applied has
contributed to positive collection efforts. Active
involvements in various organizations and
committees have resulted in the development of
additional cash management strategies and the
expansion of investment opportunities without
sacrificing safety or liquidity.
Explore new and creative ways to serve the
public’s needs through customer feedback
and by networking with vendors and public
and private operations similar to our own.
Through customer feedback, the Treasurer-Tax
Collector’s Office addressed the needs of senior
citizens by providing greater transparency of the
benefits available to them for reducing their tax
liability. The office contributed in the passing of
legislation which has led to the reinstatement of
the State’s Property Tax Postponement Program
for seniors and disabled persons.
Treasurer –Tax Collector
General Government
154 County of Contra Costa FY 2015-2016 Recommended Budget
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.
The Treasurer-Tax Collector’s Office continues
to collaborate with the Department of
Information Technology, several County
Treasurer-Tax Collectors, the California
Association of County Treasurer-Tax Collectors,
and other parties of interest to aid with the
research and development of a new property tax
system for Contra Costa County.
Administrative and Program Goals
Carry out the mission of the Treasurer-Tax
Collector, which is to bill, collect, invest, borrow,
safeguard, and disburse monies and properties.
Improve delivery, efficiency and effectiveness
related to creating and mailing of property tax
bills. Reduce the number of returned mail
through proactive measures.
Increase public awareness of programs
available to senior citizens and disabled
persons. Promote a new service for paperless
delivery and payment of real or unsecured
property taxes which will result in reducing costs
while increasing efficiencies.
Plan, formulate and produce departmental
training manuals that will aid new and
experienced Office employees with job tasks,
duties and expectations. Analyze certain
accounting methodologies for greater internal
controls and efficiencies.
Health & Human Services
County of Contra Costa
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Functional Group Summary
Health & Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 155
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
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 289,295,321 334,240,390 342,260,184 342,260,184 0
Services and Supplies 243,154,562 232,890,369 263,761,598 263,761,598 0
Other Charges 162,926,726 164,002,374 170,191,366 170,191,366 0
Fixed Assets 1,247,233 760,858 1,129,103 1,129,103 0
Expenditure Transfers (3,928,609) 3,107,640 (2,340,931) (2,340,931) 0
TOTAL EXPENDITURES 692,695,233 735,001,631 775,001,320 775,001,320 0
REVENUE
Other Local Revenue 168,804,263 172,931,422 194,593,236 194,593,236 0
Federal Assistance 216,437,770 243,869,466 253,817,858 253,817,858 0
State Assistance 204,341,998 214,539,066 221,703,472 221,703,472 0
GROSS REVENUE 589,584,030 631,339,954 670,114,566 670,114,566 0
NET COUNTY COST (NCC) 103,111,203 103,661,677 104,886,754 104,886,754 0
Allocated Positions (FTE) 3,011 3,011 3,057 3,057 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 42% 46% 44% 44%
% Change in Total Exp 6% 5% 0%
% Change in Total Rev 7% 6% 0%
% Change in NCC 1% 1% 0%
COMPENSATION INFORMATION
Permanent Salaries 150,929,030 178,250,429 189,536,481 189,536,481 0
Temporary Salaries 12,134,897 5,503,882 7,501,141 7,501,141 0
Permanent Overtime 3,147,442 1,482,311 1,170,753 1,170,753 0
Deferred Comp 822,336 1,541,052 1,943,801 1,943,801 0
Hrly Physician Salaries 178,641 77,604 81,924 81,924 0
Perm Physicians Salaries 3,015,322 3,939,782 3,030,561 3,030,561 0
Perm Phys Addnl Duty Pay 39,339 66,374 32,906 32,906 0
Comp & SDI Recoveries (971,766) (619,000) (478,036) (478,036) 0
FICA/Medicare 12,140,741 14,223,585 15,492,042 15,492,042 0
Ret Exp-Pre 97 Retirees 678,103 766,040 807,018 807,018 0
Retirement Expense 60,646,654 75,642,713 68,204,626 68,204,626 0
Employee Group Insurance 24,966,509 31,015,056 30,263,106 30,263,106 0
Retiree Health Insurance 11,369,689 11,423,648 12,045,907 12,045,907 0
OPEB Pre-Pay 4,884,698 5,101,055 5,029,284 5,029,284 0
Unemployment Insurance 628,811 629,449 602,925 602,925 0
Workers Comp Insurance 4,865,679 5,196,410 6,995,744 6,995,744 0
Labor Received/Provided (180,803) 0 0 0 0
Functional Group Summary
Health & Human Services
156 County of Contra Costa FY 2015-2016 Recommended Budget
FY 2015-16
Recommended General Fund Expenditures
General
Government,
$260,318,124,
18%
Law & Justice,
$387,685,919,
27%
Health & Human
Services,
$775,001,320,
55%
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 2015-2016 Recommended Budget 157
Child Support Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 16,228,857 17,136,401 16,965,295 16,965,295 0
Services and Supplies 1,580,559 912,364 924,186 924,186 0
Other Charges 793,327 842,995 849,131 849,131 0
Fixed Assets 146,444 15,000 0 0 0
Expenditure Transfers 8,391 40,186 79,097 79,097 0
TOTAL EXPENDITURES 18,757,578 18,946,946 18,817,709 18,817,709 0
REVENUE
Other Local Revenue 78,864 0 0 0 0
Federal Assistance 18,693,698 18,882,683 18,817,709 18,817,709 0
GROSS REVENUE 18,772,562 18,882,683 18,817,709 18,817,709 0
NET FUND COST (NFC) (14,984) 64,263 0 0 0
Allocated Positions (FTE) 171 171 171 171 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 87% 91% 91% 91%
% Change in Total Exp 1% (1%) 0%
% Change in Total Rev 1% 0% 0%
% Change in NFC (529%) (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 8,963,353 9,700,711 9,969,597 9,969,597 0
Temporary Salaries 172,762 0 0 0 0
Permanent Overtime 77,213 0 738 738 0
Deferred Comp 70,821 84,180 97,920 97,920 0
Comp & SDI Recoveries (26,143) 0 0 0 0
FICA/Medicare 663,738 721,639 746,715 746,715 0
Ret Exp-Pre 97 Retirees 38,870 55,818 55,818 55,818 0
Retirement Expense 3,505,364 3,915,393 3,455,108 3,455,108 0
Employee Group Insurance 1,536,198 1,607,917 1,578,170 1,578,170 0
Retiree Health Insurance 622,127 620,731 619,299 619,299 0
OPEB Pre-Pay 380,097 230,097 230,097 230,097 0
Unemployment Insurance 34,611 28,569 29,713 29,713 0
Workers Comp Insurance 189,847 171,346 182,120 182,120 0
Child Support Services
Health and Human Services
158 County of Contra Costa FY 2015-2016 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: $18,817,709
Financing: $18,817,709
Net Fund Cost: 0
Funding Sources:
Federal 100.0% $18,817,709
FTE:171.0
CAO Recommendation
In the FY 2015-16 Baseline Budget expenditures
are anticipated to decrease slightly compared to
the FY 2014-15 budget. This reduction is due to
anticipated salary saving. Baseline revenue is
expected to decrease slightly from the FY 2014-
15 budget.
The FY 2015-16 Recommended Budget for the
Department of Child Support Services maintains
current service levels. There are no reductions
from the Baseline Budget.
Performance Measures
Federal Performance Measure:
The effectiveness of the Department of Child
Support Services (DCSS) is evaluated by
measures in five critical areas:
1. Child Support Orders
x Status of FY 2014 Goals: Achieved 93.7%
of cases with a child support order, an
increase of 3.2% 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%
ContraCosta
County
Statewide
Cases With
Support
Orders
Child Support Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 159
2. Current Child Support Collections
x Status of FY 2014 Goals: Achieved 66.9%
of cases with current support collected, an
increase of 1.1% over last year
Total collections exceeded $6 million dollars.
This resulted in an increase in distributed
collections of 3.63% greater than the prior
year. This means delivering more money to
Contra Costa families.
3. Arrears Collections
x Status of FY 2014 Goals: Achieved 68.5%
of cases with arrearage collections, an
increase of 0.9% 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 65.8%. DCSS has
consistently maintained participation above
the statewide average.
4. Operational Cost-effectiveness
x Status of FY 2014 Goals: Achieved $3.56
in cost effectiveness, an increase of $0.15
compared to last year.
The cost effectiveness of a program may be
measured by how much money is collected
for each dollar spent on Child Support
operations. In FFY 2014 the California State
average was $2.43 collected for each dollar
expended. Contra Costa DCSS is 46.5%
more effective than the State average,
collecting $3.56 for each dollar spent on
operations.
5. Statewide Paternity Establishment
Percentage (PEP)
x Status of FY 2014 Goals: Achieved
102.7% 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.
75.0%
80.0%
85.0%
90.0%
95.0%
ContraCosta
County
Statewide
Cases With
Support
Orders
56.0%
58.0%
60.0%
62.0%
64.0%
66.0%
68.0%
70.0%
ContraCosta
County
Statewide
Caseswith
Arrears
Collections
$1.00
$1.50
$2.00
$2.50
$3.00
$3.50
$4.00
ContraCosta
County
Statewide
Cost
Effectiveness
Child Support Services
Health and Human Services
160 County of Contra Costa FY 2015-2016 Recommended Budget
Administrative and Program Goals
x 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.
x Achieve Local Level Performance Goals.
Contra Costa County Department of Child
Support Services have developed the
following local performance goals for FFY
2015:
9 increase distributed collections by
3% and achieve at least $3.65 in
cost effectiveness;
9 increase the percentage of current
support collected to 67.8%;
9 increase percentage of cases with
arrearages collection to 69.6%;
9 maintain the percentage of cases
with child support orders at 94.0%;
and,
9 maintain statewide PEP at 100% or
above
90.0%
95.0%
100.0%
105.0%
110.0%
115.0%
120.0%
ContraCosta
County
Statewide
Paternity
Declaration
Employment and Human Services
Kathy Gallagher, Director Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 161
Employment and Human Services General Fund Summary
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 167,501,877 196,729,194 204,182,703 204,182,703 0
Services and Supplies 81,147,689 85,304,661 98,350,599 98,350,599 0
Other Charges 128,051,556 129,155,737 135,170,835 135,170,835 0
Fixed Assets 555,367 396,790 740,000 740,000 0
Expenditure Transfers 6,885,888 12,660,901 9,397,617 9,397,617 0
TOTAL EXPENDITURES 384,142,375 424,247,283 447,841,754 447,841,754 0
REVENUE
Other Local Revenue 73,388,053 75,311,801 76,108,138 76,108,138 0
Federal Assistance 145,610,811 173,283,119 184,052,429 184,052,429 0
State Assistance 147,082,498 156,602,363 167,681,187 167,681,187 0
GROSS REVENUE 366,081,361 405,197,283 427,841,754 427,841,754 0
NET COUNTY COST (NCC) 18,061,015 19,050,000 20,000,000 20,000,000 0
Allocated Positions (FTE) 1,990 1,990 2,049 2,049 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 44% 48% 47% 47%
% Change in Total Exp 10% 6% 0%
% Change in Total Rev 11% 6% 0%
% Change in NCC 5% 5% 0%
COMPENSATION INFORMATION
Permanent Salaries 87,168,418 108,652,889 114,739,582 114,739,582 0
Temporary Salaries 7,083,863 1,328,049 3,292,767 3,292,767 0
Permanent Overtime 2,651,968 523,792 589,718 589,718 0
Deferred Comp 543,189 1,139,676 1,530,575 1,530,575 0
Comp & SDI Recoveries (764,507) (435,103) (261,009) (261,009) 0
FICA/Medicare 7,032,990 8,188,388 9,048,726 9,048,726 0
Ret Exp-Pre 97 Retirees 369,282 454,658 499,322 499,322 0
Retirement Expense 33,424,235 42,827,539 39,660,813 39,660,813 0
Employee Group Insurance 15,594,813 19,600,766 18,795,236 18,795,236 0
Retiree Health Insurance 7,314,126 7,246,664 7,744,776 7,744,776 0
OPEB Pre-Pay 3,414,570 3,630,827 3,559,056 3,559,056 0
Unemployment Insurance 357,578 334,866 349,533 349,533 0
Workers Comp Insurance 3,196,549 3,236,183 4,633,608 4,633,608 0
Labor Received/Provided 114,804 0 0 0 0
Employment and Human Services
Health and Human Services
162 County of Contra Costa FY 2015-2016 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. More than 96%
of the Department’s program funding comes
from federal, state and state-funded local
revenue sources. The remaining 4% is the net
county cost funded with county general fund.
The majority of the 4% county general fund is
required as matching funds per federal and state
laws for many of the Department’s programs.
The Employment and Human Services
Department (EHSD) continues to rebuild its
infrastructure and resources, carefully adding
capacity to respond to a dramatic increase in
Medi-Cal cases as a result of the Affordable
Care Act. Medi-Cal caseloads, representing low-
income Contra Costa residents who now have
health coverage, increased from 66,358 in
February 2014 to 108,718 in February 2015, a
61% increase. The Department also
successfully negotiated a multiyear agreement
with Covered California to continue to operate
one of three Call Centers in the state to handle
Affordable Care Act (Obama Care) enrollments
and reenrollments.
EHSD has dedicated significant resources and
attention to insuring a positive customer
experience. This initiative has produced
remarkable results in serving customers faster
and reduced the need to stand in line to receive
services. In addition, the Department has
increased the ways that customers can apply for
benefits or check on benefits, including
increased use of automation and interactive
voice systems. All customer reception areas
now have a dedicated staff member to greet
customers and help them navigate the process.
Major initiatives are underway to use technology
to create additional portals for customers to
interact with the Department.
EHSD has expanded intradepartmental
partnerships with Health Services, Sheriff’s
Department, and community based agencies. As
a result of health care reform, EHSD and the
Health Service Department have formed closer
working relationships. The Katie A. lawsuit
resulted in expansion of the collaboration
between Behavioral Health Services and
Children & Family Services to improve child
mental health access. Collaboration between the
Sheriff’s Department, Health Services and
EHSD allows for the successful implementation
of AB 720. This program allows Medi-Cal eligible
inmates to receive health care services when
they leave the county jail.
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 163
All Funds Summary
All Funds
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 175,302,616 205,336,689 212,870,181 212,870,181 0
Services and Supplies 84,514,464 89,850,715 102,724,397 102,724,397 0
Other Charges 132,898,181 132,602,894 140,118,878 140,118,878 0
Fixed Assets 555,367 498,790 792,000 792,000 0
Expenditure Transfers 15,175,262 21,183,301 17,849,398 17,849,398 0
TOTAL EXPENDITURES 408,445,889 449,472,389 474,354,854 474,354,854 0
REVENUE
Other Local Revenue 80,662,406 83,422,012 84,076,692 84,076,692 0
Federal Assistance 146,450,893 174,265,112 185,048,479 185,048,479 0
State Assistance 163,699,639 172,014,088 185,229,683 185,229,683 0
GROSS REVENUE 390,812,938 429,701,212 454,354,854 454,354,854 0
NET FUND COST (NFC) 17,632,952 19,771,177 20,000,000 20,000,000 0
Allocated Positions (FTE) 2,094 2,094 2,150 2,150 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 45% 48% 47% 47%
% Change in Total Exp 10% 6% 0%
% Change in Total Rev 10% 6% 0%
% Change in NFC 12% 1% 0%
COMPENSATION INFORMATION
Permanent Salaries 90,885,294 113,049,707 119,353,773 119,353,773 0
Temporary Salaries 7,845,854 1,688,301 3,580,727 3,580,727 0
Permanent Overtime 2,656,996 525,902 591,828 591,828 0
Deferred Comp 555,528 1,166,616 1,564,715 1,564,715 0
Comp & SDI Recoveries (808,555) (464,432) (290,338) (290,338) 0
FICA/Medicare 7,354,942 8,519,955 9,397,263 9,397,263 0
Ret Exp-Pre 97 Retirees 382,427 478,354 523,018 523,018 0
Retirement Expense 34,888,960 44,558,615 41,300,846 41,300,846 0
Employee Group Insurance 16,719,967 20,903,806 20,069,004 20,069,004 0
Retiree Health Insurance 7,599,993 7,585,143 8,068,439 8,068,439 0
OPEB Pre-Pay 3,414,570 3,630,827 3,559,056 3,559,056 0
Unemployment Insurance 374,134 348,629 363,403 363,403 0
Workers Comp Insurance 3,326,769 3,345,266 4,788,447 4,788,447 0
Labor Received/Provided 105,736 0 0 0 0
Employment and Human Services
Health and Human Services
164 County of Contra Costa FY 2015-2016 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
0581 – Zero Tolerance Domestic Violence
0585 – Domestic Violence Victim Assistance
0586 – Zero Tolerance for Domestic Violence
Special Note to the Reader
Federal, state and state-funded local revenues
finance over 96% 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 2015-16, the Department has
included revenue based on the Governor’s fiscal
year 2015-16 Proposed Budget and historical
allocation information. Given the need to
analyze the impact of changes in the FY 2015-
16 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 2015-2016 Recommended Budget 165
Aging and Adult Services Bureau
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 12,907,553 17,346,615 18,029,775 18,029,775 0
Services and Supplies 18,491,977 14,965,442 16,744,755 16,744,755 0
Other Charges 20,371,967 19,724,565 22,051,070 22,051,070 0
Expenditure Transfers (3,099,343) (1,332,760) (1,253,825) (1,253,825) 0
TOTAL EXPENDITURES 48,672,154 50,703,862 55,571,775 55,571,775 0
REVENUE
Other Local Revenue 3,064,143 3,131,620 3,786,842 3,786,842 0
Federal Assistance 5,597,528 6,759,245 6,853,235 6,853,235 0
State Assistance 29,195,923 28,743,713 33,332,407 33,332,407 0
GROSS REVENUE 37,857,594 38,634,578 43,972,484 43,972,484 0
NET COUNTY COST (NCC) 10,814,561 12,069,284 11,599,291 11,599,291 0
Allocated Positions (FTE) 147 147 145 145 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 25% 33% 32% 32%
% Change in Total Exp 4% 10% 0%
% Change in Total Rev 2% 14% 0%
% Change in NCC 12% (4%) 0%
COMPENSATION INFORMATION
Permanent Salaries 6,717,658 9,458,803 9,459,764 9,459,764 0
Temporary Salaries 454,959 124,071 552,638 552,638 0
Permanent Overtime 157,715 77,629 77,629 77,629 0
Deferred Comp 36,337 73,200 69,600 69,600 0
Comp & SDI Recoveries (156,188) 8,589 8,589 8,589 0
FICA/Medicare 524,712 725,301 762,120 762,120 0
Ret Exp-Pre 97 Retirees 29,680 90,709 251,519 251,519 0
Retirement Expense 2,662,900 3,821,651 3,107,949 3,107,949 0
Employee Group Insurance 1,207,754 1,652,326 1,417,127 1,417,127 0
OPEB Pre-Pay 1,000,373 1,013,436 1,013,436 1,013,436 0
Unemployment Insurance 26,969 28,156 28,327 28,327 0
Workers Comp Insurance 244,237 272,744 407,000 407,000 0
Labor Received/Provided 447 0 874,077 874,077 0
Employment and Human Services
Health and Human Services
166 County of Contra Costa FY 2015-2016 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 Senior Community
Service Employment Program was transferred to
the AAS this year.
Baseline Budget: The AAS Baseline budget
includes modest increases in salaries and
benefits, services and supplies as well as
increased revenues for FY 2015-16. The effect
is a minor reduction in Net County Cost.
Impact: Every year the IHSS program
anticipates a 3.5% increase in the Maintenance
of Effort for inflation slightly increasing the
County share for IHSS.
1. General Assistance Eligibility
Description: This program determines eligibility
for General Assistance (GA) payments and
provides assistance to adults who are not
eligible for State or Federal assistance
payments. General assistance payments
provide cash assistance primarily to single
unemployed adults. This program also includes
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.
General Assistance Eligibility Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $4,445,890
Financing: 0
Net County Cost: 4,445,890
Funding Sources:
General Fund 100.0% $4,445,890
FTE: 25.9
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. Social Security Income Advocacy
Service: Discretionary
Level of Service: Discretionary
Description: Assists GA and CalWORKs
clients with a verified disability, which has lasted
or is expected to last at least 12 months, apply
for Supplemental Security Income benefits and,
as needed, to appeal denial of benefits.
3. 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 2015-2016 Recommended Budget 167
Adult Social Services Summary
Service: Mandatory
Level of Service: Discretionary/Mandatory
Expenditures: $5,398,529
Financing: 5,380,670
Net County Cost: 17,859
Funding Sources:
Local 52.9% 2,855,931
State 46.8% 2,524,739
General Fund 0.3% 17,859
FTE: 39.9
4. 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
19,500 seniors annually. Supplemental
Nutrition Assistance Program-Education
grant was awarded with the goal of
improving the likelihood that persons eligible
for SNAP will make healthy choices within a
limited budget and choose active lifestyles
consistent with the current Dietary
Guidelines for Americans and MyPlate.
b. Health Insurance Counseling and
Advocacy Program (HICAP) – Provides
Medicare related health insurance
counseling and community education
services to over 8,200 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: $4,380,011
Financing: 4,217,575
Net County Cost: 162,436
Funding Sources:
Local 8.4% $366,369
Federal 39.4% 1,724,083
State 48.6% 2,127,123
General Fund 3.6% 162,436
FTE: 9.0
5. 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: $123,776
Financing: 16,420
Net County Cost: 107,356
Funding Sources:
Local 13.3% $16,420
General Fund 86.7% 107,356
6. Senior Community Services Employment
Program
Description: 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 American Act (OAA).
Employment and Human Services
Health and Human Services
168 County of Contra Costa FY 2015-2016 Recommended Budget
Senior Community Services Employment
Service: Discretionary
Level of Service: Mandatory
Expenditures: $543,406
Financing: 543,406
Net County Cost: 0
Funding Sources:
Federal 100.0% $543,406
7. 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 is
responsible for a Maintenance of Effort (MOE)
minimum for the cost of these services with the
state. There is a 3.5% inflation factor built into
the MOE every year. The budget for FY 2015-
16 is based on approximately 8.2 million hours
of home care due to the possible reinstatement
of the previous 7% hour reduction per IHSS
recipient.
In-Home Supportive Services Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $27,443,992
Financing: 25,088,201
Net County Cost: 2,355,791
Funding Sources:
Local 2.0% $548,122
State 72.7% 19,954,333
Federal 16.7% 4,585,746
General Fund 8.6% 2,355,791
8. 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
8,100 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: $10,059,479
Financing: 8,726,212
Net County Cost: 1,333,267
Funding Sources:
State 86.7% 8,726,212
General Fund 13.3% 1,333,267
FTE: 69.7
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 169
In-Home Supportive Services (IHSS) Public Authority
IHSS Public Authority Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 968,429 1,032,020 1,326,548 1,326,548 0
Services and Supplies 134,934 157,791 222,325 222,325 0
Other Charges 586,050 694,108 716,722 716,722 0
Fixed Assets 0 2,000 2,000 2,000 0
Expenditure Transfers 173,617 172,000 179,422 179,422 0
TOTAL EXPENDITURES 1,863,030 2,057,919 2,447,017 2,447,017 0
REVENUE
Other Local Revenue 171,081 177,069 183,268 183,268 0
Federal Assistance 840,082 981,993 996,050 996,050 0
State Assistance 851,867 804,923 1,267,699 1,267,699 0
GROSS REVENUE 1,863,030 1,963,985 2,447,017 2,447,017 0
NET FUND COST (NFC) 0 93,934 0 0 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 57% 55% 59% 59%
% Change in Total Exp 10% 19% 0%
% Change in Total Rev 5% 25% 0%
% Change in NFC 0% (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 583,999 640,486 789,294 789,294 0
Deferred Comp 4,595 4,080 7,680 7,680 0
FICA/Medicare 42,643 44,143 56,100 56,100 0
Retirement Expense 219,113 225,278 333,562 333,562 0
Employee Group Insurance 115,351 115,128 137,605 137,605 0
Retiree Health Insurance 520 520 0 0 0
Unemployment Insurance 2,208 2,385 2,307 2,307 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.
Baseline Budget: The FY 2015-16 Baseline
Budget includes an increase in Salaries and
Benefits, Services and Supplies and other
operating expenditures in the amount of
$483,032 from FY 2014-15 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). By authority of SB
1036, the initial MOE amount for the Public
Authority will be increased by an inflation factor
of 3.5% each year.
Employment and Human Services
Health and Human Services
170 County of Contra Costa FY 2015-2016 Recommended Budget
Impact: The 3.5% MOE increase due to inflation
results in an increase to the County share of
costs by $6,199.
IHSS Public Authority Fund 115500
Service: Mandatory
Level of Service: Discretionary
Expenditures: $2,447,017
Financing: 2,447,017
Net Fund Cost: 0
Funding Sources:
Local 8.0% $183,268
Federal 40.0% 996,050
State 52.0% 1,267,699
FTE:16.0*
*Employees of the Public Authority (not County employees).
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 171
Children and Family Services Bureau
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 29,373,830 34,281,509 35,438,274 35,438,274 0
Services and Supplies 16,132,146 14,887,786 15,455,544 15,455,544 0
Other Charges 44,341,617 46,769,738 46,738,168 46,738,168 0
Expenditure Transfers (1,437,792) 314,329 3,321,377 3,321,377 0
TOTAL EXPENDITURES 88,409,802 96,253,362 100,953,363 100,953,363 0
REVENUE
Other Local Revenue 33,225,059 35,997,406 40,334,513 40,334,513 0
Federal Assistance 33,153,932 37,527,196 37,476,714 37,476,714 0
State Assistance 21,556,386 22,516,149 22,382,513 22,382,513 0
GROSS REVENUE 87,935,377 96,040,751 100,193,740 100,193,740 0
NET COUNTY COST (NCC) 474,425 212,611 759,623 759,623 0
Allocated Positions (FTE) 296 296 294 294 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 33% 36% 36% 36%
% Change in Total Exp 9% 5% 0%
% Change in Total Rev 9% 4% 0%
% Change in NCC (55%) 257% 0%
COMPENSATION INFORMATION
Permanent Salaries 16,508,064 19,745,594 20,311,646 20,311,646 0
Temporary Salaries 833,056 244,449 0 0 0
Permanent Overtime 268,329 151,498 125,000 125,000 0
Deferred Comp 44,387 119,543 104,100 104,100 0
Comp & SDI Recoveries (180,772) (188,313) 0 0 0
FICA/Medicare 1,268,447 1,503,286 1,554,015 1,554,015 0
Ret Exp-Pre 97 Retirees 71,492 125,294 4,100 4,100 0
Retirement Expense 6,474,512 7,979,742 6,973,863 6,973,863 0
Employee Group Insurance 2,527,392 3,013,701 2,857,832 2,857,832 0
OPEB Pre-Pay 912,871 946,858 946,860 946,860 0
Unemployment Insurance 65,295 59,980 61,081 61,081 0
Workers Comp Insurance 586,418 579,877 822,792 822,792 0
Labor Received/Provided (5,662) 0 1,676,985 1,676,985 0
Employment and Human Services
Health and Human Services
172 County of Contra Costa FY 2015-2016 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 2015-16 Baseline Budget includes an
overall increase of $4,700,001 compared to the
FY 2014-15 Recommended Budget.
The FY 2015-16 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: $2,686,134
Financing: 2,681,538
Net County Cost: 4,596
Funding Sources:
Local 61.5% $1,652,724
Federal 38.3% 1,028,814
General Fund 0.2% 4,596
FTE: 18.5
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: $3,790,893
Financing: 3,730,893
Net County Cost: 60,000
Funding Sources:
Local 40.7% $1,541,009
Federal 56.3% 2,132,874
State 1.5% 57,010
General Fund 1.5% 60,000
FTE:24.6
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 173
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: $319,185
Financing: 287,267
Net County Cost: 31,918
Funding Sources:
Local 90.0% $287,267
General Fund 10.0% 31,918
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 2,700
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. In 2014, approximately 540
children and their families received these
intensive services.
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. In 2014, CFS provided Family
Reunification services to about 900 children
and their families.
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 2014, approximately 850 children in
out-of-home care received permanency
planning services at some point during the
year.
Employment and Human Services
Health and Human Services
174 County of Contra Costa FY 2015-2016 Recommended Budget
Child Welfare Services Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $43,319,280
Financing: 43,238,835
Net County Cost: 80,445
Funding Sources:
Local 43.1% $18,676,855
Federal 39.2% 16,979,154
State 17.5% 7,582,826
General Fund 0.2% 80,445
FTE: 239.5
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: $1,457,611
Financing: 1,396,939
Net County Cost: 60,672
Funding Sources:
Local 52.0% $757,751
Federal 43.9% 639,188
General Fund 4.1% 60,672
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: $1,185,114
Financing: 1,133,301
Net County Cost: 51,813
Funding Sources:
Local 32.7% $387,730
Federal 25.1% 297,866
State 37.8% 447,705
General Fund 4.4% 51,813
FTE: 4.9
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 175
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 1,736 cases
are anticipated in FY 2015-16.
Aid to Adoptions Program (AAP) Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $17,011,811
Financing: 16,692,479
Net County Cost: 319,332
Funding Sources:
Local 45.7% $7,782,722
Federal 38.7% 6,587,152
State 13.7% 2,322,605
General Fund 1.9% 319,332
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: $30,346,918
Financing: 30,196,071
Net County Cost: 150,847
Funding Sources:
Local 29.0% $8,787,608
Federal 31.1% 9,436,096
State 39.5% 11,972,367
General Fund 0.4% 150,847
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: $836,417
Financing: $836,417
Net County Cost: 0
Funding Sources:
Local 55.1% $460,847
Federal 44.9% 375,570
FTE: 6.0
Employment and Human Services
Health and Human Services
176 County of Contra Costa FY 2015-2016 Recommended Budget
County Children's Trust
County Children's Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 89,379 302,310 185,000 185,000 0
TOTAL EXPENDITURES 89,379 302,310 185,000 185,000 0
REVENUE
Other Local Revenue 188,206 185,000 185,000 185,000 0
GROSS REVENUE 188,206 185,000 185,000 185,000 0
NET FUND COST (NFC) (98,827) 117,310 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 238% (39%) 0%
% Change in Total Rev (2%) 0% 0%
% Change in NFC (219%) (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 2015-16 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 2015-2016 Recommended Budget 177
Ann Adler Children and Family Trust
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 55,957 80,000 80,000 80,000 0
TOTAL EXPENDITURES 55,957 80,000 80,000 80,000 0
REVENUE
Other Local Revenue 55,957 80,000 80,000 80,000 0
GROSS REVENUE 55,957 80,000 80,000 80,000 0
FINANCIAL INDICATORS
% Change in Total Exp 43% 0% 0%
% Change in Total Rev 43% 0% 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 maintains the current level
of services.
No adjustment from Baseline to Recommended
Budget for FY 2015-16 is required.
Ann Adler Children and Family Trust
Service: Discretionary
Level of Service: Discretionary
Expenditures: $80,000
Financing: 80,000
Net Fund Cost: 0
Funding Sources:
Local 100.0% $80,000
Employment and Human Services
Health and Human Services
178 County of Contra Costa FY 2015-2016 Recommended Budget
Workforce Services Bureau
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 76,607,807 82,353,913 88,141,240 88,141,240 0
Services and Supplies 15,145,519 21,119,247 24,469,568 24,469,568 0
Other Charges 62,361,950 62,448,699 65,915,743 65,915,743 0
Expenditure Transfers 38,339,323 39,187,185 40,590,640 40,590,640 0
TOTAL EXPENDITURES 192,454,599 205,109,044 219,117,191 219,117,191 0
REVENUE
Other Local Revenue 27,097,026 24,066,176 20,011,720 20,011,720 0
Federal Assistance 68,790,241 76,589,914 86,191,277 86,191,277 0
State Assistance 91,734,813 99,591,217 107,088,981 107,088,981 0
GROSS REVENUE 187,622,080 200,247,307 213,291,978 213,291,978 0
NET COUNTY COST (NCC) 4,832,519 4,861,737 5,825,213 5,825,213 0
Allocated Positions (FTE) 952 952 991 991 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 50% 50% 49% 49%
% Change in Total Exp 7% 7% 0%
% Change in Total Rev 7% 7% 0%
% Change in NCC 1% 20% 0%
COMPENSATION INFORMATION
Permanent Salaries 41,509,576 47,323,467 51,081,908 51,081,908 0
Temporary Salaries 2,943,057 638,915 2,194,309 2,194,309 0
Permanent Overtime 1,997,829 230,258 230,258 230,258 0
Deferred Comp 262,190 414,595 807,800 807,800 0
Comp & SDI Recoveries (364,637) (194,240) (194,240) (194,240) 0
FICA/Medicare 3,373,458 3,498,220 4,361,133 4,361,133 0
Ret Exp-Pre 97 Retirees 176,902 129,499 129,499 129,499 0
Retirement Expense 16,078,361 18,915,753 18,608,927 18,608,927 0
Employee Group Insurance 7,929,940 8,762,112 7,183,978 7,183,978 0
OPEB Pre-Pay 1,248,037 1,417,244 1,327,705 1,327,705 0
Unemployment Insurance 171,825 153,311 165,580 165,580 0
Workers Comp Insurance 1,536,829 1,481,779 2,244,383 2,244,383 0
Labor Received/Provided (255,561) (417,000) 0 0 0
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.
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 179
The Baseline Budget reflects an increased level
of expenditures and revenue of $14 million from
FY 2014-2015. This is due to increased
caseloads and services in the CalWORKs,
CalFresh, and Medi-Cal programs. No
adjustment from the Baseline to Recommended
budget for FY 2015-2016 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 2013-14
program year, there were 11,707
applications received which is a 5%
decrease from the prior year. However,
there was an increase in caseload during
this same period. 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.
Subsidized employment and special support
programs are also included.
c. CalWORKs Child Care –Provides eligibility
determination 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 One child care funding for
CalWORKs recipients. Stage One 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 Two
child care services. Stage Two child care is
funded through the California Department of
Education.
d. CalWORKs Family Stabilization –
Provides comprehensive evaluations and
wraparound services to Welfare-to-Work
families who are experiencing identified
situations and/or crises.
CalWORKs/TANF Work Programs
Service: Mandatory
Level of Service: Mandatory
Expenditures: $63,522,963
Financing: 63,513,757
Net County Cost: 9,206
Funding Sources:
Federal 73.8% 46,886,745
State 25.9% 16,469,692
Local 0.2% 157,320
General Fund 0.1% 9,206
FTE:409.9
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 monthly caseload for the
program year 2013-2014 was 11,132.
*Temporary Assistance to Needy Families
TANF Cash Assistance Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $59,433,932
Financing: 58,054,581
Net County Cost: 1,379,351
Funding Sources:
Local 33.4% 19,854,400
State 33.6% 19,955,641
Federal 30.7% 18,244,540
General Fund 2.3% 1,379,351
Employment and Human Services
Health and Human Services
180 County of Contra Costa FY 2015-2016 Recommended Budget
3. Medi-Cal Eligibility
Provides application processing, eligibility
determination. and ongoing case
management for more than 50 Medi-Cal
programs and the implementation of new
programs due to the Affordable Care Act.
These major Medi-Cal programs provide
comprehensive medical services to children
and adults in low-income families.
In FY 2013-14, there were approximately
54,505 Medi-Cal applications received which
equates to a 32% increase in the number of
applications taken over the previous fiscal
year and a 38% increase in the number of
Medi-Cal cases.
Medi-Cal Eligibility Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $54,825,004
Financing: 53,760,079
Net County Cost: 1,064,925
Funding Sources:
State 98.1% 53,760,079
General Fund 1.9% 1,064,925
FTE: 353.3
4. CalFresh Eligibility
Description: Provides application processing
and eligibility determination for both cash and
non-cash assisted families. During FY 2013-
2014, the number of CalFresh applications
received was 38,594 resulting in a 14% increase
in the number of applications received from the
prior fiscal year, and the ongoing caseload
increased by 10% at an average monthly
caseload of 38,627.
CalFresh Eligibility Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $ 41,046,232
Financing: 37,674,502
Net County Cost: 3,371,730
Funding Sources:
State 41.0% 16,832,035
Federal 50.8% 20,842,467
General Fund 8.2% 3,371,730
FTE:228.1
5. Refugee Programs Eligibility
Description: Provides eligibility determination
and grant maintenance activities for the Refugee
Cash Assistance (RCA) and the Cash
Assistance Program for Immigrants (CAPI).
Refugee Eligibility Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $90,824
Financing: 90,824
Net County Cost: 0
Funding Sources:
State 78.8% $71,534
Federal 21.2% 19,290
FTE: 0.1
Refugee Payments Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $198,235
Financing: 198,235
Net County Cost: 0
Funding Sources:
Federal 100.0% $198,235
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 181
Covered California Call Center
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 8,126,083 13,750,829 11,886,003 11,886,003 0
Services and Supplies 833,071 629,020 1,880,959 1,880,959 0
Other Charges 0 5,000 0 0 0
Fixed Assets 74,077 50,000 0 0 0
TOTAL EXPENDITURES 9,033,230 14,434,849 13,766,962 13,766,962 0
REVENUE
Federal Assistance 9,033,230 14,434,849 13,766,962 13,766,962 0
GROSS REVENUE 9,033,230 14,434,849 13,766,962 13,766,962 0
NET COUNTY COST (NCC) 0 0 0 0 0
Allocated Positions (FTE) 204 204 201 201 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 90% 95% 86% 86%
% Change in Total Exp 60% (5%) 0%
% Change in Total Rev 60% (5%) 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 4,878,379 7,890,407 7,179,019 7,179,019 0
Permanent Overtime 26,990 1,000 1,000 1,000 0
Deferred Comp 101,448 256,740 231,888 231,888 0
FICA/Medicare 366,694 603,318 548,942 548,942 0
Ret Exp-Pre 97 Retirees 13,757 17,900 15,838 15,838 0
Retirement Expense 1,285,528 2,362,808 2,170,168 2,170,168 0
Employee Group Insurance 798,539 1,671,157 1,509,387 1,509,387 0
Unemployment Insurance 18,730 23,436 21,331 21,331 0
Workers Comp Insurance 163,308 229,063 208,430 208,430 0
Labor Received/Provided 472,710 695,000 0 0 0
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 healthcare enrollment
services under the Affordable Care Act 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,
2014 the 7C’s handled approximately 413,260
calls based on data provided by Covered
California.
Employment and Human Services
Health and Human Services
182 County of Contra Costa FY 2015-2016 Recommended Budget
The baseline budget assumes the same level of
operations at the Covered California Call Center
as FY 2014-2015.
There is no change between the baseline and
recommended budget for FY 2015-2016.
Covered California Call Center
Service: Mandatory
Level of Service: Mandatory
Expenditures: $13,766,962
Financing: 13,766,962
Net County Cost: 0
Funding Sources:
Federal 100.0% 13,766,962
FTE: 201.0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 183
Workforce Development Board
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 2,107,557 2,103,153 1,846,681 1,846,681 0
Services and Supplies 3,637,155 4,098,957 4,927,085 4,927,085 0
Other Charges 136,121 0 0 0 0
Expenditure Transfers 3,005,059 3,047,890 2,956,786 2,956,786 0
TOTAL EXPENDITURES 8,885,893 9,250,000 9,730,552 9,730,552 0
REVENUE
Other Local Revenue 167,800 725,000 500,000 500,000 0
Federal Assistance 8,717,053 8,525,000 9,230,552 9,230,552 0
GROSS REVENUE 8,884,853 9,250,000 9,730,552 9,730,552 0
NET COUNTY COST (NCC) 1,040 0 0 0 0
Allocated Positions (FTE) 16 16 15 15 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 36% 34% 27% 27%
% Change in Total Exp 4% 5% 0%
% Change in Total Rev 4% 5% 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 674,123 1,251,352 1,129,269 1,129,269 0
Temporary Salaries 804,051 11,604 9,776 9,776 0
Permanent Overtime 785 0 0 0 0
Deferred Comp 6,970 13,080 70,563 70,563 0
Comp & SDI Recoveries (3,481) 0 0 0 0
FICA/Medicare 111,525 96,261 16,466 16,466 0
Ret Exp-Pre 97 Retirees 2,908 0 0 0 0
Retirement Expense 261,214 501,301 371,684 371,684 0
Employee Group Insurance 93,895 181,762 170,960 170,960 0
OPEB Pre-Pay 10,639 10,639 28,405 28,405 0
Unemployment Insurance 3,101 3,797 3,417 3,417 0
Workers Comp Insurance 29,350 33,357 46,141 46,141 0
Labor Received/Provided 112,478 0 0 0 0
Description: The Workforce Development
Board (WDB) is a 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
Employment and Human Services
Health and Human Services
184 County of Contra Costa FY 2015-2016 Recommended Budget
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 2015-16 is relatively
level with FY 2014-15. 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 2015-16 is
required.
1. Workforce Innovation & Opportunity Act
(WIOA)
Description:The Workforce Innovation and
Opportunity Act (WIOA) of 2014 provides
programs and services to help job seekers
become re-employed and provides resources to
help support business development. The
Workforce Innovation and Opportunity Act
supports 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
WIOA, for which regulations are still pending
as of Winter 2015, 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 14-24 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. 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.
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 185
Workforce Investment Act (WIA)
Employment & Training Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $9,230,552
Financing: 9,230,552
Net County Cost: 0
Funding Sources:
Federal 100.0% $9,230,552
FTE: 14.0
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: $500,000
Financing: 500,000
Net County Cost: 0
Funding Sources:
Local 100.0% $500,000
FTE: 1.0
Employment and Human Services
Health and Human Services
186 County of Contra Costa FY 2015-2016 Recommended Budget
Service Integration Teams (SIT)
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 61,265 135,000 135,000 135,000 0
Expenditure Transfers (29,463) 0 0 0 0
TOTAL EXPENDITURES 31,802 135,000 135,000 135,000 0
REVENUE
Other Local Revenue 31,802 135,000 135,000 135,000 0
GROSS REVENUE 31,802 135,000 135,000 135,000 0
NET COUNTY COST (NCC) 0 0 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 325% 0% 0%
% Change in Total Rev 325% 0% 0%
Description: The Service Integration Team
(SIT) in Bay Point has transitioned into a
SparkPoint Center. Ten nonprofit partners, plus
the County Health Services Department and
First 5, work together to help East Contra Costa
residents become economically self-sufficient.
Goals for clients: credit score of 650 or above,
40% or less debt to equity, living wage job and
1-3 months savings.
In North Richmond the SIT team focuses on
family economic stability and youth
development. Computers with internet access
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 and Recommended Budget
assumes the same level of operations as FY
2014-15.
No adjustment from Baseline to Recommended
Budget for FY 2015-2016 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
County of Contra Costa FY 2014-2015 Recommended Budget 187
Community Services Bureau
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 14,212,783 17,571,046 18,278,341 18,278,341 0
Services and Supplies 8,850,268 12,447,242 11,423,746 11,423,746 0
Other Charges 39,419 55,158 57,344 57,344 0
Fixed Assets 0 140,000 140,000 140,000 0
Expenditure Transfers 7,072,101 10,184,400 10,218,983 10,218,983 0
TOTAL EXPENDITURES 30,174,571 40,397,846 40,118,414 40,118,414 0
REVENUE
Other Local Revenue 9,616,171 10,991,342 11,087,063 11,087,063 0
Federal Assistance 19,675,639 28,676,031 28,542,127 28,542,127 0
State Assistance 250,312 571,685 330,436 330,436 0
GROSS REVENUE 29,542,122 40,239,058 39,959,626 39,959,626 0
NET COUNTY COST (NCC) 632,449 158,788 158,788 158,788 0
Allocated Positions (FTE) 203 203 211 211 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 62% 58% 61% 61%
% Change in Total Exp 34% (1%) 0%
% Change in Total Rev 36% (1%) 0%
% Change in NCC (75%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 6,934,719 9,445,604 10,201,738 10,201,738 0
Temporary Salaries 1,197,067 115,281 188,611 188,611 0
Permanent Overtime 945 25,093 25,093 25,093 0
Deferred Comp 23,196 109,980 104,280 104,280 0
Comp & SDI Recoveries (38,771) (30,353) (30,353) (30,353) 0
FICA/Medicare 590,933 722,118 784,933 784,933 0
Ret Exp-Pre 97 Retirees 30,783 34,831 34,831 34,831 0
Retirement Expense 2,704,081 3,747,532 3,445,510 3,445,510 0
Employee Group Insurance 1,612,126 2,295,750 2,345,782 2,345,782 0
Retiree Health Insurance 591,723 559,243 488,482 488,482 0
OPEB Pre-Pay 242,650 242,650 242,650 242,650 0
Unemployment Insurance 30,374 28,513 30,905 30,905 0
Workers Comp Insurance 270,170 274,804 415,879 415,879 0
Labor Received/Provided 22,787 0 0 0 0
Employment and Human Services
Health and Human Services
188 County of Contra Costa FY 2015-2016 Recommended Budget
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 $457,554 from the FY 14-
15 Budget. Baseline revenues are projected to
decline by $279,432 from the current year’s
funding level.
No adjustment from Baseline to Recommended
Budget for FY 2015-16 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: $3,218,421
Financing: 3,075,240
Net County Cost: 143,181
Funding Sources:
Local 69.1% $2,223,160
Federal 26.5% 852,080
General Fund 4.4% 143,181
FTE: 26.0
2. Head Start
Description: Head Start provides part-day and
full-day educational and comprehensive services
to 1,571 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 715 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: $20,675,931
Financing: 20,675,931
Net County Cost: 0
Funding Source:
Local 0.1% $23,308
Federal 98.3% 20,322,766
State 1.6% 329,857
FTE: 92.5
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 189
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 715 children of low-income
working parents. This program also funds family
development services including employment
assistance, health access, food referrals and
housing support. Services are available at 12
centers with 44 classrooms in or close to
neighborhoods where the children live.
Child Start Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $7,749,772
Financing: 7,749,772
Net County Cost: 0
Funding Sources:
Local 100.0% $7,749,772
FTE: 69.0
4. Early Head Start
Description: Early Head Start provides infant,
toddler and family comprehensive services to
311 eligible children and their families.
Approximately $2.2 million in Early Head Start
revenue is transferred to the Child Development
Fund to support staff costs for services provided
to 466 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 84
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: $5,106,942
Financing: 5,106,942
Net County Cost: 0
Funding Source:
Federal 100.0% $5,106,363
State 0.0% 579
FTE: 5.0
5. Child Nutrition
Description: Child Nutrition prepares and
delivers approximately 451,163 meals
(breakfast, snacks, and lunch) to more than
1,261 children enrolled in Head Start and Child
Development childcare centers throughout the
County.
Childhood Nutrition Summary
Service: Discretionary
Level of Service: Mandatory
Gross Expenditures: $1,090,823
Financing: 1,090,823
Net County Cost: 0
Funding Sources:
Local 100.0% $1,090,823
FTE: 12.0
Employment and Human Services
Health and Human Services
190 County of Contra Costa FY 2015-2016 Recommended Budget
6. Housing & Energy
Description: The Housing & Energy program
combines funding from the U.S. Department of
Energy and the U.S. Health and Human
Services Department to provide utility bill
payment assistance, energy education and
weatherization services to approximately 4,269
low-income residents of the County.
Housing & Energy Summary
Service: Discretionary
Level of Service: Mandatory
Gross Expenditures: $2,276,525
Financing: 2,260,918
Net County Cost: 15,607
Funding Sources:
Federal 99.3% $2,260,918
General Fund 0.7% 15,607
FTE: 6.0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 191
Child Development Fund
Child Development Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 6,321,849 6,974,610 7,101,343 7,101,343 0
Services and Supplies 2,944,429 3,521,228 3,751,046 3,751,046 0
Other Charges 4,240,428 2,735,151 4,207,953 4,207,953 0
Fixed Assets 0 100,000 50,000 50,000 0
Expenditure Transfers 6,417,215 6,401,637 8,200,270 8,200,270 0
TOTAL EXPENDITURES 19,923,922 19,732,626 23,310,612 23,310,612 0
REVENUE
Other Local Revenue 5,695,142 6,216,782 7,029,815 7,029,815 0
State Assistance 14,552,222 13,404,508 16,280,797 16,280,797 0
GROSS REVENUE 20,247,364 19,621,290 23,310,612 23,310,612 0
NET FUND COST (NFC) (323,442) 111,336 0 0 0
Allocated Positions (FTE) 98 98 99 99 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 47% 52% 47% 47%
% Change in Total Exp (1%) 18% 0%
% Change in Total Rev (3%) 19% 0%
% Change in NFC (134%) (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 2,889,338 3,479,492 3,665,972 3,665,972 0
Temporary Salaries 705,124 287,960 287,960 287,960 0
Permanent Overtime 4,930 2,110 2,110 2,110 0
Deferred Comp 6,064 20,820 22,620 22,620 0
Comp & SDI Recoveries (44,048) (29,329) (29,329) (29,329) 0
FICA/Medicare 258,695 266,268 280,284 280,284 0
Ret Exp-Pre 97 Retirees 12,118 23,096 23,096 23,096 0
Retirement Expense 1,150,729 1,392,518 1,252,068 1,252,068 0
Employee Group Insurance 945,720 1,103,456 1,113,412 1,113,412 0
Retiree Health Insurance 264,037 316,650 323,663 323,663 0
Unemployment Insurance 13,262 10,538 11,084 11,084 0
Workers Comp Insurance 120,112 101,031 148,403 148,403 0
Labor Received/Provided (4,231) 0 0 0 0
Employment and Human Services
Health and Human Services
192 County of Contra Costa FY 2015-2016 Recommended Budget
Description: The Child Development Fund
provides funding for the California State
Preschool Program (CSPP) that serves about
1,315 children of low- and middle-income
families in 12 centers with 43 classrooms and
six 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
During FY 2014-15, Contra Costa Community
College ended its California State Preschool
(CSPP) contract from the State. After a
competitive process the State California
Department of Education, awarded the
Community Services Bureau $1.1 million to
administer this program. Previously Contra
Costa Community College managed this
program and subcontracted with the County.
FY 2015-16 Child Development Fund Baseline
Budget reflects an increase in operating
expenses of $3,393.896 from FY 2014-15
Budget. Baseline revenues are projected to
increase by $3,689,322 from FY 2014-15
Budget.
*Temporary Aid to Needy Families
No adjustment from Baseline to Recommended
Budget for FY 2015-16 is required.
Child Development Fund 111600
Service: Discretionary
Level of Service: Mandatory
Expenditures: 23,310,612
Financing: 23,310,612
Net Fund Cost: 0
Funding Source:
Local 30.2% $7,029,815
State 69.8% 16,280,797
FTE: 99.0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 193
Community College Child Development Fund
Community College
Child Development Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 287,045 356,617 0 0 0
Services and Supplies 2,477 2,816 0 0 0
Other Charges 1,176 671 0 0 0
Expenditure Transfers 1,687,484 1,876,674 0 0 0
TOTAL EXPENDITURES 1,978,181 2,236,778 0 0 0
REVENUE
Other Local Revenue 764,953 1,014,462 0 0 0
State Assistance 1,213,053 1,202,294 0 0 0
GROSS REVENUE 1,978,006 2,216,756 0 0 0
NET FUND COST (NFC) 175 20,022 0 0 0
Allocated Positions (FTE) 4 4 0 0 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 99% 99% 0% 0%
% Change in Total Exp 13% (100%) 0%
% Change in Total Rev 12% (100%) 0%
% Change in NFC 11327% (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 112,576 137,928 0 0 0
Temporary Salaries 56,868 72,292 0 0 0
Permanent Overtime 98 0 0 0 0
FICA/Medicare 11,448 10,548 0 0 0
Ret Exp-Pre 97 Retirees 471 0 0 0 0
Retirement Expense 44,764 55,920 0 0 0
Employee Group Insurance 38,009 54,192 0 0 0
Retiree Health Insurance 21,309 21,309 0 0 0
Unemployment Insurance 590 420 0 0 0
Workers Comp Insurance 5,748 4,008 0 0 0
Labor Received/Provided (4,837) 0 0 0 0
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 children of low- and middle-income
families.
Employment and Human Services
Health and Human Services
194 County of Contra Costa FY 2015-2016 Recommended Budget
Baseline Budget: During FY 2014-15, Contra
Costa Community College relinquished its
California State Preschool (CSPP) contract from
the State. The Community Services Bureau
operated this program for the Community
College as subcontractor. The State announced
its intention to redistribute the relinquished
funds. After a competitive process and review
conducted by the State California Department of
Education, the Contra Costa County’s
Community Services Bureau was awarded $1.1
million to administer the program. Revenue and
expenses previously were recorded under the
Community College Child Development Fund
(Fund 114800). In FY 2015-16 they are
included in the Child Development Fund
(111600).
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 195
Childcare Enterprise Fund
Childcare Enterprise Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
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 0 72,089 72,089 72,089 0
TOTAL EXPENDITURES 0 74,089 74,089 74,089 0
REVENUE
Other Local Revenue 2,478 74,089 74,089 74,089 0
GROSS REVENUE 2,478 74,089 74,089 74,089 0
NET FUND COST (NFC) (2,478) 0 0 0 0
FINANCIAL INDICATORS
% Change in Total Rev 2890% 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 2015-16 is required.
Childcare Enterprise Fund 142500
Service: Discretionary
Level of Service: Mandatory
Expenditures: $74,089
Financing: 74,089
Net County Cost: 0
Funding Source:
Local 100.0% $74,089
Employment and Human Services
Health and Human Services
196 County of Contra Costa FY 2015-2016 Recommended Budget
Zero Tolerance for Domestic Violence
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 1,934,804 2,091,822 3,287,823 3,287,823 0
Expenditure Transfers 47,688 57,309 71,986 71,986 0
TOTAL EXPENDITURES 1,982,492 2,149,131 3,359,809 3,359,809 0
REVENUE
Other Local Revenue 11,058 50,000 40,000 40,000 0
Federal Assistance 643,187 770,884 1,991,562 1,991,562 0
GROSS REVENUE 654,245 820,884 2,031,562 2,031,562 0
NET COUNTY COST (NCC) 1,328,247 1,328,247 1,328,247 1,328,247 0
FINANCIAL INDICATORS
% Change in Total Exp 8% 56% 0%
% Change in Total Rev 25% 147% 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 $1,260,678
increase in expenditures compared to the FY
2014-15 budget. The increased program costs
are offset by revenue received from a federal
Justice Assistance Grant to improve outcomes
for high-risk and in-risk youth.
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: $3,359,809
Financing: 2,031,562
Net County Cost: 1,328,247
Funding Sources:
Federal Aid 59.3% $1,991,562
General Fund 39.5% 1,328,247
Local 1.2% 40,000
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 197
Zero Tolerance for Domestic Violence – SB 968 Administration
Domestic Violence
SB 968 Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 223,417 244,248 259,587 259,587 0
Services and Supplies 57,109 427,595 75,427 75,427 0
Other Charges 18,972 16,227 22,368 22,368 0
Expenditure Transfers 11,058 0 0 0 0
TOTAL EXPENDITURES 310,555 688,070 357,382 357,382 0
REVENUE
Other Local Revenue 311,172 322,809 357,382 357,382 0
GROSS REVENUE 311,172 322,809 357,382 357,382 0
NET FUND COST (NFC) (616) 365,261 0 0 0
Allocated Positions (FTE) 2 2 2 2 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 75% 35% 73% 73%
% Change in Total Exp 122% (48%) 0%
% Change in Total Rev 4% 11% 0%
% Change in NFC (59366%) (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 130,963 138,912 158,925 158,925 0
Deferred Comp 1,680 2,040 3,840 3,840 0
FICA/Medicare 9,167 10,608 12,153 12,153 0
Ret Exp-Pre 97 Retirees 557 600 600 600 0
Retirement Expense 50,120 57,360 54,403 54,403 0
Employee Group Insurance 26,074 30,264 22,751 22,751 0
Unemployment Insurance 495 420 479 479 0
Workers Comp Insurance 4,361 4,044 6,436 6,436 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 2014-2015 Budget.
No adjustment from Baseline to Recommended
Budget for FY 2015-16 is required.
Employment and Human Services
Health and Human Services
198 County of Contra Costa FY 2015-2016 Recommended Budget
Zero Tolerance – Domestic Violence 112500
Service: Mandated
Level of Service: Discretionary
Expenditures: $357,382
Financing: 357,382
Net Fund Cost: 0
Funding Sources:
Local 100.0% $357,382
FTE: 2.0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 199
Domestic Violence Victim Assistance - Special Revenue Fund
Domestic Violence
Victim Assistance Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 138,447 133,314 139,000 139,000 0
TOTAL EXPENDITURES 138,447 133,314 139,000 139,000 0
REVENUE
Other Local Revenue 141,322 120,000 139,000 139,000 0
GROSS REVENUE 141,322 120,000 139,000 139,000 0
NET FUND COST (NFC) (2,875) 13,314 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp (4%) 4% 0%
% Change in Total Rev (15%) 16% 0%
% Change in NFC (563%) (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 includes a $19,000
increase in expenditures compared to the FY
2014-15 budget. The increased program costs
are offset by increased marriage license fee
revenue.
No adjustment from Baseline to Recommended
Budget for FY 2015-16 is required.
Domestic Violence –Victim Assistance
112700
Service: Mandated
Level of Service: Mandated
Expenditures: $139,000
Financing: 139,000
Net Fund Cost: 0
Funding Sources:
Local 100.0% $139,000
Employment and Human Services
Health and Human Services
200 County of Contra Costa FY 2015-2016 Recommended Budget
Administrative Services
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 24,166,263 29,322,129 30,562,389 30,562,389 0
Services and Supplies 16,005,526 14,850,146 19,946,120 19,946,120 0
Other Charges 800,481 152,577 408,510 408,510 0
Fixed Assets 481,290 206,790 600,000 600,000 0
Expenditure Transfers (37,011,685) (38,797,452) (46,508,330) (46,508,330) 0
TOTAL EXPENDITURES 4,441,876 5,734,190 5,008,689 5,008,689 0
REVENUE
Other Local Revenue 119,037 135,257 133,000 133,000 0
State Assistance 4,345,063 5,179,599 4,546,850 4,546,850 0
GROSS REVENUE 4,464,100 5,314,856 4,679,850 4,679,850 0
NET COUNTY COST (NCC) (22,225) 419,334 328,839 328,839 0
Allocated Positions (FTE) 174 174 193 193 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 58% 66% 59% 59%
% Change in Total Exp 29% (13%) 0%
% Change in Total Rev 19% (12%) 0%
% Change in NCC (1,987%) (22%) 0%
COMPENSATION INFORMATION
Permanent Salaries 9,945,899 13,537,662 13,400,506 13,400,506 0
Temporary Salaries 851,672 193,729 300,372 300,372 0
Permanent Overtime 199,375 38,314 130,738 130,738 0
Deferred Comp 68,661 152,538 142,344 142,344 0
Comp & SDI Recoveries (20,658) (30,786) (45,005) (45,005) 0
FICA/Medicare 797,221 1,039,884 1,021,117 1,021,117 0
Ret Exp-Pre 97 Retirees 43,761 56,425 63,535 63,535 0
Retirement Expense 3,957,638 5,498,752 4,982,712 4,982,712 0
Employee Group Insurance 1,425,169 2,023,958 1,993,019 1,993,019 0
Retiree Health Insurance 6,722,403 6,687,421 7,256,294 7,256,294 0
Unemployment Insurance 41,283 37,673 38,892 38,892 0
Workers Comp Insurance 366,235 364,559 488,983 488,983 0
Labor Received/Provided (232,396) (278,000) 788,882 788,882 0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 201
Description: The Employment and Human
Services Department Administrative Services
provide support services to all Departmental
programs. Costs include contracts, budgets,
claims, policy and planning, 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 2015-16 Baseline Budget includes
increased salary and benefits, services and
supplies, other charges and fixed assets. These
increases are offset by expenditure transfers to
other Bureaus within EHSD netting an overall
decrease to expenditures of $725,501.
The 2015-16 Administrative Services
Recommended Budget requires $90,495 less in
County General Fund from the previous year
due to the CalWIN county share decrease and
the increased receipt of interfund revenue
transfers.
Administrative Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $5,008,689
Financing: 4,679,850
Net County Cost: 328,839
Funding Sources:
Local 2.7% $133,000
State 90.8% 4,546,850
General Fund 6.5% 328,839
FTE: 193.0
Employment and Human Services
Health and Human Services
202 County of Contra Costa FY 2015-2016 Recommended Budget
CAO Recommendation
The Employment and Human Services
Department (EHSD) continues to rebuild its
infrastructure and resources, carefully adding
capacity to respond to a dramatic increase in
Medi-Cal cases as a result of the Affordable
Care Act. Medi-Cal caseloads, representing
low-income Contra Costa residents who now
have health coverage, increased from 66,358 in
February 2014 to 108,718 in February 2015, a
63.8% increase. The Department also
successfully negotiated a multiyear agreement
with Covered California to continue to operate
one of three Call Centers in the state to handle
Affordable Care Act enrollments and
reenrollments.
EHSD currently does not have State funding
allocations for FY 2015-16. The Department has
included estimated revenue based on the
Governor’s FY 2015-16 Proposed Budget and
historical allocation information. EHSD will
return to the Board of Supervisors in the fall with
a request for adjustments to the appropriations
should they be necessary once the final
allocations are received.
The FY 2015-16 Recommended Budget for
Employment and Human Services is balanced
while cautiously expanding the current level of
service.
Performance Measures
x 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.
o Improvements were made to the
Benefits CalWIN (BCW) workstations in
all reception areas to ensure customers
have access to a computer to apply for
benefits or check on their cases. All
reception areas have “greeters” that
meet customers as they enter the
building and direct them to whatever
service they need including the BCW
computers. The Greeters also provide
assistance to customers if it is needed.
The Department has worked with
community based organizations to
ensure they know about BCW and are
able to assist customers in the
application process. The Departments
Interactive Voice Response (IVR)
system has been updated and
streamlined to allow customers to
access case information at any time.
The Department implemented an
automated appointment reminder
system that sends text messages to
customers that sign up that an
appointment is coming up and
reminders for other critical events.
x 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.
o As part of our “Office of the Future”
initiative, all our lobbies and reception
areas were reviewed by outside
professional architects with an eye
toward helping customers navigate the
reception process, find forms, register
their presence at a check in kiosk,
obtain a number for service and find a
seat. All lobbies also have “Greeters” to
interact with customers and help them
navigate the process. All reception
areas have personal computer
workstations that are available to
customers as well as printers, scanners
and a copy machine. The phone
system in the reception areas was
expanded to allow customers needing to
talk directly to their worker or other staff
member to have a private conversation
by phone. Well marked self-service
racks of paper forms are also available.
x 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
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 203
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%.
o Child & Family team meetings have
been held for 81% of youth identified as
subclass members.
o For the Point in time for youth placed in
group homes Oct 13 to Oct 2014, there
was a 10.6% drop.
o The average length of stay (Sept 13 to
Sep 2014) decreased by 7.2%
placement days, a significant
achievement towards the goal of 10%.
x Under Health Care Reform, continue to
process 90% of all Medi-Cal applications
within 45 days with priority consideration for
specified applications.
o In calendar year 2014, the WFS Bureau
received 83,000 Medi-Cal applications
and successfully processed 78% of
those applications by January 2015.
The number of ongoing Medi-Cal cases
in the WFS Bureau grew from 47,304
cases to 72,603 cases, an increase of
53% of the Medi-Cal caseload.
x 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.
o The Health Care Access Center
continues to take warm hand-off calls
from Covered CA and maintains a
Service Level of over 90% of all
transferred calls answered within 30
seconds or less.
x 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
collaboration with Health Services to move
our mutual customers through a streamlined
application process.
o In 2014, The Workforce Services
Bureau successfully implemented AB
720 in partnership with the Contra Costa
County Office of the Sheriff and Health
Services Department thereby providing
health care coverage for eligible inmates
when they exit our county detention
facilities.
x 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.
o Subsidized Employment Programs have
continued to grow as the county
expands partnerships with local
community based organizations and
employers to increase placement slots
for both CCWORKs and Expanded
CCWORKs programs. Expanded
CCWORKs was implemented to further
enhance services for clients who
have/are limited English proficient,
veterans, challenges with domestic
violence, disabled individuals, pregnant
and parenting youth, criminal or arrest
record/history, and those completing the
Family Stabilization component of the
Welfare-to-Work program during the
2014-15 program year.
x 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%.
Employment and Human Services
Health and Human Services
204 County of Contra Costa FY 2015-2016 Recommended Budget
o There has been a significant increase in
mandated reporter training since the
hiring of a new APS supervisor.
However, as the new supervisor came
on board after the close of FY
2013/2014, the improved performance
for this measure will be seen more
prominently in FY 2014/2015.
x APS will increase supervisory hours by 40%
enabling more case reviews and
identification of training.
o As of September 2014, APS added a
second supervisor. In effect, this
doubled the supervisory staff, and
therefore case review time. Although
the new supervisor came on board after
the year-end close of June 30, portions
of the personnel, interviewing and hiring
efforts took place during FY 2013/2014.
o In addition, APS is recruiting for a new
division manager employment list and
aims to meet this hiring goal by
April/May 2015. Because the current
division manager supervises a multi-
program unit, having a dedicated APS
Division Manager, will, in effect add .5
FTE to the APS management role.
x APS will target a goal of 90% compliance for
all referrals and response times.
o The average compliance for all APS
referrals and response times during FY
2013/2014 was 86%. Continued
improvement is expected in FY
2014/2015, especially with the staff
additions that have taken place.
x 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).
o A&AS worked with CWDA and multiple
other partners and advocacy groups,
including C4a, CSL, the Commission on
Aging and the county’s advisory
committees to achieve this goal.
Unfortunately, the increased funding
was not approved for the FY 2014/2015
state budget.
x The Community Services Bureau (CSB) will
achieve and maintain an expanded, stable
funding base of diverse sources.
o CSB was awarded the County’s Venture
Capital grant in the amount of $300,000
to expand the Child Location and
Utilization system to all CSB centers
county-wide.
o In August 2014, CSB was awarded
the $1.1 million State contract once
administered by the Contra Costa
College District for 93 part-day and 111
full-day child care slots.
o CSB applied for and received
approximately $500,000 in community
grants to promote nutrition education for
CSB families.
o All CSB centers became recipients of
the Race to the Top QRIS program
funded by First Five in the amount of
$37,500. This pursuit of on-going quality
resulted in center-based grants provided
to support areas identified for quality
improvement.
o CSB was awarded $20,000 in AB 109
grant dollars to provide an in-reach
literacy program to inmates in the West
Contra Costa detention facility.
o Reading is Fundamental provided a
grant in the amount of $9,500 to provide
new books for children in CSB’s directly
operated and partner centers.
o CSB was awarded $1.1 million in Early
Head Start partnership funding to
provide services to 72 infant and
toddlers in partnership with the
ChildCare Council and First Baptist
Head Start.
o CSB hired a grant writer in December
2014 charged with seeking out new and
diverse grants for the Bureau.
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 205
x Workforce Development Board (WDB) has
maintained "high performing" designation
with the California Workforce Investment
Board (CWIB) as a result of the leadership
and support of the Board of Supervisors.
The program continues 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 The WDB revamped its business
services team to unify its human capital
and other resources under singular
leadership; this has been further
enhanced by record-level improvements
with the Contra Costa Small Business
Development Center (SBDC), which
helped create 318 jobs last year and
supported the launch of 35 new
businesses.
o The WDB successfully procured new
youth service providers around a
redesigned model focusing more
resources on out-of-school youth, a
development further compelled by the
new Workforce Innovation & Opportunity
Act (WIOA).
o The WDB continued to serve as the lead
partner in the East Bay Biomedical
Manufacturing Network
(www.biomedmfg.org), a regional cluster
development initiative that has received
both state and national attention and
recognition for innovation in economic
and workforce development.
o The WDB is poised to serve as the lead
agency for a “Slingshot” initiative in the
East Bay that will help to bring together
stakeholders from economic
development, education, and workforce
development to support the growth and
prosperity of high-priority regional
industry clusters with an eye toward
creating more sustainable wage jobs for
residents (the state-led Slingshot is
explicitly mentioned in Governor
Brown’s budget summary -
http://www.ebudget.ca.gov/FullBudgetS
ummary.pdf on page 50).
x 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.
o The WDB exceeded both service-level
and performance targets for services to
job seekers and businesses, enabling it
to be well-positioned with the
implementation of the new Workforce
Innovation and Opportunity Act (WIOA),
which was enacted in July 2014.
Administrative and Program Goals
The Employment and Human Services
Department (EHSD) has five broad
Administrative and Program goals for 2015.
Each is described below:
1. Enhance Business Intelligence – EHSD
will seek out, embrace and maximize use of
up-to-date and innovative technology,
permitting both staff and customers to better
utilize technology in conducting our
business. The Department will build and
expand systems that develop and report
data to inform and improve our decision
making processes. EHSD will encourage
staff at all levels to identify technology ideas
that could be beneficial in accomplishing our
goals.
Business Intelligence Goals:
o Ensure that the Program Technology
Advisory Council pursues and
implements its goals: (1) Develop a
vision and plan for EHSD to monitor and
use emerging technologies to improve
our programs and systems; (2) Monitor
and drive progress on the technology
plan; (3) Ensure appropriate allocation
of resources to technology projects.
Employment and Human Services
Health and Human Services
206 County of Contra Costa FY 2015-2016 Recommended Budget
o Partner with Santa Clara County to
adopt and host a Contra Costa County
specific version of their data warehouse.
The Department will work with Santa
Clara to build on the reporting structure
they are using so that EHSD has a
powerful data warehouse that enhances
our ability to turn data into useful
information that improves business
practices, creates process and fiscal
efficiencies and ultimately results in a
better customer experience. This will be
achieved at significantly lower cost than
developing and building a new system.
2. Exemplary Customer Service – EHSD will
cultivate an agency culture that emphasizes
exemplary customer service and improves
the customer experience. More than
100,000 Contra Costa residents interface
with EHSD staff each year and our goal is
for each of them to have a positive
experience with EHSD.
Customer Service Goals:
o Convene a diverse group of EHSD staff
to continue and enhance the successful
work begun in 2014 for improving
customer service. This group will
develop a plan to expand and enhance
our efforts and then work throughout
2015 to implement successful strategies
based on feedback from customers and
study of other counties and businesses.
Their efforts will have the attention and
support of EHSD’s Director and
Executive Team and is a priority for the
department this year.
3. Enhance and Create Multi-Disciplinary
Family Services Models – EHSD, in
collaboration with stakeholders, will plan an
integrated, holistic, wrap-around model of
family services targeted to disadvantaged
and at-risk families. This multi-disciplinary
model will integrate and incorporate both
intra-department services (CalWORKs,
Welfare-to-Work, Workforce Development
Board programs, CalFresh, Head Start,
Children & Family Services, Adult Protective
Services), Service Integration Sites (SIT),
SparkPoints, First 5 Resource Centers,
Family Justice Centers, other county
departments such as Child Support, Health
and Behavioral Health, and community
partners such as the Human Services
Alliance members.
Family Service Goals:
o Evaluate and enhance the existing
Service Integration Team and
SparkPoint Centers in North Richmond
and Bay Point.
o Work with First 5 and other partners to
develop new multi-disciplinary family
service center models in underserved
parts of Contra Costa County
o Develop closer coordination with the
Family Justice Centers
o Establish a culture of “family services”
across all bureaus in EHSD
4. Increase CalFresh Participation Rates
and Improve Business Processes –
CalFresh is one of the most successful
programs in the state for helping lower
income people to meet their nutritional
needs and reduce poverty, as well as
stimulate local economies. In Contra Costa
approximately 42% of people eligible for
CalFresh never enroll in the program to
receive their benefits. We will increase the
number of eligible people who enroll and
improve business processes.
CalFresh Goals:
o Evaluate and improve business
practices at EHSD so that the
enrollment process is as customer
centered and efficient as possible.
o Improve our ability to help people
applying for Medi-Cal enroll in CalFresh
when they are eligible.
o Increase Contra Costa County CalFresh
participation rates from 58% to at least
70% by the end of the year by
partnering with school districts,
nonprofits, faith institutions,
philanthropies and businesses.
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 207
5. Increase partnership with Contra Costa
County Health Services Department
(CCHS)– Since passage of the Affordable
Care Act, more than 40,000 new (plus
66,000 existing) low income Contra Costa
residents now have health care through
Medi-Cal. EHSD will continue to grow our
partnership with CCHS and other health
providers to coordinate access to benefits
and health care for low income county
residents.
Children & Family Services (CFS) has been
in partnership with Behavioral Health
Services, specifically Children’s Mental
Health, for the past two and a half years in
order to implement the Katie A. lawsuit
recommendations. It is a strong partnership
with both parties committed to meeting the
mental health needs of children in foster
care. Over 70% of the children in foster care
have been assessed for Katie A. services.
Health Partnership Goals:
o Continue to work with CCHS to enhance
and expedite Medi-Cal enrollment for
low income residents using the County
hospital.
o Continue to work with the Clinic
Consortium and other partners to
streamline and support Medi-Cal
enrollment for low income residents.
o Ensure that all children in foster care are
assessed for and receive any identified
services.
o Strengthen our approach, response and
care to meet the needs of youth with
serious mental health needs who
experience a number of high level
placements.
o Broaden our collaboration by continuing
to hold joint trainings between CFS and
Children’s Mental Health.
Employment and Human Services
Health and Human Services
208 County of Contra Costa FY 2015-2016 Recommended Budget
Health Services
William Walker, MD, Director Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 209
General Fund Summary
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 121,095,605 136,758,429 137,247,523 137,247,523 0
Services and Supplies 163,763,376 149,536,870 168,518,967 168,518,967 0
Other Charges 34,875,170 34,846,637 35,020,531 35,020,531 0
Fixed Assets 691,866 364,068 389,103 389,103 0
Expenditure Transfers (10,773,496) (9,495,952) (11,673,449) (11,673,449) 0
TOTAL EXPENDITURES 309,652,521 312,010,052 329,502,674 329,502,674 0
REVENUE
Other Local Revenue 95,352,268 97,594,621 118,450,098 118,450,098 0
Federal Assistance 71,470,146 71,357,231 71,756,991 71,756,991 0
State Assistance 57,069,844 57,819,556 53,895,585 53,895,585 0
GROSS REVENUE 223,892,258 226,771,408 244,102,674 244,102,674 0
NET COUNTY COST (NCC) 85,760,263 85,238,644 85,400,000 85,400,000 0
Allocated Positions (FTE) 1,014 1,014 1,001 1,001 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 38% 43% 40% 40%
% Change in Total Exp 1% 6% 0%
% Change in Total Rev 1% 8% 0%
% Change in NCC (1%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 63,349,512 69,172,930 74,313,916 74,313,916 0
Temporary Salaries 5,049,256 4,163,333 4,181,874 4,181,874 0
Permanent Overtime 495,474 958,519 581,035 581,035 0
Deferred Comp 268,616 388,296 399,126 399,126 0
Hrly Physician Salaries 178,641 77,604 81,924 81,924 0
Perm Physicians Salaries 3,015,322 3,939,782 3,030,561 3,030,561 0
Perm Phys Addnl Duty Pay 39,339 66,374 32,906 32,906 0
Comp & SDI Recoveries (207,259) (183,897) (217,027) (217,027) 0
FICA/Medicare 5,076,190 6,002,720 6,406,374 6,406,374 0
Ret Exp-Pre 97 Retirees 307,163 309,015 305,329 305,329 0
Retirement Expense 27,071,010 32,648,722 28,380,994 28,380,994 0
Employee Group Insurance 9,323,539 11,354,844 11,408,081 11,408,081 0
Retiree Health Insurance 4,026,396 4,147,578 4,270,431 4,270,431 0
OPEB Pre-Pay 1,462,410 1,462,510 1,462,510 1,462,510 0
Unemployment Insurance 269,650 293,304 251,937 251,937 0
Workers Comp Insurance 1,665,951 1,956,795 2,357,551 2,357,551 0
Labor Received/Provided (295,607) 0 0 0 0
Health Services
Health and Human Services
210 County of Contra Costa FY 2015-2016 Recommended Budget
Table Description
The table above provides information in
aggregate format summarizing expenditures and
revenues in the General Fund budget units
administered by the Health Services
Department. This table includes the General
Fund subsidy provided to the Contra Costa
Regional Medical Center and Health Centers
and the Contra Costa Health Plan (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 Health Centers,
the Contra Costa Health Plan, and the Contra
Costa Community Health Plan.
Included in the table above are data for the
following budget units:
0301 Detention Facilities Programs
0450 Public Health
0451 Conservatorship/Guardianship
0452 Environmental Health
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 2015-2016 Recommended Budget 211
General Fund & Enterprise Funds Summary
This table reflects the
funding provided by General
Fund, Enterprise Funds I, II,
III, and IV Combined
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURESA
Salaries and Benefits 451,922,796 485,442,942 502,820,021 502,820,021 0
Services and Supplies 737,363,405 700,876,972 908,007,523 908,007,523 0
Other Charges 50,968,733 28,114,881 37,022,855 37,022,855 0
Fixed Assets 691,866 3,731,618 3,562,354 3,562,354 0
Expenditure Transfers (10,773,496) (9,495,952) (11,673,449) (11,673,449) 0
TOTAL EXPENDITURES 1,230,173,305 1,208,670,461 1,439,739,303 1,439,739,303 0
REVENUE
Other Local Revenue 1,015,873,052 994,255,030 1,228,686,727 1,228,686,727 0
Federal Assistance 71,470,146 71,357,231 71,756,991 71,756,991 0
State Assistance 57,069,844 57,819,556 53,895,585 53,895,585 0
GROSS REVENUE 1,144,413,042 1,123,431,817 1,354,339,303 1,354,339,303 0
NET COUNTY COST (NCC)B 85,760,263 85,238,644 85,400,000 85,400,000 0
Allocated Positions (FTE)C 3,095 3,095 3,341 3,341 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 36% 40% 35% 35%
% Change in Total Exp (2%) 19% 0%
% Change in Total Rev (3%) 20% 0%
% Change in NCC 31% 3% 0%
COMPENSATION INFORMATION
Permanent Salaries 196,924,312 210,704,684 228,335,472 228,335,472 0
Temporary Salaries 31,599,111 30,982,833 29,138,097 29,138,097 0
Permanent Overtime 5,389,735 5,868,925 6,522,977 6,522,977 0
Deferred Comp 596,358 691,159 817,382 817,382 0
Hrly Physician Salaries 2,399,872 2,432,474 2,600,256 2,600,256 0
Perm Physicians Salaries 37,469,448 39,690,408 39,652,449 39,652,449 0
Perm Phys Addnl Duty Pay 1,964,438 2,238,520 2,595,840 2,595,840 0
Comp & SDI Recoveries (765,431) (756,268) (789,398) (789,398) 0
Vacation/Sick Leave Accrual 4,232,562 0 0 0 0
FICA/Medicare 19,230,255 20,854,239 22,218,866 22,218,866 0
Ret Exp-Pre 97 Retirees 1,041,988 1,041,965 1,039,191 1,039,191 0
Retirement Expense 92,423,163 107,222,185 100,963,492 100,963,492 0
Excess Retirement 157,666 315,332 315,332 315,332 0
Employee Group Insurance 35,354,158 39,011,793 42,519,943 42,519,943 0
Retiree Health Insurance 12,236,630 12,551,911 12,673,156 12,673,156 0
OPEB Pre-Pay 4,564,567 4,564,667 4,564,667 4,564,667 0
Unemployment Insurance 1,030,106 1,072,941 1,031,845 1,031,845 0
Workers Comp Insurance 6,369,465 6,955,174 8,620,453 8,620,453 0
Labor Received/Provided (295,607) 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
212 County of Contra Costa FY 2015-2016 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 2015-2016 Recommended Budget 213
Detailed Budget Table
2015-16 Baseline to 2015-16 Recommended
2015-16 Baseline Services Level 2015-16 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 $531,312,936 $504,640,448 $26,672,488 A $531,312,936 $504,640,448 A $26,672,488 $0
EF-2 M-Cal Plan 536,489,235 536,489,235 0 536,489,235 536,489,235 0 0
EF-3 Comm Plan 72,043,234 68,306,946 3,736,288 A/B 72,043,234 68,306,946 A/B 3,736,288 0
Major Risk Ins. Program 800,000 800,000 0 800,000 800,000 0 0
Sub-Total 1,140,645,405 1,110,236,629 $30,408,776 $1,140,645,405 $1,110,236,629 $30,408,776 $0 Enterprise Funds
General Fund Units:
Behavioral Health:
Mental Health $177,147,012 165,760,278 11,386,734 177,147,012 165,760,278 11,386,734 0
Alcohol & Other Drugs 14,431,561 14,101,431 330,130 14,431,561 14,101,431 330,130 0
Homeless Programs 4,438,377 2,778,336 1,660,041 4,438,377 2,778,336 1,660,041 0
Public Health 47,093,215 32,693,287 14,399,928 47,093,215 32,693,287 14,399,928 0
Environmental Health 19,988,141 20,148,551 (160,410) 19,988,141 20,148,551 (160,410) 0
Detention 23,028,093 1,115,816 21,912,277 23,028,093 1,115,816 21,912,277 0
Conservatorship 3,163,958 403,859 2,760,099 3,163,958 403,859 2,760,099 0
California Children’s
Services 9,803,541 7,101,116 2,702,425 9,803,541 7,101,116 2,702,425 0
Sub-Total $299,093,898 $244,102,674 $54,991,224 $299,093,898 $244,102,674 $54,991,224 $0 General Fund
Total General & $1,439,739,303 $1,354,339,303 $85,400,000 $1,439,739,303 $1,354,339,303 $84,500,000 $0 Enterprise Funds
Other Special Revenue Fund Units:
Expenditures Revenue Net Fund Cost Expenditures Revenue Net Fund Cost Change
Emergency Medical
Services $1,692,403 $1,692,403 0 $1,692,403 $1,692,403 0 $0
Ambulance Service
Area 5,512,001 5,512,001 0 5,512,001 5,512,001 0 0
Total Special $7,204,404 $7,204,404 0 $7,204,404 7,204,404 0 $0 Funds:
Grand Total $1,446,943,307 $1,361,543,707 $85,400,000 $1,446,943,707 $1,361,543,707 $85,400,000 $0All Funds:
A General Fund subsidy contribution to the Enterprise Funds is provided through General Fund unit 0465.
B CCHP Enterprise Fund III includes $66,748,060 in new revenue and $1,558,886 in fund balance for a total of $68,306,946.
Health Services
Health and Human Services
214 County of Contra Costa FY 2015-2016 Recommended Budget
2014-15 Adopted to 2015-16 Recommended
A General Fund subsidy contribution to the Enterprise Funds is provided through General Fund unit 0465.
B CCHP Enterprise Fund III includes $66,748,060 in new revenue and $1,558,886 in fund balance for a total of $68,306,946.
C Includes budget adjustments of $500,000 for Underground Storage Tank enforcement and $238,644 for City of Richmond Vehicle reserve.
2014-15 Adopted Budget 2015-16 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 14/15
Adopted
to Rec’d
(1)(2)(3)(4)(5)(6)
(Col 6
minus Col
3)
Enterprise Funds:
Hospital & Clinics – EF I $520,377,256 $493,704,768 $26,672,488 A $531,312,936 $504,640,448 A $26,672,488 $0
EF-2 M-Cal Plan 313,629,648 313,629,648 0 536,489,235 536,489,235 0 0
EF-3 Comm Plan 91,828,656 88,092,368 3,736,288 A 72,043,234 68,306,946 A/B 3,736,288 0
Major Risk Ins. Program 1,233,645 1,233,645 0 800,000 800,000 0 0
Sub-Total $927,069,205 $896,660,429 $30,408,776 $1,140,645,405 $1,110,236,629 $30,408,776 $0 Enterprise Funds
General Fund Units:
Behavioral Health:
Mental Health $166,045,043 $154,752,614 $11,292,429 $177,147,012 $165,760,278 $11,386,734 $94,305
Alcohol & Other Drugs 13,116,589 12,838,459 278,130 14,431,561 14,101,431 330,130 52,0000
Homeless Programs 3,752,941 2,355,063 1,397,878 4,438,377 2,778,336 1,660,041 262,163
Public Health 42,451,941 28,104,894 14,347,047 47,093,215 32,693,287 14,399,928 52,881
Environmental Health 20,810,134 20,181,231 628,903 C 19,988,141 20,148,551 (160,410) (789,313)
Detention 22,716,789 1,139,018 21,577,771 23,028,093 1,115,816 21,912,277 334,506
Conservatorship 3,163,958 403,859 2,760,099 3,163,958 403,859 2,760,099 0
California Children’s
Services 9,543,881 6,996,270 2,547,611 9,803,541 7,101,116 2,702,425 154,814
Sub-Total $281,601,276 $226,771,408 $54,829,868 $299,093,898 $244,102,674 $54,991,224 $161,356 General Fund
Total General & $1,208,670,481 $1,123,431,837 $85,238,644 $1,439,739,303 $1,354,339,303 $85,400,000 $161,356 Enterprise Funds
Other Special Revenue Fund Units:
Expenditures Revenue Net Fund
Cost Expenditures Revenue Net Fund Cost Change
Emergency Medical
Services $2,263,129 $2,143,328 $119,801 $1,692,403 $1,692,403 0 ($119,801)
Ambulance Service
Area 9,685,777 6,645,184 3,040,593 9,685,777 6,645,184 3,040,593 0
Total Special $11,948,906 $8,788,512 $3,160,394 $11,378,180 $8,337,587 $3,040,593 ($119,801)
Funds:
Grand Total $1,220,619,387 $1,132,220,349 $88,399,038 $1,451,117,483 $1,362,676,890 $88,440,593 $41,555 All Funds:
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 215
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 County is one of the few counties
in the nation to offer the full spectrum of health-
related services under one organizational
structure. Doing business as Contra Costa
Health Services (CCHS), it represents the
largest department of the Contra Costa County
government, employing more than 4,200
individuals and 3,800 FTE’s (Full-Time
Equivalents). Approximately 6% of the CCHS
budget is from the County General Fund. The
balance is supported by federal and state
funding programs, such as Medicare and Medi-
Cal, as well as program grants and fees.
The mission of Contra Costa Health Services is
to care for and improve the health of all people
in Contra Costa County, with special attention to
those who are most vulnerable to health
problems. For low-income and uninsured
residents of Contra Costa, CCHS is the safety
net, providing medical services not available to
them elsewhere.
CCHS has a long history of working in
partnership with a broad range of stakeholders,
including private hospitals, private physicians,
community clinics, community-based
organizations, schools, advisory boards and the
media. Through the use of technology, including
its extensive website and social media, CCHS is
able to reach County residents with critical
health care information on a daily basis.
CCHS is an integrated system of health care
services, comprised of seven divisions that work
in concert to cover health at every level: the
individual, the family, and the community.
The Contra Costa Regional Medical Center
and Health Centers are the training ground for
our family practice residency program. The
Contra Costa Regional Medical Center
(CCRMC) is a 167-bed general acute care
hospital that provides a full range of services
that includes emergency care, psychiatric care,
newborn labor and delivery, medicine, and
surgery. Eleven ambulatory care health centers
throughout Contra Costa provide
comprehensive, personalized, patient-centered
health care with a full range of specialty
services.
The newest addition to the county-operated
health system is the George and Cynthia Miller
Wellness Center. Opened in May 2014, the
Miller Wellness Center is an example of health
reform taking shape on the local level by
improving access to care and integrating
behavioral and physical health care under one
roof, thereby focusing treatment on the “whole
person”.
The Contra Costa Health Plan (CCHP) was the
first federally qualified, state-licensed, county-
sponsored HMO in the United States, and the
first county-sponsored health plan in California
to offer Medi-Cal Managed Care coverage.
CCHP was also the first county-run HMO to
serve Medicare beneficiaries. It subsequently
expanded its programs to include county
employees, businesses, individuals, and
families.
With the implementation of the Affordable Care
Act (ACA) in January 2014, Medi-Cal coverage
was expanded to cover individuals with incomes
below 138% of the Federal Poverty Level. The
ACA ensures all Medi-Cal health plans offer a
comprehensive package of items and services,
known as essential health benefits. Coverage
includes a core set of services including doctor
visits, hospital care, pregnancy-related services,
SNF, home health and hospice care, as well as
low-to-moderate mental health care, autism
care, and some substance use disorder care.
As one of the State’s Medi-Cal managed care
health plans, CCHP has added more than
34,000 Medi-Cal expansion members since the
implementation of the ACA, and now provides
comprehensive, quality health coverage to more
than 162,000 people in Contra Costa County.
Health Services
Health and Human Services
216 County of Contra Costa FY 2015-2016 Recommended Budget
To meet this additional demand for services,
CCHP has expanded its provider network by
credentialing and contracting with needed
specialty providers in the community. CCHP
also provides 24/7 advice nurse services for
patients, as well as case management and care
coordination for high-risk patients.
Behavioral Health combines what was formerly
the Mental Health, Alcohol and Other Drugs, and
Homeless programs into a single system of care
that supports independence, hope, and healthy
lives by making services more accessible. This
integration is an opportunity to respond to our
culturally diverse residents who have complex
behavioral needs through a systems approach
that emphasizes “any door is the right door”. By
partnering with consumers, families, and
community-based agencies, Behavioral Health
staff is able to provide enhanced coordination
and collaboration when caring for the whole
individual; an approach that recognizes the
increasing challenges in serving complex
populations with multiple disorders. For
budgetary purposes the Mental Health, Alcohol
and Other Drugs, and Homeless programs that
now comprise the Behavioral Health Division
continue to be reported separately.
Contra Costa Public Health promotes and
protects the health and well-being of the
individual, family, and community in Contra
Costa County, with special attention to
communities and populations that are most at
risk for poor health outcomes and those most
affected by environmental inequities. Health is
defined as the state of complete physical,
mental, and social well-being and not merely the
absence of disease or infirmity.
As part of the integrated health system, Public
Health uses a broad spectrum of strategies and
offers an array of programs that focus on public
health issues such as communicable disease;
immunization; nutrition; family, maternal, infant,
and child health, including children’s oral health;
and sexually transmitted disease. Services
include public health nursing and the public
health laboratory, along with wellness,
prevention, and education activities aimed at
negative health conditions such as obesity,
smoking, and lead poisoning. The Public Health
Division is also responsible for the CCHS health
emergency preparedness programs, data
collection, and program evaluation.
The Environmental Health Division is a
regulatory agency that provides oversight for
businesses and property owners to protect and
promote the health of the people of Contra
Costa County. Environmental Health uses up-
to-date standards, state laws, and ordinances to
regulate programs for safe food, safe water for
drinking and recreation, and the sanitary
management of wastes.
The Hazardous Materials Division serves area
residents by monitoring local industry and
responding to emergencies to protect the public
from exposure to hazardous materials.
Hazardous Materials strives to maintain a clean,
healthy, and safe environment by promoting
pollution prevention, increasing process safety
knowledge and environmental awareness,
responding to incidents, and implementing
consistent regulatory compliance and
enforcement programs.
The Emergency Medical Services (EMS)
Division serves the people of Contra Costa by
ensuring that quality emergency medical
services are available for all people in the
county. As the local regulatory agency
responsible for providing medical and
operational oversight to its dispatch, fire,
ambulance and hospital partners, EMS ensures
everyone involved in an emergency response is
properly trained and equipped so that
emergency medical care is provided in a timely,
efficient, coordinated, and professional manner.
Emergency Medical Services uses evidenced
based care, state laws, and local ordinances to
regulate EMS programs for Public Access
Defibrillation and CPR, the practice of pre-
hospital medicine in the field, medical health
disaster response, and quality cardiac arrest,
stroke, high risk heart attack, trauma, and EMS
for Children programs.
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 217
Contra Costa Regional Medical Center & Ambulatory Care Centers
Hospital and Clinics
(Enterprise Fund I)
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 313,250,707 328,220,583 342,842,105 342,842,105 0
Services and Supplies 188,079,290 178,517,938 174,422,713 174,422,713 0
Other Charges 1,848,553 10,271,185 10,874,867 10,874,867 0
Fixed Assets 0 3,367,550 3,173,251 3,173,251 0
TOTAL EXPENDITURES 503,178,550 520,377,256 531,312,936 531,312,936 0
REVENUE
General Fund Subsidy 26,672,488 26,672,488 26,672,488 26,672,488 0
Other Local Revenue 213,141,568 187,901,227 173,284,951 173,284,951 0
Federal Assistance 37,360,154 32,826,295 49,109,618 49,109,618 0
State Assistance 232,253,243 272,977,246 282,245,879 282,245,879 0
GROSS REVENUE 509,427,453 520,377,256 531,312,936 531,312,936 0
NET FUND COST (NFC) (6,248,903) 0 0 0 0
Allocated Positions (FTE) 1,926 1,926 2,184 2,184 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 62% 63% 65% 65%
% Change in Total Exp 3% 2% 0%
% Change in Total Rev 2% 2% 0%
% Change in NFC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 125,277,310 131,016,705 142,127,960 142,127,960 0
Temporary Salaries 24,050,519 25,586,584 23,287,847 23,287,847 0
Permanent Overtime 4,638,015 4,680,102 5,682,250 5,682,250 0
Deferred Comp 282,280 255,202 366,908 366,908 0
Hrly Physician Salaries 2,143,672 2,354,870 2,518,332 2,518,332 0
Perm Physicians Salaries 34,454,125 35,621,866 36,396,892 36,396,892 0
Perm Phys Addnl Duty Pay 1,925,099 2,172,146 2,562,934 2,562,934 0
Comp & SDI Recoveries (554,413) (562,172) (562,172) (562,172) 0
Vacation/Sick Leave Accrual 4,115,282 0 0 0 0
FICA/Medicare 13,335,066 13,934,412 14,749,762 14,749,762 0
Ret Exp-Pre 97 Retirees 699,828 698,570 698,570 698,570 0
Retirement Expense 62,194,113 70,180,763 68,309,150 68,309,150 0
Excess Retirement 157,666 315,332 315,332 315,332 0
Employee Group Insurance 24,558,451 25,520,737 28,795,209 28,795,209 0
Retiree Health Insurance 7,854,426 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 718,667 743,325 737,754 737,754 0
Workers Comp Insurance 4,446,401 4,707,810 5,861,046 5,861,046 0
Health Services
Health and Human Services
218 County of Contra Costa FY 2015-2016 Recommended Budget
Description: Includes the operations of the
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
2015-2016 budget is based on an average daily
inpatient census of 133 patients, and 434,894
annual outpatient visits.
Impact: The recommended budget maintains
the current level of services. The budget (a)
includes ongoing funding for a renewed Medi-
Cal Waiver and (b) excludes cost estimates for
labor agreements currently under negotiation.
1. Contra Costa Regional Medical
Center
Description: A general acute care teaching
facility, the 167 licensed bed Contra Costa
Regional Medical Center (CCRMC) provides a
full range of diagnostic and therapeutic services
including medical/surgical, intensive care,
emergency, prenatal/obstetrical, and psychiatric
services. Ancillary services include pharmacy,
rehabilitation, medical social work, laboratory,
diagnostic imaging, cardiopulmonary therapy
and ambulatory care surgery service. The
licensed basic emergency room provides
medical and psychiatric evaluation and
treatment 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), California expanded Medi-Cal
eligibility to include adults with incomes up to
138 percent of the federal poverty level. This is
known as the optional expansion. For three
years the federal government will pay 100
percent of the costs of health care services
provided to the newly eligible population.
Actively enrolled LIHP/MCE individuals were
automatically transitioned to Medi-Cal.
LIHP/HCCI members became eligible for
coverage through the State's health care
exchange.
California's current Medi-Cal Section 1115
wavier "Bridge to Reform" fully expires in
October 2015. The State Department of Health
Care Services is in the process of seeking a
five-year renewal of the waiver to continue to
support implementation of the ACA. This budget
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 219
assumes continuation of funding equal to the
previous waiver. The amount at risk for the
Waiver renewal consists of the Disproportionate
Share, Safety Net Care Pool, and Delivery
System Reform Innovation Program funding of
$80 million. The composition and deliverables
will change under the new waiver but this budget
anticipates that funding in the aggregate will be
no less than the 2014/15 fiscal year amount.
Additionally, as part of the ACA implementation
the State implemented a Realignment take back
of sales tax revenue previously earmarked for
indigent care health services. The Realignment
take back amount is linked to the amount of
Waiver dollars received. This budget assumes a
take back amount of $18 million. In the event
the State is not successful in obtaining the
Wavier renewal mid-year program adjustments
may be needed.
Hospital and Emergency Care Services
Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $262,233,517
Financing: 255,057,977
Net County Cost: 7,175,540
Funding Sources:
Misc Revenue 31.4% $82,324,783
Federal 8.9% 23,365,378
State 57.0% 149,367,816
General Fund 2.7% 7,175,540
FTE:1,182.8
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.
A new integrated health center is being
constructed to replace the existing Antioch
Health Center facilities on Lone Tree Way. The
replacement Antioch Health Center, currently
under construction at 2163 Country Hills Drive in
Antioch, will house East County Children’s
Mental Health and Antioch Ambulatory Care in
the 23,000+ square foot location. The facility is
estimated to be completed on December 2015.
Ambulatory Care Centers Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $119,558,880
Financing: 115,609,733
Net County Cost: 3,949,147
Funding Sources:
Misc Revenue 14.2% $16,953,531
Federal 12.3% 14,704,262
State 70.2% 83,951,940
General Fund 3.3% 3,949,147
FTE:623.5
3. Physician Services
Description: The interdisciplinary medical staff
at Contra Costa Regional Medical Center and
Health Centers includes 134 family practice
physicians, as well as family nurse practitioners,
dentists, psychiatrists, psychologists and 311
specialty physicians.
The 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.
CCRMC has 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 goal is to develop a 24-7
in-house attending service to supervise the care
of this patient population.
Health Services
Health and Human Services
220 County of Contra Costa FY 2015-2016 Recommended Budget
Physician Services Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $100,976,178
Financing: 97,640,837
Net County Cost: 3,335,341
Funding Sources
Misc Revenue 43.0% $43,418,706
Federal 10.9% 11,039,978
State 42.8% 43,182,153
General Fund 3.3% 3,335,341
FTE: 253.3
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: $1,439,414
Financing: 1,439,414
Net County Cost: 0
Funding Sources:
Misc Revenue 100.0% $1,439,414
FTE:4.0
5. Support Services
a.Administrative Services
Description: This section includes costs of the
Office of the Director, Health Services
Personnel, Payroll, General Accounting,
Information Technology, Purchasing, and
Contracts and Grants.
Administrative Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $12,212,460
Financing: 0
Net County Cost: 12,212,460
Funding Sources:
General Fund 100.0% $12,212,460
FTE: 120.0
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: $20,844,369
Financing: 20,844,369
Net County Cost: 0
Funding Sources:
Misc.Revenue 100.0% $20,844,369
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 221
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 expansion of the
emergency room, installing a new generator at
2530 Arnold Drive, remodeling the Pharmacy
and Laboratory, security upgrades at CCRMC,
installation of card access at CCRMC, and
repair of the Laboratory roof. The Emergency
Department redesign and expansion also
includes expansion into the Diagnostic Imaging
and Cardiology Department space on the 3rd
floor of the medical center.
Note: Assets are capitalized and depreciation is
adjusted at year-end.
Hospital Capital Project Cost
Service: Discretionary
Level of Service: Discretionary
Expenditures: $14,048,118
Financing: 14,048,118
Net County Cost: 0
Funding Sources:
Misc Revenue 59.1% $8,304,148
State 40.9% 5,743,970
Health Services
Health and Human Services
222 County of Contra Costa FY 2015-2016 Recommended Budget
Contra Costa Health Plan
CCHP Medi-Cal
(Enterprise Fund II)A 2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 17,576,484 20,463,930 22,730,393 22,730,393 0
Services and Supplies 283,032,684 280,816,551 492,634,578 492,634,578 0
Other Charges 44,176,101 12,349,167 21,124,264 21,124,264 0
TOTAL EXPENDITURES 344,785,269 313,629,648 536,489,235 536,489,235 0
REVENUE
Other Local Revenue 350,655,073 313,629,648 536,489,235 536,489,235 0
GROSS REVENUE 350,655,073 313,629,648 536,489,235 536,489,235 0
NET FUND COST (NFC)B (5,869,804) 0 0 0 0
Allocated Positions (FTE)C 155 155 156 156 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 5% 7% 4% 4%
% Change in Total Exp (9%) 71% 0%
% Change in Total Rev (11%) 71% 0%
% Change in NFC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 8,297,490 10,515,049 11,893,596 11,893,596 0
Temporary Salaries 2,499,336 1,232,916 1,668,376 1,668,376 0
Permanent Overtime 256,246 230,304 259,692 259,692 0
Deferred Comp 45,462 47,661 51,348 51,348 0
Hrly Physician Salaries 77,558 0 0 0 0
Perm Physicians Salaries 0 128,760 224,996 224,996 0
Comp & SDI Recoveries (3,759) (10,199) (10,199) (10,199) 0
Vacation/Sick Leave Accrual 117,280 0 0 0 0
FICA/Medicare 818,998 917,107 1,062,730 1,062,730 0
Ret Exp-Pre 97 Retirees 34,997 34,380 35,292 35,292 0
Retirement Expense 3,158,040 4,392,700 4,273,348 4,273,348 0
Employee Group Insurance 1,472,168 2,136,212 2,316,653 2,316,653 0
Retiree Health Insurance 355,807 364,200 362,592 362,592 0
OPEB Pre-Pay 147,959 147,959 147,959 147,959 0
Unemployment Insurance 41,789 36,312 42,154 42,154 0
Workers Comp Insurance 257,112 290,569 401,856 401,856 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
County of Contra Costa FY 2015-2016 Recommended Budget 223
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 in calendar year 2014 for
individual members in Covered California.
Enterprise Fund IV accounts for premiums and
expenditures related to the Access for Infants
and Mothers (AIM) program and the Major Risk
Medical Insurance Program (MRMIP). CCHP
expects participation in the AIM program to end
in early FY 2015/16 and participation in the
MRMIP program ended on 12/31/2014.
Medi-Cal: Includes Aid to Families with
Dependent Children members, Low Income
Child Program, Medi-Cal Expansion (MCE) that
transferred into Medi-Cal on January 1, 2014
from the Low Income Health Program, Seniors
and Persons with Disabilities and Other Medi-
Cal (non-crossover) members. These members
are served by three contracting networks of
providers: 1) Contra Costa Regional Medical
Center (CCRMC) and Health Centers, 2)
CCHP’s Community Provider Network (CPN),
and 3) Kaiser.
Workload Indicator: The recommended FY
2015/2016 budget is based on an average
monthly enrollment of 151,000 Medi-Cal
enrollees. Due to the impact of the Affordable
Care Act (ACA), mainly the MCE Program, our
FY 2015/2016 Medi-Cal enrollment budget
increased 47% over our FY 2014/2015
enrollment budget.
Impact: The recommended budget maintains
the current level of services, but for a much
larger population.
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 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
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 2015/2016. CCHP is required to enroll 75%
of expansion members into the County Network.
In early 2014, the State of California offered
Medi-Cal benefits to a new population. Medi-Cal
is offered to residents who are recipients in the
Food Stamp (Cal Fresh) program.
There were several major benefits added to
Medi-Cal Managed Care Plans in 2014.
Behavioral health treatment is now provided to
members with mild to moderate impairment of
behavioral, cognitive, and emotional functioning
resulting from a mental condition. Treatment
includes:
• Individual and group mental health testing and
treatment (psychotherapy);
• Psychological testing to evaluate a mental
health condition;
• Outpatient services that include lab work,
drugs, and supplies;
• Outpatient services to monitor drug therapy;
• Psychiatric consultation;
• Alcohol misuse screening and counseling for
persons 18 and up.
CCHP now covers behavioral health treatment
for Autism Spectrum Disorder (ASD) for Medi-
Health Services
Health and Human Services
224 County of Contra Costa FY 2015-2016 Recommended Budget
Cal members under the age of 21. This
treatment includes applied behavior analysis
and other evidence-based services that have
been reviewed and have been shown to work.
These services should develop or restore, as
much as possible, the daily functioning of a
member with ASD.
Another benefit for Palliative Care is expected to
be added in FY 2015/2016.
The average monthly enrollment for FY
2015/2016 for AFDC/CalWORKS and Other
Medi-Cal will be approximately 130,000.
Medi-Cal Members Summary
(Excluding SPD)
Service: Mandatory per DHCS and DMHC
Standards
Level of Service: Mandatory
Expenditures: $382,565,862
Financing: 382,565,862
Net Fund Cost: 0
Funding Sources:
Local (Premiums) 100.0% $382,565,862
FTE:156.0
2. Seniors and Persons with Disabilities
(SPD’s)
Description:Medi-Cal SPD categories include
Old Age Security (OAS; persons aged 65 and
older), Aid to the Totally Disabled, and Aid to the
Blind. The member receives a CCHP
identification card and CCHP provides or
arranges for all his or her covered health needs.
The average monthly enrollment for the SPD
members for FY 2015/2016 will be
approximately 22,000.
Medi-Cal SPD Members Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $150,926,258
Financing: 150,926,258
Net Fund Cost: 0
Funding Sources:
Local (Premiums) 100.0% $150,926,258
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: $2,997,115
Financing:2,997,115
Net Fund Cost: 0
Funding Sources:
Local (Premiums) 100.0% $2,997,115
Health Services
Health and Human Services
County of Contra Costa FY 2014-2015 Recommended Budget 225
Contra Costa Community Health Plan (Enterprise Fund III)
CCHP Community Plan
(Enterprise Fund III)
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 101,745,069 90,771,968 71,631,265 71,631,265 0
Other Charges 477,685 1,056,668 411,969 411,969 0
TOTAL EXPENDITURES 102,222,754 91,828,636 72,043,234 72,043,234 0
REVENUE
Other Local Revenue 103,347,873 91,828,636 70,484,348 70,484,348 0
GROSS REVENUE 103,347,873 91,828,636 70,484,348 70,484,348 0
NET FUND COST (NFC)A (1,125,119) 0 1,558,886 1,558,886 0
FINANCIAL INDICATORS
% Change in Total Exp (10%) (22%) 0%
% Change in Total Rev (11%) (23%) 0%
% Change in NFC (100%) 0% 0%
A Amount necessary to meet Title 28 Tangible Net Equity requirements.
Description: The Contra Costa Community
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 in calendar year 2014 for
individual members of the Covered California
ACA Exchange. This budget unit also reflects
the costs for the Basic Health Care program
which consists mainly of undocumented children
who reside in the County and receive care from
the Contra Costa Health Services.
Workload Indicator: The recommended FY
2015/2016 budget is based on an average
monthly enrollment of 12,000 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 Employee Plans serve full time, part
time and temporary employees and retirees of
Contra Costa County, and some plans cover
their eligible dependents in the Contra Costa
Health Plan.
In addition, coverage is available to In-Home
Supportive Services (IHSS) providers in Contra
Costa County. IHSS providers who join CCHP
receive coordinated comprehensive health care
services ranging from physical check-ups to
treatment of major health problems. Monthly
premium costs are shared by the County and
the IHSS providers.
2. 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
Health Services
Health and Human Services
226 County of Contra Costa FY 2015-2016 Recommended Budget
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.
3. Basic Health Care (BHC) This program
is designed to provide needed medical care to
the formerly state-sponsored medically indigent
children and other at-risk adult 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
the Contra Costa Regional Medical Center
(CCRMC) and Health Centers.
4. Covered California Exchange Plans
CCHP’s participation in Covered California
Exchange ended on 12/31/14.
Commercial Members Summary
(Excludes IHSS)
Service: Discretionary
Level of Service: Mandatory
Expenditures: $61,759,186
Financing: 61,759,186
Net Fund Cost: 0
Funding Sources:
Local (Premiums) 100.0% $61,759,186
In-Home Supportive Services
Service: Discretionary
Level of Service: Mandatory
Expenditures: $10,284,048
Financing: 6,547,760
Net Fund Cost: 3,736,288
Funding Sources:
Local (Premiums) 78.1% $6,547,760
General Fund 21.9% 3,736,288
(Subsidy)
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 227
Major Risk Medical Insurance Program (Enterprise Fund IV)
AIM/MRMIP
Enteprise Fund IV
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 742,986 1,233,645 800,000 800,000 0
TOTAL EXPENDITURES 742,986 1,233,645 800,000 800,000 0
REVENUE
Other Local Revenue 1,002,274 1,233,645 800,000 800,000 0
GROSS REVENUE 1,002,274 1,233,645 800,000 800,000 0
NET FUND COST (NFC) (259,288) 0 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 66% (35%) 0%
% Change in Total Rev 23% (35%) 0%
% Change in NFC (100%) 0% 0%
Description: This product served Contra Costa
residents who qualified for the Access for Infants
and Mothers (AIM) program and the Major Risk
Medical Insurance Program (MRMIP). Contra
Costa Health Plan was a contracted health plan
carrier for these programs, which were
administered by the State’s Managed Risk
Medical Insurance Board (MRMIB). Both
programs were impacted by the Affordable Care
Act.
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. CCHP stopped
accepting pregnant mothers into the program at
the end of 2014, but will continue to provide care
for the remaining 11 pregnant mothers until the
birth of their babies. CCHP’s participation in the
AIM program is expected to end in early FY
2015/16.
CCHP’s participation in the Major Risk Medical
Insurance Program (MRMIP) was terminated on
12/31/2014. This program had provided health
insurance to Californians unable to obtain
coverage in the individual market due to pre-
existing conditions.
Impact: The recommended budget maintains
the current level of services for the AIM program
through its termination.
Major Risk Medical Insurance Program
Service: Discretionary
Level of Service: Mandatory
Expenditures: $800,000
Financing: 800,000
Net County Cost: 0
Funding Sources:
Local (Premiums) 100.0% $800,000
Health Services
Health and Human Services
228 County of Contra Costa FY 2015-2016 Recommended Budget
Behavioral Health Division - Mental Health
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 47,359,690 56,639,588 52,414,453 52,414,453 0
Services and Supplies 120,107,958 106,389,950 122,913,125 122,913,125 0
Other Charges 4,463,344 4,436,061 4,608,955 4,608,955 0
Fixed Assets 393,057 0 0 0 0
Expenditure Transfers (2,852,847) (1,420,556) (2,789,521) (2,789,521) 0
TOTAL EXPENDITURES 169,471,202 166,045,043 177,147,012 177,147,012 0
REVENUE
Other Local Revenue 65,489,829 65,433,897 80,382,113 80,382,113 0
Federal Assistance 57,451,162 56,298,115 56,367,957 56,367,957 0
State Assistance 33,828,933 33,020,602 29,010,208 29,010,208 0
GROSS REVENUE 156,769,925 154,752,614 165,760,278 165,760,278 0
NET COUNTY COST (NCC) 12,701,278 11,292,429 11,386,734 11,386,734 0
Allocated Positions (FTE) 443 443 413 413 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 27% 34% 29% 29%
% Change in Total Exp (2%) 7% 0%
% Change in Total Rev (1%) 7% 0%
% Change in NCC (11%) 1% 0%
COMPENSATION INFORMATION
Permanent Salaries 24,352,249 28,476,490 28,299,565 28,299,565 0
Temporary Salaries 1,834,738 1,105,404 1,347,012 1,347,012 0
Permanent Overtime 131,735 119,832 85,984 85,984 0
Deferred Comp 108,974 235,732 188,451 188,451 0
Hrly Physician Salaries 171,845 77,604 81,924 81,924 0
Perm Physicians Salaries 2,225,862 3,112,852 2,050,909 2,050,909 0
Perm Phys Addnl Duty Pay 12,304 37,022 2,906 2,906 0
Comp & SDI Recoveries (103,353) (114,769) (114,769) (114,769) 0
FICA/Medicare 2,072,575 2,528,134 2,684,097 2,684,097 0
Ret Exp-Pre 97 Retirees 115,703 128,449 123,850 123,850 0
Retirement Expense 10,431,402 13,447,561 10,214,270 10,214,270 0
Employee Group Insurance 3,776,269 4,776,829 4,549,366 4,549,366 0
Retiree Health Insurance 1,343,402 1,382,857 1,478,226 1,478,226 0
OPEB Pre-Pay 410,737 410,737 410,737 410,737 0
Unemployment Insurance 107,308 141,656 96,831 96,831 0
Workers Comp Insurance 663,547 773,198 915,094 915,094 0
Labor Received/Provided (295,607) 0 0 0 0
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 229
Description:To serve serious and persistent
mentally disabled adults and seriously
emotionally disabled children and youth.
Workload Indicator: The recommended FY
2015-2016 budget is based on 439,104 visits
and an inpatient psychiatric average daily
census of 19.0 patients.
Impact: The recommended budget maintains
the current level of services.
1. Child and Adolescent Services
Description: Child and Adolescent Services
provides services to children under age 18, and
up to age 21 for emotionally disturbed
individuals.
a. Local Institutional/Hospital Care: Acute
psychiatric inpatient treatment for children and
adolescents is provided in private hospitals 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: Mental Health works in
collaboration with Probation and Social Service
to support these placements and their mental
health component. 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 at various
children’s hospital units in Northern California
and the 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
outside Contra Costa County.
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, Family
Partnership, 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 the child’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.
g. Therapeutic Behavior Services (TBS):
TBS provides one-on-one behaviorally focused
shadowing of children and youth, on a short-
term basis, to prevent high level residential care
or hospitalization, and ameliorate targeted
behaviors preventing success.
h. 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.
i. Mental Health Services for Children 0-5
Years of Age: Three contract agencies provide
a wide array of outpatient, and in-home services
to SED children, children in foster care, or
Health Services
Health and Human Services
230 County of Contra Costa FY 2015-2016 Recommended Budget
children at risk of significant developmental
delays and out-of-home placement.
j. 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 approximately
166,000 public school students. Over 33,000 of
these students, or approximately 20%, are
enrolled in Special Education. 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
Funds. 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
Non-Medi-Cal services will remain with the local
school districts and SELPA’s.
As part of the State 2004-05 Budget, all 2003-04
and prior SB-90 claims were deferred with the
requirement to pay them over no more than five
years beginning in 2006-07. In the State 2005-
06 Budget, Government Code Section 17617
was amended to pay these claims over 15 years
from 2006-07 through 2020-21. Subsequent
budgets have suspended payments. 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.
k. 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 Olivera was
developed for high-end youth. Best practice
models including wraparound are being
employed to avert residential placement.
l. Olivera: 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.
m. Oak Grove Treatment Center: The County
facility at 1034 Oak Grove Road in Concord, is
in program development and currently houses
the First Hope program for the early intervention
for psychosis with emphasis on multi-family
treatment consistent with the Psychosis
Intervention Early Recovery (PIER) model.
n. Katie A. Programming: Children’s Mental
Health, in partnership with Child and Family
Services, is in the second 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.
o. 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
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 231
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. Additionally, these teams are part of a
Bay Area Collaborative to further trauma
focused care regionally.
Child & Adolescent Services Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $46,841,581
Financing: 46,508,151
Net County Cost: 333,430
Funding Sources:
Local 47.4% $22,224,117
Federal 51.8% 24,284,034
State 0.0% 0
General Fund 0.8% 333,430
FTE: 82.4
2. Adult Services
Description: Provides services to consumers
over 18 years old.
a. Crisis/Transitional/Supervised
Residential Care: Short-term, crisis residential
treatment for clients who can be managed in an
unlocked, therapeutic, group living setting and
who need 24-hour supervision and structural
treatment for up to 30 days to recover from an
acute psychotic episode. This service can be
used as a short-term hospital diversion program
to reduce the length of hospital stays. This
service also includes 24-hour supervised
residential care and semi-supervised
independent living services to increase each
client's ability to learn independent living skills
and to transition ("graduate") from more
restrictive levels of residential supervision to less
restrictive (i.e., more independent) living
arrangements, including board and care
facilities.
b. Outpatient Clinic Treatment and
Outreach Services: Provides scheduled
outpatient clinic services, including psychiatric
diagnostic assessment, medication, short-term
individual and group therapy, rehabilitation, and
collateral support services for seriously and
persistently mentally ill (SPMI) clients 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. 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.
e. Vocational Services: The Mental Health
Division contracts with the California Department
of Rehabilitation under a cooperative agreement
with the State Department of Health Care
Services to provide comprehensive vocational
preparation and job placement assistance.
Services include job search preparation, job
referral, job coaching, benefits management,
and employer relations. This is one of the only
mental health collaborations providing services
to individuals with co-occurring disorders in the
State.
f. Consumer-Run Community Centers:
Centers in Pittsburg, Concord and San Pablo
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
Health Services
Health and Human Services
232 County of Contra Costa FY 2015-2016 Recommended Budget
management, money management, and training
and education in the Recovery Vision.
g. Substance Abuse and Mental Health for
CalWORKs (SAMHWORKs):Mental health
and substance use disorders specialty services
provided for CalWORKs participants referred by
the Employment and Human Services
Department to reduce barriers to employment.
Services include outpatient mental health,
substance use disorders, and supportive
services for participants and their immediate
family members.
h. AB109: Under AB109, County Adult Mental
Health receives referrals from Probation.
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: $45,641,868
Financing: 41,212,166
Net County Cost: 4,429,702
Funding Sources:
Local 11.0% $7,274,046
Federal 32.4% 14,778,802
State 46.9% 19,159,317
General Fund 9.7% 4,429,702
FTE: 121.9
3. Support Services
Description: Functions include personnel
administration, staff development training,
procuring services and supplies, physical plant
operations, contract negotiations and
administration, program planning, development
of policies and procedures, preparation of grant
applications and requests for proposals,
monitoring service delivery and client
complaints, utilization review and utilization
management, quality assurance and quality
management, quality improvement, computer
system management, and interagency
coordination.
Support Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $11,526,372
Financing: 11,526,372
Net County Cost: 0
Funding Sources:
Local 9.0% $1,033,332
Federal 11.0% 1,265,048
State 80.0% 9,227,992
FTE: 54.5
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.
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 233
Local Hospital Inpatient
Psychiatric Services Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $10,080,577
Financing: 7,711,009
Net County Cost: 2,369,568
Funding Sources:
Local 9.6% $972,213
Federal 66.0% 6,652,853
State 0.9% 85,943
General Fund 23.5% 2,369,568
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: $11,432,014
Financing: 7,177,981
Net County Cost: 4,254,033
Funding Source:
Local 15.3% $1,744,826
Federal 45.0% 5,142,281
State 2.5% 290,874
General Fund 37.2% 4,254,033
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.
Medi-Cal Managed Care Services Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $8,509,854
Financing: 8,509,854
Net County Cost: 0
Funding Sources:
Local 47.2% $4,018,833
Federal 49.9% 4,244,939
State 2.9% 246,082
FTE: 11.0
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.
Health Services
Health and Human Services
234 County of Contra Costa FY 2015-2016 Recommended Budget
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. Contra
Costa’s first integrated Three Year Program and
Expenditure Plan was submitted and approved.
One new stakeholder supported program has
been initiated in FY 14-15 and several are
planned for initiation in FY 15-16. These
include:
x Initiated in FY 14-15: In 2015, the George
and Cynthia Miller Wellness Center will add
mental health staff that will allow for children
and adults to obtain urgent same day clinical
and recovery based services.
x New: The Board of Supervisors have
resolved to implement Laura’s Law, or
AB1421, in Contra Costa County. As a
result, MHSA will fund the treatment portion
of implementing AB 1421. This includes
providing a mobile, multidisciplinary team to
serve the most seriously disabled adults
who have demonstrated resistance to
mental health treatment.
x New: An Innovation Project to provide
Community Support Workers to assist
mentally ill homebound older adults link to
supportive community services, increase
facility in activities of daily living, and to
reduce the incidence of costly psychiatric
emergency responses.
x New: An Innovation Project to fund staff to
facilitate a coordinated countywide
transportation response to enable
consumers and their families a better access
to mental health services.
x Hope House: The County is contracting with
Telecare to operate Hope House, a recently
constructed MHSA financed 16 bed
residential facility. This is a voluntary, highly
structured treatment program that is
intended to support seriously mentally ill
adults during a period of crisis and to avoid
inpatient psychiatric hospitalization. It will
also serve consumers being discharged
from the hospital and long term locked
facilities who would benefit from a step-
down from institutional care in order to
successfully transition back into community
living. Services are designed to be up to a
month in duration, are recovery focused with
a peer provider component, and will be able
to treat co-occurring disorders, such as drug
and alcohol abuse.
The projected FY 2015/2016 MHSA
expenditures are described below. For the
upcoming year, projected expenditures will
exceed the anticipated annual revenue.
Expenditures in excess of the annual revenue
will be funded from the Trust Fund carryover
surplus. MHSA programs will be evaluated over
the next 12 months and an adjusted expenditure
plan will be developed to align annual
expenditures and revenues.
Program Type $ in Millions
Community Support System 31.3
Prevention and Early Intervention 6.9
Work Force Education & Training 0.8
Capital Facilities 2.9
Innovation 1.2
Total MHSA Allocation $43.1
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 235
Mental Health Services Act
Service: Mandatory
Level of Service: Discretionary
Expenditures: $43,114,746
Financing: 43,114,746
Net County Cost: 0
Funding Sources:
Local 100.0% $43,114,746
(Transfers from the MHSA Fund)
FTE: 142.9
Health Services
Health and Human Services
236 County of Contra Costa FY 2015-2016 Recommended Budget
Behavioral Health – Alcohol and Other Drugs
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 2,741,264 3,556,391 3,527,767 3,527,767 0
Services and Supplies 11,578,326 10,490,108 12,172,757 12,172,757 0
Other Charges 471 0 0 0 0
Expenditure Transfers (963,766) (929,910) (1,268,963) (1,268,963) 0
TOTAL EXPENDITURES 13,356,295 13,116,589 14,431,561 14,431,561 0
REVENUE
Other Local Revenue 5,506,756 4,028,135 5,234,358 5,234,358 0
Federal Assistance 1,355,270 1,716,888 1,909,536 1,909,536 0
State Assistance 6,127,248 7,093,436 6,957,537 6,957,537 0
GROSS REVENUE 12,989,275 12,838,459 14,101,431 14,101,431 0
NET COUNTY COST (NCC) 367,020 278,130 330,130 330,130 0
Allocated Positions (FTE) 30 30 31 31 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 19% 25% 22% 22%
% Change in Total Exp (2%) 10% 0%
% Change in Total Rev (1%) 10% 0%
% Change in NCC (24%) 19% 0%
COMPENSATION INFORMATION
Permanent Salaries 1,316,441 1,877,975 1,836,390 1,836,390 0
Temporary Salaries 175,487 31,308 107,563 107,563 0
Permanent Overtime 15,256 23,820 46,271 46,271 0
Deferred Comp 8,940 16,440 11,820 11,820 0
Comp & SDI Recoveries (4,891) 0 0 0 0
FICA/Medicare 112,329 146,494 149,913 149,913 0
Ret Exp-Pre 97 Retirees 5,581 5,622 5,622 5,622 0
Retirement Expense 504,555 728,352 635,019 635,019 0
Employee Group Insurance 190,269 289,740 294,384 294,384 0
Retiree Health Insurance 274,554 282,261 281,543 281,543 0
OPEB Pre-Pay 102,277 102,277 102,277 102,277 0
Unemployment Insurance 5,649 5,761 8,176 8,176 0
Workers Comp Insurance 34,816 46,341 48,789 48,789 0
Description: To reduce the incidence and
prevalence of substance use disorders through
prevention, intervention, treatment and recovery
services.
Workload Indicator: The recommended FY
2015-2016 budget is based on an average
caseload of 3,581 clients served in treatment
and 11,356 prevention participants.
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 237
Impact: The recommended budget maintains
the current level of services.
The AOD Administration operates a planned,
comprehensive System of Care approach for
providing substance use disorders (SUD)
prevention, diversion, outpatient and residential
treatment, detoxification, and narcotic
replacement therapy. A vital function of the
system of care is to offer individuals and families
treatment options in different settings, and
various levels of treatment intensity
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,
programs engage youth and community
residents to reduce AOD availability and
accessibility, and change the local conditions
and social norms that contribute to AOD use,
including unused and non-prescribed
medications. Prevention services do not require
treatment of substance use disorders.
Prevention Services has implemented Evidence
Based Practices (EBP) for service delivery. In
order to support and ensure model integrity,
AOD Administration is able to access free
technical assistance through the State
Department of Health Care Services (DHCS)
Substance Use Disorders Prevention branch.
Ongoing training and monitoring ensures that
programs adhere to fidelity.
In 2013, AOD prevention services engaged
community residents throughout Contra Costa in
a Stakeholder Community Needs Assessment
which culminated with the update of the
County’s Five-Year AOD Prevention Strategic
Plan, which formulates goals and objectives
under which all programs operate.
Prevention Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,553,587
Financing: 1,553,587
Net County Cost: 0
Funding Sources:
Federal 100.0% $1,553,587
FTE: 5.0
2. Non-Residential Program
Description: Provides outpatient substance
abuse recovery services for adults,
youth/adolescents and family members with
substance use disorders. Services include
individual, family and group counseling and
educational and recovery support groups.
Programs operate on a six-month treatment
model and implement evidence based practices
including: Matrix, Cognitive Behavioral Therapy,
and Trauma Based curriculum.
Non-Residential Program Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $856,238
Financing: 856,238
Net County Cost: 0
Funding Sources:
Federal 15.6% $133,128
State 75.8% 469,418
Local 8.6% 73,962
Health Services
Health and Human Services
238 County of Contra Costa FY 2015-2016 Recommended Budget
3. Residential Services Program
Description: Offers treatment for youth, men,
women, women with their children (perinatal),
and detoxification for adults. Services include
assessment, individual, group, & family
counseling, treatment plan and discharge and
linkages to 12-step support groups. Treatment is
designed to promote recovery, healthy
relationships and positive participation in
society.
Residential treatment is based on a 90-day
treatment episode with 30 days extensions
based on acuity and individual need.
Programming adheres to evidence based
practices such as Matrix, Cognitive Behavioral
Therapy, and Trauma Focused curriculum.
Residential Services Program Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $3,968,417
Financing: 3,818,287
Net County Cost: 150,130
Funding Sources:
Federal 60.0% $2,382,002
State 36.0% 1,436,285
General Fund 4.0% 150,130
FTE: 17.0
4. Narcotic Treatment Program
Description: Outpatient methadone
maintenance provided under a contract for
opiate dependent adults, including pregnant
women and persons at risk of HIV infection
through injection drug use.
Narcotic Treatment Program Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $3,552,816
Financing: 3,552,816
Net County Cost: 0
Funding Sources:
Federal 50.0% $1,776,408
State 50.0% 1,776,408
5. Special Programs
Description: The department administers
several time-limited federal and state special
initiatives and demonstration projects including
AB 109; State Incentive Grant (SIG); HIV
Testing and Education, Adolescent Treatment;
CalWorks (SAMHWorks); Adult Drug Court &
County Diversion programs (DUI and PC1000).
HIV rapid test and education services via
Interagency Agreement with Public Health
promote healthy behaviors by encouraging
clients across age and orientation to know their
HIV status. Confidential and quick HIV and
hepatitis C testing & education in all of our
substance abuse treatment programs including
the Orin Allen Youth Rehabilitation Facility is
provided by the HIV Team on a regular basis.
Services include follow up testing, linkages to
care and treatment, and the collection of data
which is reported to the State on an annual
basis.
Special Programs
Service: Discretionary
Level of Service: Discretionary
Expenditures: $3,232,553
Financing: 3,232,553
Net County Cost: 0
Funding Sources:
,
State 37.0% 1,191,305
Local 63.0% 2,041,248
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 239
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, such as
budgeting, program/grant planning development
and evaluation, contract development and
processing. This category also includes data
management and information systems.
Support Services
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,267,950
Financing: 1,087,950
Net County Cost: 180,000
Funding Sources:
State 76.0% 958,404
Local 10.0% 129,546
General Fund 14.0% 180,000
FTE:9.0
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240 County of Contra Costa FY 2015-2016 Recommended Budget
Behavioral Health – Homeless Programs
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 844,154 1,031,027 1,232,925 1,232,925 0
Services and Supplies 5,700,567 5,128,734 5,599,891 5,599,891 0
Other Charges 377 0 0 0 0
Expenditure Transfers (2,052,638) (2,406,820) (2,394,439) (2,394,439) 0
TOTAL EXPENDITURES 4,492,460 3,752,941 4,438,377 4,438,377 0
REVENUE
Other Local Revenue 307,744 150,166 613,413 613,413 0
Federal Assistance 1,999,700 2,069,897 2,034,923 2,034,923 0
State Assistance 375,000 135,000 130,000 130,000 0
GROSS REVENUE 2,682,444 2,355,063 2,778,336 2,778,336 0
NET COUNTY COST (NCC) 1,810,016 1,397,878 1,660,041 1,660,041 0
Allocated Positions (FTE) 8 8 9 9 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 13% 17% 18% 18%
% Change in Total Exp (16%) 18% 0%
% Change in Total Rev (12%) 18% 0%
% Change in NCC (23%) 19% 0%
COMPENSATION INFORMATION
Permanent Salaries 472,724 595,540 712,004 712,004 0
Temporary Salaries 43,008 28,965 43,203 43,203 0
Permanent Overtime 294 588 588 588 0
Deferred Comp 2,815 7,440 3,840 3,840 0
FICA/Medicare 37,590 47,227 54,483 54,483 0
Ret Exp-Pre 97 Retirees 1,942 2,004 2,004 2,004 0
Retirement Expense 180,376 229,312 258,968 258,968 0
Employee Group Insurance 81,724 93,240 126,621 126,621 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 1,932 1,873 2,272 2,272 0
Workers Comp Insurance 11,920 15,010 19,114 19,114 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,
emergency shelter, transitional housing, and
permanent supportive housing for adults, youth,
and families. While the County program does
not assume funding and management for all
aspects of the continuum, it is the primary
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County of Contra Costa FY 2015-2016 Recommended Budget 241
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 2015-
2016 budget is based on the provision of 69,812
annual shelter bed-days.
Impact: The recommended budget maintains
the current level of services.
1. Administration
Description: Administration includes staffing,
occupancy costs, costs incurred for CCICH, and
costs associated with grant writing and
consultation.
Administration Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $676,119
Financing: 170,999
Net County Cost: 505,120
Funding Sources:
State 19.2% $130,000
Local 6.1% 40,999
General Fund 74.7% 505,120
FTE: 5.5
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 phone
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. 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: $46,958
Financing: 46,958
Net County Cost: 0
Funding Sources:
Local 100.0% $46,958
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
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242 County of Contra Costa FY 2015-2016 Recommended Budget
housing facilities, and/or helps them access
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: $1,708,782
Financing: 748,621
Net County Cost: 960,161
Funding Sources:
Federal 23.9% $408,075
Local 19.9% 340,546
General Fund 56.2% 960,161
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
to homeless persons with disabilities and links
them to support services through the Housing
Authority of Contra Costa County. This program
has the capacity to serve over 400 households.
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 are 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 in 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.
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County of Contra Costa FY 2015-2016 Recommended Budget 243
Supportive Housing Program Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,190,709
Financing: 1,190,709
Net County Cost: 0
Funding Sources:
Federal 100.0% $1,190,709
5. Contra Costa Youth Continuum of
Services (CCYCS) for Runaway and
Homeless Youth
Description: Contra Costa’s Youth Continuum
of Services provides outreach, shelter,
transitional and permanent housing and services
to youth ages 14-24.
a. Homeless Youth – Health, Outreach and
Peer Education (HY-HOPE) is a health,
outreach and peer education program
whose goals are to reduce harm done to
youth while they are on the streets, build
trusting relationships, provide healthier
alternatives to being on the streets, and
assist youth in making positive choices in
their lives. Youth living on the streets and/or
in any CCYCS program receive critical
information and referrals to services, crisis
intervention, life skills education, and
counseling. Additionally, health care is
provided through an on-site adolescent
health clinic sponsored by Health Care for
the Homeless.
b. Calli House is an 18 bed emergency shelter
and service program located in Richmond
that serves youth ages 14-21. Youth-specific
case management, vocational and
educational services, health care, and
substance abuse support services are
provided at the center during the day.
c. Appian House - Transitional Housing for
Youth provides longer-term housing and
services for 18-21 year old homeless and/or
emancipating foster care youth. This
program provides transition-age youth with
the support, guidance, and skill development
over an 18 to 21-month period that will lead
youth to viable employment and permanent
housing options.
d. Bissell Cottages provides longer-term
housing and services for 18-24 year old
homeless and/or emancipating foster care
youth who have mental health disabilities.
This program provides transition-age youth
with the support, guidance, and skill
development over a two-year period that will
support them 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: $582,151
Financing: 426,266
Net County Cost: 155,885
Funding Sources:
Federal 73.0% $425,266
Local 0.1% 1,000
General Fund 26.9% 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, AB109
service providers, and Behavioral Health
programs. HMIS enables service providers to
collect and share uniform client information.
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244 County of Contra Costa FY 2015-2016 Recommended Budget
Homeless Management
Information System
Service: Discretionary
Level of Service: Discretionary
Expenditures: $233,658
Financing: 194,783
Net County Cost: 38,875
Funding Sources:
Federal 4.6% $10,873
Local 78.7% 183,910
General Fund 16.7% 38,875
FTE: 1.0
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County of Contra Costa FY 2015-2016 Recommended Budget 245
Public Health
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 34,287,726 34,866,947 38,360,486 38,360,486 0
Services and Supplies 10,097,637 10,217,577 11,631,557 11,631,557 0
Other Charges 1,112 1,200 1,200 1,200 0
Fixed Assets 298,810 320,000 345,000 345,000 0
Expenditure Transfers (3,031,164) (2,953,783) (3,245,028) (3,245,028) 0
TOTAL EXPENDITURES 41,654,119 42,451,941 47,093,215 47,093,215 0
REVENUE
Other Local Revenue 6,552,068 6,504,325 10,718,647 10,718,647 0
Federal Assistance 10,664,014 11,272,331 11,444,575 11,444,575 0
State Assistance 10,088,080 10,328,238 10,530,065 10,530,065 0
GROSS REVENUE 27,304,162 28,104,894 32,693,287 32,693,287 0
NET COUNTY COST (NCC) 14,349,958 14,347,047 14,399,928 14,399,928 0
Allocated Positions (FTE) 274 274 283 283 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 77% 77% 76% 76%
% Change in Total Exp 2% 11% 0%
% Change in Total Rev 3% 16% 0%
% Change in NCC 0% 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 18,158,375 18,062,752 21,146,760 21,146,760 0
Temporary Salaries 1,699,780 1,625,000 1,196,856 1,196,856 0
Permanent Overtime 26,020 29,443 35,000 35,000 0
Deferred Comp 96,556 89,698 114,895 114,895 0
Hrly Physician Salaries 1,988 0 0 0 0
Perm Physicians Salaries 270,888 294,259 400,680 400,680 0
Perm Phys Addnl Duty Pay 25,119 29,352 30,000 30,000 0
Comp & SDI Recoveries (45,506) (34,647) (35,000) (35,000) 0
FICA/Medicare 1,471,533 1,521,806 1,737,222 1,737,222 0
Ret Exp-Pre 97 Retirees 86,302 85,382 86,000 86,000 0
Retirement Expense 7,202,283 7,557,970 7,494,668 7,494,668 0
Employee Group Insurance 2,674,612 2,890,038 3,292,761 3,292,761 0
Retiree Health Insurance 1,447,409 1,496,184 1,500,000 1,500,000 0
OPEB Pre-Pay 630,564 630,564 630,564 630,564 0
Unemployment Insurance 75,619 65,392 69,350 69,350 0
Workers Comp Insurance 466,183 523,754 660,730 660,730 0
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246 County of Contra Costa FY 2015-2016 Recommended Budget
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
1,500 flu vaccines to the community; 9,000 oral
health assessments, 2,500 sealant x-rays and
900 sealants and fluoride varnish applications
for children; 20,000 food vouchers monthly to
low-income women and children; management
and control of 60 active cases of tuberculosis in
the community and 400 contacts in the
community; investigated 4,000 reports of
communicable disease received from health
care providers and labs, with 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 that currently serves over 22,500
participants every month.
Impact: The recommended budget maintains
the current level of services.
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 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. In 2014 the OLR was
responsible for certifying and registering
approximately 11,998 births, including 72
out of hospital births, 7,314 deaths and 70
fetal deaths occurring in the County; issuing
8,498 permits for the disposition of human
remains; and providing 53,568 certified
copies of birth and death certificates. The
OLR also manages an automated electronic
birth registration network system with
terminals located in every birthing hospital in
the County. Data obtained and compiled
Health Services
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County of Contra Costa FY 2015-2016 Recommended Budget 247
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 assisted with 59
Declaration of Paternity forms , and issued
149 Medical Marijuana ID cards. (Note the
statistics for birth, death and fetal are for
those records registered as of 1/7/2015,
which is not the grand total for 2014 as
some are not yet registered).
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
such as tuberculosis 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 case investigations for HIV positive
persons on request.
d.Promotoras and Health Conductors
provides 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 assist 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
partner with the Public Health Prenatal Care
Guidance program to provide community
contacts with presumptive eligibility
awareness. Additionally, the Promotoras
and Health Conductors provide cultural
competency expertise within the 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 were both piloted at the
Pittsburg Health Center.
e.Violence Prevention Re-entry Efforts
Program staff work with CCHS divisions to
monitor and respond to community violence
and create a seamless pathway for
individuals released from prison to a medical
home. CCHS Reducing Health Disparities
staff and Behavioral Health staff continue to
work with the City of Richmond, County
Emergency Medical Services, John Muir
Hospital, Supervisors Gioia and Glover’s
Offices, and several key Community Based
Organizations (CBO) initiatives to make
CCHS resources and expertise available to
support these community-led efforts.
f.Linguistic Access Program includes the
Refugee Health program and the Health
Care Interpreter Network (HCIN). It also
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248 County of Contra Costa FY 2015-2016 Recommended Budget
translates all written documents for Contra
Costa Health Services. This language
service is mandated by both state and
federal law. The program currently has 17
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 in 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. Qualified medical
interpreters provide interpretation through
telephone or video systems into the provider
examination room or wherever patients
access our health system. This program is
part of a nationwide network.
Public Health Administration and Financial
Management
Service: Discretionary
Level of Service: Discretionary
Expenditures: $6,900,620
Financing: 5,036,350
Net County Cost: 1,864,270
Funding Sources:
State 6.3% $432,421
Local 66.7% 4,603,929
General Fund 27.0% 1,864,270
FTE: 34.1
2. Senior Nutrition Program
Description: The Senior Nutrition Program pro-
vides hot nutritious daily meals to the elderly
population in the County. Meals are provided in
both the congregate (Senior Center) and home
delivery (Meals on Wheels) models utilizing over
800 volunteers annually to deliver services. The
program currently serves approximately 168,000
meals in a congregate setting and over 370,000
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 fundraising also
provide significant funding sources. In addition
to elderly participants, approximately 2,600
meals are delivered to homebound AIDS/HIV
clients annually through separate funding. The
program also supplies over 9,000 meals
annually to one adult day care provider.
Health Services
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County of Contra Costa FY 2015-2016 Recommended Budget 249
Senior Nutrition Program
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,721,324
Financing: 1,705,622
Net County Cost: 15,702
Funding Sources:
Local 99.1% $1,705,622
General Fund 0.9% 15,702
FTE: 3.5
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
and quarantine of persons with communicable
disease, when necessary to protect the public,
and assurance that persons in contact with a
communicable disease receive prophylactic
treatment are integral components of these
programs. This unit responds to the public on
issues of rabies control, working closely with the
County Animal Services Department, and also
investigates food-borne illnesses, collaborating
with the Environmental Health Division.
Consultation is provided to physicians, hospital
infection control practitioners, residential
facilities, workplaces, schools, 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 does not
spread and providing consultation to medical
facilities and providers. In 2013, the Disease
Investigation and Control Unit investigated
almost 3,500 reports of communicable
diseases. In addition, staff investigated 25
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 are integrated
into all aspects of response. This unit works
closely with all areas of the Communicable
Disease Control Program, the Public Health
Lab, Environmental Health, Emergency
Medical Services, the Office of Emergency
Services, and the Hazardous Materials
Program, as well as many other County
departments and community partners. In
addition, this unit provides staff support to
the Department’s Emergency Management
Team, coordinates the annual revision of the
Department’s Emergency Operations Plan,
and represents CCHS in regional health
emergency response planning activities.
c.Immunization Program provides
immunization clinics for children and adults,
consultation to health care providers, and
technical assistance to schools, day care
centers, and preschool programs to ensure
compliance with California immunization
laws. For example, recent legislation
changed the California process to obtain a
personal belief exemption from required
vaccines for students entering child care,
kindergarten, and seventh grade in public
and private schools. The law now requires
that parents seeking personal belief
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250 County of Contra Costa FY 2015-2016 Recommended Budget
exemption for their child must first meet with
a health care provider to discuss the
benefits of vaccination and risk of vaccine
preventable diseases.
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 2014, a total of 9,781
immunizations were given at Public Health
clinics, including 1,558 flu vaccines and
1,299 Tdap (whooping cough booster)
vaccines.
d.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 2014, Contra Costa
provided case management services to 49
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, and made approximately
2,500 home medication visits. 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.
e.Public Health Laboratory provides testing
in the areas of bacteriology, parasitology,
mycobacteriology, mycology, immunology
and virology throughout the hospital, clinics
and public health to support the health care
system. Microbiological examinations of
food and water are also provided in support
of the Environmental Health and
Communicable Disease program. 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 the influenza virus by testing
samples from clinics and hospitals in Contra
Costa County. The Public Health Lab is one
of the national labs participating in the
Foodnet Retailed Meats study. In 2014, the
Public Health Lab performed 134,668
clinical and environmental tests.
Communicable Disease Control Summary
Service: Mandatory/Discretionary
Level of Service: Discretionary
Expenditures: $8,555,899
Financing: 5,472,880
Net County Cost: 3,083,019
Funding Sources:
Local 39.0% $3,333,000
Federal 5.4% 459,738
State 19.6% 1,680,142
General Fund 36.0% 3,083,019
FTE:44.6
Health Services
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County of Contra Costa FY 2015-2016 Recommended Budget 251
4. AIDS/HIV and STD Program
Description: HIV/AIDS and Sexually
Transmitted Disease (STD) Programs work to
reduce the transmission of HIV and STDs by
identifying cases and their sexual contacts,
providing access to care, conducting monitoring
and surveillance activities, and ensuring
treatment of reported cases. Mobile HIV rapid
testing is offered at fixed sites throughout the
community, and HIV and STD testing are offered
at closed sites serving high risk youth, men and
women enrolled in AODS and detention
services.
The HIV component also improves health
outcomes for HIV positive individuals in Contra
Costa through the provision of individual and
community education and prevention services,
home and clinic-based case management, clinic
navigation support, and agency capacity
building. Medical Social Workers assigned to
the Positive Health Clinics provide medication
adherence support, assist with appointments
and financial coverage issues, offer referrals to
community services, and certify eligibility for
enrollment in the State AIDS Drug Assistance
Program. Community planning services open to
all interested parties, provide an opportunity for
consumers, providers, and others to offer
recommendations for service delivery system
improvements. A quality management program
reviews clinical records for consistency with
national guidelines.
a.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 4,525 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 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.
b.HIV/AIDS Program reduces the
transmission of HIV and improves health
outcomes for HIV positive individuals in
Contra Costa through the provision of
individual and 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
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252 County of Contra Costa FY 2015-2016 Recommended Budget
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 men in Care, Partner Counseling
and Referral Services, as well as other risk
reduction seminars. Collaboration 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.
HIV/AIDS and STD Program Summary
Service: Mandatory/Discretionary
Level of Service: Discretionary
Expenditures: $4,002,572
Financing: 3,268,573
Net County Cost: 733,999
Funding Sources:
Local 5.7% $230,000
Federal 55.8% 2,235,253
State 20.1% 803,320
General Fund 18.4% 733,999
FTE:30.4
5. Family, Maternal & Child Health
Programs
Description: The Family, Maternal & Child
Health (FMCH) Programs work in partnership
and collaboratively with community members,
County programs, and community organizations
to provide support, resources, and services to
eliminate health inequities and improve the
quality of life for all children, youth, and families
in Contra Costa County. Program staff focus
their efforts on home visiting and case
management with low-income, at-risk pregnant
and parenting women, outreach and education
for a range of County services; implementing
community-based and community-driven
projects; 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
client’s 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
Health Services
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County of Contra Costa FY 2015-2016 Recommended Budget 253
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
eligibility, prenatal care, and case
management services, and links women
with community resources and other home
visiting programs for ongoing support. LEV
is a unique public health approach to
reaching hard-to-reach populations requiring
a complex array of services and strategies
to ensure that they are successful parents
and make healthy and positive choices.
f.Nurse-Family Partnership (NFP) Program
is an evidence-based home visiting program
in which ongoing services are provided by a
team of Public Health Nurses to low-income
first time mothers during pregnancy through
two years post-partum. Contra Costa is one
of 17 counties receiving federal funding from
the Maternal, Infant, and Early Childhood
Home Visiting (MIECHV) 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 2017.
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
element 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
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254 County of Contra Costa FY 2015-2016 Recommended Budget
intervention, bereavement support, and
education aimed toward alleviating the
tragedy caused by SIDS. The SIDS
program also conducts outreach and
education to expand awareness about SIDS
and promote risk reduction measures.
j. 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.
Family, Maternal & Child Health Summary
Service: Mandatory/Discretionary
Level of Service: Discretionary
Expenditures: $9,067,075
Financing: 6,894,121
Net County Cost: 2,172,954
Funding Sources:
Federal 72.1% $6,538,780
State 3.9% 355,341
General Fund 24.0% 2,172,954
FTE: 71.4
6. 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, the
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:
x Women’s Health clinics – over 9,500
appointments available/year
x Pediatrics clinics – over 11,000
appointments available/year
x Immunizations and TB clinics – over 17,400
appointments available/year
x School-based clinics at 43 Schools – over
14,000 appointments available/year
x Employee Occupational Health Program –
approximately 4,100 appointments
available/year
x Sexually Transmitted Diseases Clinics –
approximated 900 appointments
available/year
x Health Care for the Homeless/Respite Clinic
Over 17,000 visits annually (includes
Respite clinic visits)
x Total clinic visits approximately 73,900
This section also provides staffing and man-
agement for the Public Health Nursing program,
(PHN), and the Teen Pregnancy Prevention
Initiative.
a. Public Health Nursing Program provides
services to populations of all ages in all
areas of Contra Costa County. Public Health
Nurses visit clients in their homes and in
their community. They provide direct nursing
care, health education, comprehensive case
management and supportive services to
pregnant women, new moms and babies,
children, and adults. Working with all entities
in Contra Costa Health Services and with
partners in the community, Public Health
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 255
Nurses address the changing needs of the
client on an ongoing basis, referring and
linking individuals to the widest array of
options for meeting the needs of the client
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 19,000 home visits are made
to clients annually.
b. 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
7,000 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.
c. Child Health and Disability Prevention
(CHDP) Program provides the oversight and
coordination of services for Medi-Cal eligible
children 0-21 years of age, including foster
children, to receive complete health
assessments for the early detection and
prevention of disease and disabilities.
CHDP conducts provider recruitment,
development, and quality assurance;
outreach and education on how to acquire
health coverage and how to access needed
health services; and health education to
schools, community residents, foster care
facilities, other County programs serving
children, and community-based
organizations.
Public Health Clinic Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $13,757,437
Financing: 8,232,387
Net County Cost: 5,525,050
Funding Sources:
Local 3.3% $460,000
Federal 7.3% 999,117
State 49.2% 6,773,270
General Fund 40.2% 5,525,050
FTE: 83.4
7. The Community Wellness and
Prevention Program
Description: The primary goals of the
Community Wellness and Prevention Program
(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 chronic diseases and injuries.
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
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,
Health Services
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256 County of Contra Costa FY 2015-2016 Recommended Budget
and a decrease in the smoking rate by 31%
since 1990. The TPP works with County
community partners to reduce the health
disparities through tobacco prevention policy
adoption and implementation.
b.Built Environment Program (BE)
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
reports 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 San Pablo, BE program staff
members are working with city staff on plans
to redevelop a stretch of Rumrill Road to
make it safer and more appealing to
pedestrians and cyclists, thus reducing
injuries and promoting physical activity.
The BE staff are working with community
residents to collect data about the condition
of parks in Concord and teaching them
about civic processes that can result in park
improvements. Work continues with the city
of Concord in creating a Bicycle and
Pedestrian Master Plan, among other
projects. Planning schools in East Contra
Costa are teaching residents to identify
ways the built environment impacts health in
their community and how to advocate for
change.
c.Nutrition & Physical Activity Promotion
Program (NuPACT) partners with Federal,
State, and community agencies to provide
nutrition education and promote physical
activity. The program also partners with
community organizations to offer 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 100,000 adults and children
every year. In addition, the program trains
teachers to increase their student’s
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, enhance 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 machine
policy for Contra Costa Health Services.
The program provides over $350,000 in
subcontracts to local school districts and
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,
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
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 257
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.
A 2009 study found that recent evidence
suggests temporal trends in rates of violent
crime in many nations are consistent with
earlier preschool blood lead trends, with a
lag of about 20 years. A number of
environmental exposures, including lead,
are documented to result in a common
pattern of neurobehavioral effects, including
lowered IQ, shortened attention span, and
increased frequency of antisocial behavior
and violence. Decreasing lead levels appear
to be associated with decreasing levels of
community violence. ("Environmental
Causes of Violence," Journal of Physiology
and Behavior, July 2010)
In 2011 (the most recent year data is
available), there were 9,817 Contra Costa
children tested for elevated lead levels in
their blood; of those, only 103 had an
elevated lead level. This is one of the lower
County lead levels in the State and below
the state average. (CA Department of Public
Health, Lead Poisoning Prevention Program
Branch, Years 2011)
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 500 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.
Community Wellness & Prevention Program
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $2,743,288
Financing: 2,083,354
Net County Cost: 659,934
Funding Sources:
Local 14.0% $386,096
Federal 44.2% 1,211,687
State 17.7% 485,571
General Fund 24.1% 659,934
FTE:15.9
8. Fixed Assets
Description: To provide for acquisition of
capital equipment and for needed capital
improvement projects.
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258 County of Contra Costa FY 2015-2016 Recommended Budget
Fixed Assets Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $345,000
Financing: 0
Net County Cost: 345,000
Funding Sources:
General Fund 100.0% $345,000
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 259
Environmental Health
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 14,057,815 16,355,182 16,197,445 16,197,445 0
Services and Supplies 3,409,505 4,259,341 3,581,296 3,581,296 0
Other Charges 675 0 1,000 1,000 0
Fixed Assets 0 44,068 44,068 44,068 0
Expenditure Transfers (27,985) 151,543 164,332 164,332 0
TOTAL EXPENDITURES 17,440,009 20,810,134 19,988,141 19,988,141 0
REVENUE
Other Local Revenue 16,601,669 19,956,231 19,898,551 19,898,551 0
State Assistance 266,307 225,000 250,000 250,000 0
GROSS REVENUE 16,867,976 20,181,231 20,148,551 20,148,551 0
NET COUNTY COST (NCC) 572,034 628,903 (160,410) (160,410) 0
Allocated Positions (FTE) 94 94 97 97 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 80% 79% 82% 82%
% Change in Total Exp 19% (4%) 0%
% Change in Total Rev 20% 0% 0%
% Change in NCC 10% (126%) 0%
COMPENSATION INFORMATION
Permanent Salaries 7,575,351 8,718,651 8,723,026 8,723,026 0
Temporary Salaries 198,789 163,200 321,738 321,738 0
Permanent Overtime 140,414 370,653 157,848 157,848 0
Deferred Comp 20,038 11,786 50,700 50,700 0
Comp & SDI Recoveries (411) (15,428) (21,304) (21,304) 0
FICA/Medicare 434,271 580,780 599,090 599,090 0
Ret Exp-Pre 97 Retirees 44,155 47,317 47,317 47,317 0
Retirement Expense 4,037,065 4,694,994 4,525,506 4,525,506 0
Employee Group Insurance 900,618 1,037,519 1,003,148 1,003,148 0
Retiree Health Insurance 394,830 395,657 395,657 395,657 0
OPEB Pre-Pay 100,235 100,235 100,235 100,235 0
Unemployment Insurance 29,631 27,758 27,608 27,608 0
Workers Comp Insurance 182,828 222,060 266,876 266,876 0
Health Services
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260 County of Contra Costa FY 2015-2016 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 the residents
of Contra Costa County, and the cleanup of toxic
waste spills and identification of the responsible
parties.
Workload Indicators: The recommended FY
2015-2016 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 for
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 and Richmond’s Industrial Safety
Ordinances that requires regulated facilities
to develop and implement a prevention
program. Requires businesses to have an
emergency response plan to respond to an
incident and notify emergency responders
and the public on protective actions to take.
g.Green Business Program: Recognizes
businesses that 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: $9,103,587
Financing: 9,176,919
Net County Cost: (73,332)
Funding Sources:
Local Fees 100.0% $9,176,919
FTE:37.0
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 261
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 Review 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 on-site
wastewater treatment systems; permitting
and inspection of water wells, soil borings
and monitoring wells; and evaluation of
properties for compliance with
environmental health criteria.
g.Body Art Program: Performs registration
of body artists, permitting including plan
check and inspection of tattoo, body piercing
and other body art establishments, and
inspecting and permitting of temporary body
art events.
h. Small Water System Program: Performs
plan review, inspecting and permitting of
county, state and federally defined small
water systems.
Environmental Health Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $10,840,486
Financing: 10,927,564
Net County Cost: (87,078)
Funding Sources:
State 2.2% $250,000
Local Fees 97.8% 10,677,564
FTE:60.0
3.Fixed Assets
Description: To provide for acquisition of
capital equipment for needed capital
improvement projects.
Fixed Assets Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $44,068
Financing: 44,068
Net County Cost: 0
Funding Sources:
Local Fees 100.0% $44,068
Health Services
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262 County of Contra Costa FY 2015-2016 Recommended Budget
Detention Facility Programs
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 12,701,686 13,684,538 14,829,184 14,829,184 0
Services and Supplies 10,451,220 10,982,382 10,352,409 10,352,409 0
Other Charges 116 0 0 0 0
Fixed Assets 0 0 35 35 0
Expenditure Transfers (1,853,917) (1,950,131) (2,153,535) (2,153,535) 0
TOTAL EXPENDITURES 21,299,105 22,716,789 23,028,093 23,028,093 0
REVENUE
Other Local Revenue 415,969 1,083,925 1,059,324 1,059,324 0
State Assistance 70,902 55,093 56,492 56,492 0
GROSS REVENUE 486,870 1,139,018 1,115,816 1,115,816 0
NET COUNTY COST (NCC) 20,812,234 21,577,771 21,912,277 21,912,277 0
Allocated Positions (FTE)A 90 90 91 91 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 55% 55% 59% 59%
% Change in Total Exp 7% 1% 0%
% Change in Total Rev 134% (2%) 0%
% Change in NCC 4% 2% 0%
COMPENSATION INFORMATION
Permanent Salaries 6,619,235 5,809,380 7,765,212 7,765,212 0
Temporary Salaries 857,537 990,626 882,467 882,467 0
Permanent Overtime 178,632 400,070 241,244 241,244 0
Deferred Comp 7,503 8,240 6,860 6,860 0
Hrly Physician Salaries 4,808 0 0 0 0
Perm Physicians Salaries 300,037 307,866 337,675 337,675 0
Perm Phys Addnl Duty Pay 1,916 0 0 0 0
Comp & SDI Recoveries (5,761) (4,513) (31,414) (31,414) 0
FICA/Medicare 565,070 731,971 720,471 720,471 0
Ret Exp-Pre 97 Retirees 31,232 15,377 15,672 15,672 0
Retirement Expense 2,722,299 3,624,953 3,051,096 3,051,096 0
Employee Group Insurance 989,666 1,328,826 1,285,606 1,285,606 0
Retiree Health Insurance 180,963 171,248 212,256 212,256 0
OPEB Pre-Pay 34,880 34,880 34,880 34,880 0
Unemployment Insurance 29,744 29,529 29,278 29,278 0
Workers Comp Insurance 183,926 236,085 277,881 277,881 0
A. Does not include temporary or registry employees.
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 263
Description: To provide medical and mental
health services to inmates of the county adult
and juvenile detention facilities.
Workload Indicators: The recommended FY
2015/2016 budget is based on an average
detention facilities census of 1,607 inmates.
Impact: The recommended budget maintains
the current level of services.
1. Detention Facility Mental Health
Services
Description: Provides assistance to the
Sheriff's Department in the identification and
management of the mentally ill in the County's
main detention facility. Services include
medication management, behavior
management, crisis counseling, and brief
therapy for the more severely disordered
inmates. Program staff are available to Sheriff's
staff for consultation and training.
Detention Facility Mental Health Services
Summary
Service: Mandatory
Level of Service: Discretionary
Expenditure: $1,939,412
Financing: 56,492
Net County Cost: 1,882,920
Funding Sources:
State 2.9% 56,492
General Fund 97.1% 1,882,920
FTE: 14.8
2. Detention Facility Medical Services
Description: Provides all primary care medical
services for inmates in the county's detention
facilities, including diagnostic testing, treatment,
nursing care, obstetrical, dental and other
services. When more complicated medical
services are required, they are provided at the
Contra Costa Regional Medical Center and
Health Centers. Due to the overcrowding in
State prisons, AB109 funding was made
available to Counties to offset medical services
provided to detained AB109 inmates housed in
the Contra Costa County Adult Detention
Facilities.
Detention Facility Medical Services
Summary
Service: Mandatory
Level of Service: Discretionary
Expenditure: $20,780,117
Financing: 1,059,324
Net County Cost: 19,720,793
Funding Sources:
Local 5.1% $1,059,324
General Fund 94.9% 19,720,793
FTE:65.8
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: $1,762,412
Expenditure Transfers: 1,453,848
Net County Cost: 308,564
Funding Sources:
Expenditure Transfer 82% $1,453,848
General Fund 18% 308,564
(Probation)
FTE:10.4
Health Services
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264 County of Contra Costa FY 2015-2016 Recommended Budget
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: $699,687
Expenditure Transfers: 699,687
Net County Cost: 0
Funding Sources:
Expenditure Transfer 100.0% $699,687
(Probation)
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 265
Conservatorship/Guardianship
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 2,090,861 2,365,706 2,365,706 2,365,706 0
Services and Supplies 755,000 784,547 784,547 784,547 0
Expenditure Transfers 8,821 13,705 13,705 13,705 0
TOTAL EXPENDITURES 2,854,682 3,163,958 3,163,958 3,163,958 0
REVENUE
Other Local Revenue 131,223 139,492 139,492 139,492 0
State Assistance 249,565 264,367 264,367 264,367 0
GROSS REVENUE 380,788 403,859 403,859 403,859 0
NET COUNTY COST (NCC) 2,473,894 2,760,099 2,760,099 2,760,099 0
Allocated Positions (FTE) 19 19 20 20 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 73% 75% 75% 75%
% Change in Total Exp 11% 0% 0%
% Change in Total Rev 6% 0% 0%
% Change in NCC 12% 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 1,102,304 1,256,256 1,256,256 1,256,256 0
Temporary Salaries 100,228 75,560 75,560 75,560 0
Permanent Overtime 110 8,700 8,700 8,700 0
Deferred Comp 7,440 3,060 3,060 3,060 0
Comp & SDI Recoveries (33,502) (6,140) (6,140) (6,140) 0
FICA/Medicare 87,172 96,058 96,058 96,058 0
Ret Exp-Pre 97 Retirees 4,938 5,964 5,964 5,964 0
Retirement Expense 444,344 505,830 505,830 505,830 0
Employee Group Insurance 170,583 202,634 202,634 202,634 0
Retiree Health Insurance 117,679 126,288 126,288 126,288 0
OPEB Pre-Pay 57,472 57,572 57,572 57,572 0
Unemployment Insurance 4,398 3,747 3,747 3,747 0
Workers Comp Insurance 27,696 30,177 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
266 County of Contra Costa FY 2015-2016 Recommended Budget
Workload Indicators: The recommended FY
2015-2016 budget is based on an average
caseload of 877 clients per month.
Impact: The recommended budget maintains
the current level of services.
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:20.0
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 267
California Children's Services
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 7,012,410 8,259,050 8,319,556 8,319,556 0
Services and Supplies 1,663,163 1,284,231 1,483,385 1,483,385 0
Other Charges 300 600 600 600 0
TOTAL EXPENDITURES 8,675,873 9,543,881 9,803,541 9,803,541 0
REVENUE
Other Local Revenue 347,011 298,450 404,200 404,200 0
State Assistance 6,063,808 6,697,820 6,696,916 6,696,916 0
GROSS REVENUE 6,410,819 6,996,270 7,101,116 7,101,116 0
NET COUNTY COST (NCC) 2,265,054 2,547,611 2,702,425 2,702,425 0
Allocated Positions (FTE) 57 57 57 57 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 81% 87% 85% 85%
% Change in Total Exp 10% 3% 0%
% Change in Total Rev 9% 1% 0%
% Change in NCC 12% 6% 0%
COMPENSATION INFORMATION
Permanent Salaries 3,752,834 4,375,886 4,574,703 4,574,703 0
Temporary Salaries 139,689 143,270 207,475 207,475 0
Permanent Overtime 3,013 5,413 5,400 5,400 0
Deferred Comp 16,350 15,900 19,500 19,500 0
Perm Physicians Salaries 218,535 224,805 241,297 241,297 0
Comp & SDI Recoveries (13,836) (8,400) (8,400) (8,400) 0
FICA/Medicare 295,650 350,250 365,040 365,040 0
Ret Exp-Pre 97 Retirees 17,310 18,900 18,900 18,900 0
Retirement Expense 1,548,686 1,859,750 1,695,637 1,695,637 0
Employee Group Insurance 539,798 736,018 653,561 653,561 0
Retiree Health Insurance 261,096 286,620 269,998 269,998 0
OPEB Pre-Pay 122,880 122,880 122,880 122,880 0
Unemployment Insurance 15,368 17,588 14,675 14,675 0
Workers Comp Insurance 95,035 110,170 138,890 138,890 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
268 County of Contra Costa FY 2015-2016 Recommended Budget
conditions. Twelve percent (12%) of these
clients are covered by “Straight CCS”, twelve
percent (12%) by Medi-Cal TLICP, and seventy
six percent (76%) by Medi-Cal Title XIX. Case
management staff helps assure clients receive
the appropriate pediatric specialty care. In
collaboration with community physicians,
Medical Therapy Program staff provides direct
rehabilitation services at 5 public school sites in
Contra Costa County.
Workload Indicators: The recommended
budget for FY 2015/2016 is based on a monthly
average of 4,046 active cases, 858 of whom are
in the MTU, and 153 new applicants each
month.
Impact: The recommended budget maintains
the current level of services.
CCS Program Services Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $9,803,541
Financing: 7,101,116
Net County Cost: 2,702,425
Funding Sources:
Local 68.3% $6,696,916
State 4.1% 404,200
General Fund 27.6% 2,702,425
FTE: 57.0
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 269
Emergency Medical Services (SB12)
Emergency Medical
Services Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 2,395,766 2,263,129 1,692,403 1,692,403 0
TOTAL EXPENDITURES 2,395,766 2,263,129 1,692,403 1,692,403 0
REVENUE
Other Local Revenue 2,237,019 2,143,328 1,692,403 1,692,403 0
GROSS REVENUE 2,237,019 2,143,328 1,692,403 1,692,403 0
NET FUND COST (NFC) 158,747 119,801 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp (6%) (25%) 0%
% Change in Total Rev (4%) (21%) 0%
% Change in NFC (25%) (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: $161,934
Financing: 161,934
Net Fund Cost: 0
Funding Sources:
Court Fines 100.0% $161,934
Health Services
Health and Human Services
270 County of Contra Costa FY 2015-2016 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: $247,687
Financing: 247,687
Net Fund Cost: 0
Funding Sources:
Court Fines 100.0% $247,687
3. Physicians
Description: Payments to physicians for
emergency services to indigents.
Physicians Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $845,042
Financing: 845,042
Net Fund Cost: 0
Funding Sources:
Court Fines 100.0% $845,042
4. Hospitals
Description: Payments to hospitals for
emergency room care provided to indigents.
Hospitals
Service: Discretionary
Level of Service: Mandatory
Expenditures: $364,241
Financing: 364,241
Net Fund Cost: 0
Funding Sources:
Court Fines 100.0% $364,241
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: $73,499
Financing: 73,499
Net Fund Cost: 0
Funding Sources:
Court Fines 100.0% $73,499
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 271
Ambulance Service Area
(Administered by the Health Services Department an included here for information purposes. The cost center is part
of the Special District Budget)
Ambulance Service Area
EMA (Zones A and B)
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 968,616 1,280,605 1,259,456 1,259,456 0
Services and Supplies 1,686,703 5,579,182 1,951,674 1,951,674 0
Other Charges 2,223,059 2,325,990 2,300,871 2,300,871 0
Fixed Assets 0 50,000 0 0 0
Expenditure Transfers 0 456,000 0 0 0
TOTAL EXPENDITURES 4,878,378 9,691,777 5,512,001 5,512,001 0
REVENUE
Other Local Revenue 4,724,406 6,645,184 5,512,001 5,512,001 0
GROSS REVENUE 4,724,406 6,645,184 5,512,001 5,512,001 0
NET FUND COST (NFC) 104,144 3,042,961 0 0 0
Allocated Positions (FTE) 8 8 9 9 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 20% 13% 23% 23%
% Change in Total Exp 99% (43%) 0%
% Change in Total Rev 41% (17%) 0%
% Change in NFC 2,822% (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 588,136 794,847 781,204 781,204 0
Deferred Comp 9,395 8,653 9,453 9,453 0
FICA/Medicare 43,912 100,898 57,808 57,808 0
Ret Exp-Pre 97 Retirees 2,422 3,075 3,359 3,359 0
Retirement Expense 220,323 248,850 271,859 271,859 0
Employee Group Insurance 88,591 104,188 113,822 113,822 0
Unemployment Insurance 2,242 2,717 2,968 2,968 0
Workers Comp Insurance 13,595 17,377 18,983 18,983 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 enhancements in emergency
medical dispatch, first responder and paramedic
service, equipment and technology; 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;
Health Services
Health and Human Services
272 County of Contra Costa FY 2015-2016 Recommended Budget
and administrative and levy 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
enhancements in first responder service,
equipment and technology; EMS and disaster
communications; community CPR, 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: $227,645
Financing: 227,645
Net Fund Cost: 0
Funding Sources:
Measure H 100.0% $227,645
2. Zone B
Description: Includes support for
enhancements in first responder and paramedic
service, equipment and technology; EMS and
disaster communications; community CPR,
Public Access Defibrillation; specified positions
in the Health Services EMS Division to provide
program coordination, training, and medical
oversight; Cardiac Arrest, STEMI, Stroke EMS
for Children and Trauma Programs, and
administrative and levy collection costs. Funded
by Measure H parcel levies collected with the
property taxes. The geographic area
encompasses 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: $5,284,356
Financing: 5,284,356
Net Fund Cost: 0
Funding Sources:
Measure H 100.0% $5,284,356
FTE: 9.0
CAO Recommendation
The 2015-16 Recommended Budget funds the
General Fund programs within the Health
Services Department at the baseline level. This
is an increase in expenditures of $17.5 million
over the fiscal year 2014-15 level. The bulk of
this increase is due to adjustments in outside
funding. County general funds have been
increased by $161,356.
The Health Services Department 2015-16
Recommended 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 2015-16 fiscal year
Governor’s Budget and may change as the
California State Legislature considers the
Governor’s recommendations. The Department
will return to the Board of Supervisors in the fall
with recommended adjustments should funding
from either the State or the federal government
significantly change.
The 2015-16 Recommended Budget for ALL
programs and funding sources in the Health
Services Department totals $1.447 billion
dollars. Of this amount, $85.4 million, or 5.9% is
County General Fund, including a $26.7
million contribution to the Hospital and Clinics
and a $3.7 million contribution to the Contra
Costa Health Plan. The balance of nearly
Health Services
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 273
$1.362 billion or 94.1% is funded by outside
revenue.
The 2015-16 Recommended Budget maintains
the current, baseline spending levels. Services
levels may be adjusted depending up final
budget actions at the State and federal level.
Performance Measurement
Hospital and Ambulatory Care Centers:
Goal: Continue to improve quality and safety
measures as outlined in the DSRIP, regulatory
measures, and accreditation requirements.
Outcome: Continuous improvement in quality
and safety as outlined in the Delivery System
Reform Incentive Program (DSRIP) as well as
regulatory measures and accreditation
requirements is key to the Hospital and Health
Centers Division. This year we have continued
to refine internal tracking and reporting
mechanisms through our Performance
Improvement Committee by streamlining
reports, visible data walls, and regular report
back of improvement progress. We have also
made great strides in timely analysis, debriefing,
and education feedback around serious events,
near misses, and excellence in care.
Goal: To continue work begun with the Institute
for Healthcare Improvement (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.
Outcome: The Ambulatory Care Redesign
(ACR) Team participated in four IHI Learning
sessions that emphasized improved access for
patients including the Advanced Access Model
that makes appointments available when
patients need them. The ACR Team continued
to explore alternative models of care as outlined
above through the redesigning of Care Teams
throughout the Ambulatory Care System
Goal: Expand SBIRT (Screening Brief
Intervention and Referral to Treatment)
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.
Outcome: SBIRT screening tools were
expanded to both Martinez and Pittsburg Health
Centers. We have hired four Behaviorists who
provide primary care behavioral health treatment
onsite in the Health Centers. This care is
delivered both individually and in groups. This
year we have added a Diabetes Group,
Substance Abuse Group, and a Depression
Group component to both the West County
Health Center and the Martinez Health Centers.
We also continue to refine our Telephone
Consult Clinic, other Group Appointments, and
Pharmacy lead groups.
Goal: Continue to build MyccLink application
for a selected pilot patients that will provide
online access to their 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.
Outcome: Pilot for myccLink was rolled out in
July 2014. We continue to hone and refine so
that we might be able to expand in the coming
year. The EPIC/ccLink 2012 upgrade was
implemented successfully.
Goal: 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.
Outcome: The overarching goal of the DSRIP
is to improve the health of the population served
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274 County of Contra Costa FY 2015-2016 Recommended Budget
by our delivery system. To accomplish this goal
this year we have developed mechanisms to
address not only the acute health crisis but to
build trust in the health services system. Some
of the non-traditional approaches to health
included the implementation of the Health Leads
program at the West County Health Center – a
program to assist with issues that do not
normally fall within the traditional provision of
health care delivery. Health Leads provides
navigation, information and assistance within
key areas identified by patients as a need that
indirectly affects their health i.e. housing
assistance, food support and transportation. In
addition, we have invited patient partners into
each committee meeting held by the Hospital
and Health Centers Division to inform and
understand ways we can build health as a
community. Finally, this year we did away with
the traditional concept of “Visiting Hours” in the
hospital and replaced it with a more friendly
open approach that makes the hospital
accessible 24 hours a day to family and loved
ones of those receiving care at CCRMC.
Goal: Develop and train in-house staff to
implement Value Stream Mapping and Rapid
improvement events in key areas.
Outcome: We trained four internal staff to
implement Value Stream Mapping and Rapid
Improvement events, considerably reducing our
reliance on contracted consultants.
Contra Costa Health Plan:
Goal: 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.
Outcome: As of the budget submittal date,
performance data on perinatal measures for
2014 are not available. CCHP is collaborating
with CCRMC, Public Health, and the Community
Federally Qualified Health Centers on initiatives
to improve this care. We are also running our
own pilot of providing follow up calls to new
moms to encourage them to seek timely
postpartum care
Goal: 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.
Outcome: CCHP achieved full three year
NCQA Accreditation status on March 4, 2014.
We have decided to terminate the Covered
California product in 2015.
Goal: CCHP will increase the Community
Provider Network (CPN) to provide care for new
membership.
Outcome: The CCHP CPN network increased
by 3% in FY 2014/15. This increase is due to
active recruiting of Primary Care Providers
(PCP's) and Specialists.
Goal: 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%.
Outcome: CCHP'S Marketing Department met
and exceeded both goals. Over 1,000
individuals enrolled in our Covered California
Exchange Programs. Our Medi-Cal program
grew 47% in this fiscal year, due to the
Affordable Care Act’s Medi-Cal Expansion
program.
Goal: 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.
Outcome: The number of Emergency Room
visits within 30 days of discharge from Skilled
Nursing Facilities has been reduced because of
this intervention.
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County of Contra Costa FY 2015-2016 Recommended Budget 275
Goal: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.
Outcome: Didn’t meet our abandonment rate of
5% goal. Hiring efforts continue but without the
success we had hoped for. Many qualified
nurses that we interviewed refused to work
weekends and holidays. We are working with
the Personnel Department to make sure the job
requirements are updated to show that all
nurses must take turns working weekends and
holiday shifts.
Goal: For FY 2014/2015 Advice Nurse Unit will
obtain a three year Utilization Review
Accreditation Commission (URAC)
reaccreditation.
Outcome: CCHP Advice Nurse Unit received
full three year URAC reaccreditation.
Goal: The Health Plan will work on
reclassification of key CCHP Management
Personnel to embrace changes in health care
and health insurance requirements.
Outcome: CCHP requested reclassification for
three Nursing Director positions for our Advice
Nurse Unit, Utilization Management Unit and
Case Management Unit. CCHP has submitted
skill requirement updates for the following
classifications to allow for better hiring of
qualified personnel for Operations Director;
Health Plan Patient Services Supervisor;
Assistant Director of Safety and Performance;
Utilization Review Manager; and Utilization
Review Coordinator.
Goal: CCHP will actively perform outreach to
recruit and hire an Operations Director.
Outcome: County HR has finalized the addition
of CCHP Chief Operating Officer (COO) to the
current county job classifications. CCHP will
actively perform outreach to recruit and hire this
position in FY 2015/2016.
Goal: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 the 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.
Outcome: The above goal has been fully met
and is functioning extremely well. Operational
meetings with CCHP and the Mental Health
Division are held weekly to improve the system
wherever necessary. A collaborative
memorandum of understanding (MOU) has been
established.
Mental Health:
Goal: Primary and behavioral health integration
– coordinating the FQHC system with Behavioral
Health Services.
Outcome: Primary and behavioral health
integration resulted in the addition of an Alcohol
and Other Drugs Specialist two days a week in
each Children’s Regional Clinic.
Goal: New Electronic Medical Record system
for Specialty Mental Health Services –
implementation and interfaces with primary
health system.
Outcome: The Behavioral Health Electronic
Medical Record Project was initiated to work
with programs across the system of care to
automate and integrate service delivery through
the implementation of health information
systems. This multi-year/multi-phase project has
gone through a number of phases to achieve an
integrated service delivery model across health
services. Work completed during Fiscal Year
2014/2015 includes integration of primary care
referrals to Behavioral Health’s Mental Health
Access Line/Care Management Unit (CMU),
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276 County of Contra Costa FY 2015-2016 Recommended Budget
ePrescribing for Psychiatrists, opening of the
Miller Wellness Center, which have provided
Behavioral Health with proof that an integrated
EHR is ideal, resulting in the organization taking
the next step towards service integration with
the Behavioral Health Tapestry Project which
was approved in December 2, 2014 with a
planned go-live of November 2, 2015. A brief
summary of outcomes for each initiative follows:
- Implemented electronic referral processing and
associated workflows in ccLink (Epic) from
Primary Care Providers to Behavioral Health
Access Line/Care Management Unit for
Specialty Mental Health Services coordination of
care
- Implemented ePrescribing for Psychiatrists in
ccLink (Epic)
- Implemented Registration, Eligibility,
Scheduling, Clinical Documentation, and Billing
functionality in ccLink (Epic) for Integrated
Primary Care/Behavioral Health Clinic at the
Miller Wellness Center
- Selected Epic's Tapestry module for
implementation to manage Specialty Mental
Health's Network Providers Referrals, Contracts,
Claims Processing, and Communications
Management for implementation on November
2, 2015
Goal: MHSA 3-year plan with integration of
programs into system of care.
Outcome: A comprehensive Community
Program Planning Process, to include a Needs
Assessment and Community Engagement, was
completed. This process informed the
construction of the MHSA Three Year Program
and Expenditure Plan, which was approved by
the Board of Supervisors. The Three Year Plan
integrated the five MHSA components into the
Children and Adult Systems of Care
Goal: New Access Line call system – current
system has deficiencies and Access Line is in
need of a new system.
Outcome: Behavioral Health Services began
evaluation of alternative call system options in
the second half of 2014. In coordination with
Health Services IT and Department of
Information Technology (DoIt), user groups are
currently reviewing demonstrations from
potential vendors. Pending final approval,
expected implementation time is 90 - 120 days
following execution of purchase agreements.
Goal: 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.
Outcome: The Medicaid Emergency
Psychiatric Demonstration Project (MEPD) is
conducted by the Centers for Medicare &
Medicaid Services under the provisions of the
Patient Protection and Affordable Care Act of
2010. This was originally a three-year
demonstration with a potential extension which
permits participating States to provide Medicaid
payment to private psychiatric hospitals, or
Institutions for Mental Disease (IMDs), for
inpatient emergency psychiatric care to
Medicaid recipients aged 21 to 64 determined to
be experiencing a psychiatric emergency
medical condition. For the purpose of the
demonstration, this is defined as individuals who
are suffering from suicidal and/or homicidal
thoughts or gestures, or who are otherwise
determined to be dangerous to self or others.
The goal of the demonstration is to assess
whether expansion of Medicaid coverage to
include services provided in private, free-
standing inpatient psychiatric facilities, improves
access to and quality of medically necessary
care, and whether this change in reimbursement
policy is cost-effective. The objective of Contra
Costa Behavioral Health has been to enroll 12
individuals in the MEPD Demonstration Project
during each quarter of the projects duration. The
summary data indicates that Contra Costa
enrolled 126 clients total (23 first quarter, 39
second quarter, 31 third quarter, and 33 fourth
quarter).
Goal: New 3-year Cultural Competency
Strategic Plan.
Outcome: Contra Costa Behavioral Health
(CCBH), like other California counties, is
charged to create a cultural competency plan to
address the needs of multicultural communities
by implementing culturally and linguistically
competent mental health services. In FY
2014/15, CCBH developed an annual update to
the existing 3-year plan. The Department of
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Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 277
Health Care Services will require Counties to
submit a revised Cultural Competency Plan for
2015-2018 in the Fall of 2015. Contra Costa
Behavioral Health will revise its plan accordingly
to include the newly integrated systems of
Alcohol and Other Drugs and Homeless
Programs.
Goal: Computer skills training – improve staff
ability to use computers in anticipation of the
electronic health record.
Outcome: Contra Costa Behavioral Health
provided computer literacy training opportunities
through Contra Costa Adult School classes and
hosted additional internal trainings. CCBH
offered a week of training opportunities at the
Contra Costa Behavioral Health Administrative
Offices from December 9th through December
11th for all Behavioral Health staff. Offered
courses included Microsoft Word and Excel. All
courses included beginner and intermediate
sessions. Eight courses were offered to staff
each 2 hours in length. There were 56
attendees who enrolled and completed the
courses (please note: some attendees attended
multiple courses). CCBH plans to implement
additional trainings in the spring of 2015, which
will include step-by-step tutorials on how to
complete and save electronic versions of Mental
Health's frequently used clinical forms (e.g.
Progress Notes, Clinical Assessment, and
Psychiatric Assessment).
Goal: Establish staff recognition program
(Vision Award).
Outcome: It was created for the Behavioral
Division. Staff are nominated for a vision award
if they show effort to promote service integration
within a division. These vision award are
included in the quarterly behavioral newsletters.
Goal: Enhanced outreach efforts, including
Behavioral Health brochure and stakeholder
outreach opportunities (focus groups, surveys,
etc).
Outcome: The Behavioral Health brochure was
created in FY 14/15.
Goal: Improve access to service processes,
including single point of entry for mental health,
alcohol and drug, and homeless services.
Outcome: Behavioral Health is working to
integrate Mental Health access line to be a
single point of entry for mental health, alcohol
and drug, and homeless services. To date, an
alcohol and drug counselor has been added to
the MH access line so patients could get
referrals to AOD services. Behavioral Health is
continuing to work on integrating Homeless
services in the upcoming fiscal year.
Goal: 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.
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278 County of Contra Costa FY 2015-2016 Recommended Budget
Outcome: An MOU was developed and
contracts were amended to increase the
reimbursement rates in order to incentivize
providers to take on higher caseloads.
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, and the realignment of lower
level offenders from State provision to the
County.
Goal: 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.
Outcome: AOD worked in partnership with the
Behavioral Health Benefits Unit to enroll clients
in Medi-Cal immediately upon release. In
October, AOD sponsored a kick-off work session
to introduce the Benefits Outreach and
Engagement staff who would be conducting
benefits screening and enrollment. We piloted a
new process to sign up clients for medical
benefits with Health Care for the Homeless, and
added venues which link clients to medical care.
To reduce the early termination rate among
formerly incarcerated individuals in Substance
Use Disorder (SUD) treatment, we conducted a
Think Tank with providers to develop a set of
ideas and best practices aimed at increasing the
retention rate in treatment. Coupled with
training, we continue to slightly adapt program
policies and procedures which support
successful engagement of this population while
adhering to regulatory State mandates.
Goal: 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.
Outcome: (DMC) conducted two Drug Medi-
Cal Workshops to recruit and expand our
provider network and develop the necessary
program structure that meets the diverse needs
of clients with substance use disorders.
Goal: 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.
Outcome: The DMC workshops were designed
to meet the previous goal but also to ensure that
new providers would be encouraged to
implement other levels of care to expand the
continuum of services. The number of new
services was essential in meeting the goal, but
quality was as important. In 2014, AODS was
able to obtain free technical assistance through
the Department of Health Care Services to
conduct 3 trainings intended to strengthen DMC
programmatic areas, thereby increasing service
quality.
Goal: 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.
Outcome: AOD participated in all of the
webinars and trainings coordinated by the State
Department of Health Care Services (DHCS) as
well as conferences and meetings convened by
various groups to understand the administration
and financial structure of the Health Benefits
Exchange and its implications in service
delivery. This will continue in FY15-16.
Goal: 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.
Outcome: AOD Prevention created greater
visibility within primary health care through the
continued implementation of Screening, Brief
Intervention and Referral (SBIR) within the 3
Prenatal Clinics in partnership with Healthy Start
and WIC. In April and March, we conducted
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County of Contra Costa FY 2015-2016 Recommended Budget 279
campaigns within the clinics and the hospital to
raise awareness about the dangers of alcohol
and prescription drug abuse.
Goal: Support ongoing activities that align and
further the goals and objectives of the newly
implemented County Strategic Plan for
Prevention Services.
x Increase the number of screenings and
referrals of youth in school based programs,
and women receiving prenatal care.
x Reduce underage alcohol consumption by
5% within a 30 day period.
x Reduce easy access rates by five percent
(5%) among 7th graders.
x Reduce youth access marijuana rates.
x Reduce onset rates of early use among
middle schoolers.
x Collaborate with other County Public Health
Department efforts such as Tobacco and
Nutrition intended to address the Alcohol
Retail Environment.
x Support local efforts to increase awareness
about prescription drug abuse prevention
and policy efforts that promote safe disposal
of unused and expired medication.
Outcome: In 2014, AOD increased the number
of screenings and referrals conducted from the
previous year by 5%.
Underage drinking rates and youth access to
alcohol remain steady at same levels, while
marijuana use among youth has slightly shifted
due to an increase in access and availability.
We collaborated with our local Tobacco Project
and conducted the Healthy Retailers, Healthy
Communities Initiative survey in strong
partnership with local prevention providers,
youth, and the State. The results indicated a
significant prevalence of Alcopops (malt-based
alcohol fruity flavored drinks) present in the
stores. We initiated a policy response along with
the Department of Conservation and
Development to remove such products from
retail establishments, in alignment with one of
our objectives which is to reduce youth access
to alcohol and reduce underage drinking.
AOD continued to support local policy and
awareness efforts to reduce unsafe disposal of
unused and expired medications through Take
Back Your Medications Day and participation in
the Rx Safe Contra Costa coalition.
Goal: Develop formal agreements with FQHCs
to provide screening, brief intervention and
referral for treatment (SBIRT), which is now a
“funded” benefit.
Outcome: This is an ongoing effort. AOD
continues to collaborate in the development of
SBIRT related activities.
Goal: Provide technical assistance and training
as appropriate to providers requiring
comprehensive patient financial assessment as
well as assistance with medical benefit eligibility.
Outcome: Worked in conjunction with the
Behavioral Health Benefits Unit to enroll clients
in Medi-Cal immediately upon release. We
developed a system for referring clients in
treatment programs to the Benefits Specialist.
With support from HSD’s Patient Accounting
Unit, two separate trainings were offered to help
community based providers reduce the number
of disallowed DMC services due to other health
care insurance, which is a revenue management
challenge.
Goal: 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.
Outcome: This goal was met through the
activities coordinated with the Behavioral Health
Benefits Unit; however, we do plan to reach out
to EHSD on other related matters.
Goal: 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.
Outcome: AOD successfully convened multiple
brainstorming sessions with the Chief
Psychiatrist at PES and Mental Health Detention
to resolve issues related to medication refills for
clients in our treatment programs. Collaborated
with Health Care for the Homeless to allow
clients in SUD programs to receive their physical
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280 County of Contra Costa FY 2015-2016 Recommended Budget
examinations in addition to TB tests at the
Mobile Clinics or at the Respite Center Clinic in
Concord. A Housing Specialist was assigned at
the Discovery House by our Homeless program
to help clients prepare housing arrangements
before discharge and support long-term
recovery.
Goal: 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.
Outcome: In 2014, we convened a total of
three system of care meetings to provide regular
updates on emerging issues related to ACA
implementation and the 1115 DMC Waiver
implications.
Homeless Programs:
Accomplish the goals as defined in the updated
Strategic Plan to End Homelessness.
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.
Housing
Goal: Add more permanent supportive housing
through various resources that provide rental
vouchers and other support services.
Outcome: An additional 40 rental assistance
vouchers were added to the Continuum of Care.
Overall, 1,451 homeless consumers obtained
permanent housing during FY 14-15.
Goal: Continue to plan for the development of
permanent housing units with supportive
services for homeless individuals and families
through the homeless conveyance process for
the Concord Naval Weapons Station.
Outcome: Work continues towards the
development of permanent supportive housing
units for homeless individuals and families. The
Homeless Program, in concert with the
Interagency Council on Homelessness,
continues to work with the City of Concord to
develop a timeline to bring the units on-line.
Goal: 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.
Outcome: The Contra Costa Homeless
Continuum of Care has selected the
Vulnerability Index – Service Prioritization
Decision Assistance Tool (VI-SPDAT). Training
for all Homeless Service providers was
completed 1/15/15. The administration of the
VI-SPDAT continuum-wide will commence
February 2015.
Services
Goal: Continue to provide case management
and housing services to homeless veterans and
re-entry populations.
Outcome: The Homeless Program, through its
adult interim housing program, continues to
provide emergency housing and case
management services to those re-entering the
community after incarceration as well as to
homeless veterans.
Goal: Increase the availability of case
management and other support services to
persons residing in Permanent Supportive
Housing Rental Assistance Programs.
Outcome: The Homeless Program’s Supportive
Housing unit added a Mental Health Clinical
Specialist to increase counseling and case
management support to those with mental
health disabilities residing in MHSA and
homeless supportive housing.
Goal: 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.
Outcome: In April 2014, benefits services
offered through the Homeless Program were
combined with Mental Health’s patient financial
services to provide greater access, and achieve
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County of Contra Costa FY 2015-2016 Recommended Budget 281
greater efficiency and more responsiveness to
consumers needing benefits.
Outreach/Engagement/Community Awareness
Goal: Continue efforts to hold Project Homeless
Connect events throughout the year.
Outcome: Project Homeless Connect was held
in June 2014. 639 homeless individuals were
provided a variety of services that included
health care, vision screenings, benefits
enrollment, and pet vaccinations.
Goal: 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.
Outcome: The Strategic Plan Update was
approved by the County Board of Supervisors
November 2014. The updated plan emphasizes
that the only solutions to homelessness are
permanent housing and homeless prevention
services.
Goal: 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.
Outcome: The point in time homeless census
was conducted January 28-30, 2015.
Goal: Strengthen the multidisciplinary outreach
team in Contra Costa that targets individuals
who are living outside, particularly those living in
homeless encampments.
Outcome: The Homeless Program continues to
work to increase homeless multi-disciplinary
outreach teams in the community.
Public Health:
Goal: Increase PHN staff to meet the need of
comprehensive case management services.
Outcome: One FTE PHN added. Continue
with long wait list for comprehensive case
management.
Goal: 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.
Outcome: Kennedy High clinic was opened
and licensed. Five elementary schools and one
middle school in WCCUSD were added to the
SBHC schedule.
Goal: 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.
Outcome: Health Officer influenza mandate
expanded to staff working in assisted living
facilities and education and materials provided
to facilities. Data from health care facilities
analyzed and distributed to all facilities.
Goal: Continue providing school-located
influenza vaccine clinics at Head Start facilities
for children, families, and staff. Expand school-
located influenza clinics to elementary schools.
Outcome: Clinics postponed due to staff
priority being redirected to Ebola preparedness
and response.
Goal: 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.
Outcome: Education was provided to childcare
facilities and schools regarding new law, and
data collected and provided to the State
Department of Public Health, and Contra
Costa’s personal belief exemption rate (families
choosing not to vaccinate) slightly declined.
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282 County of Contra Costa FY 2015-2016 Recommended Budget
Goal: 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.
Outcome: Strategies identified and further work
needed with the Contra Costa Health Plan.
California Children’s Services
Goal: 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).
Outcome: Secured approval to hire. Expecting
to fill position in February 2015. Transition to
adult services (request to create position has
been submitted). Expecting to fill position in
February 2015.
Goal: Implement a nurse liaison assignment to
John Muir Medical Center, Walnut Creek
Campus.
Outcome: Nurse liaison was assigned as of
July 1, 2014
Goal: Review OnBase features to determine if it
meets CCS program’s electronic record needs,
implement electronic based case management
work process, and utilize the iSite CCS Team
Folder as an additional electronic tool to store
program forms.
Outcome: Continue to use OnBase for
electronic record storage and maintain thinner
charts. Implement the usage of iSite CCS Team
Folder to access CCS forms and use the
discussion forum to relay case management
information.
Goal: CCS Medical Consultants will participate
in CCHP Provider Relations meeting regarding
collaboration with CCHP providers, present at
CCHP Community Provider Network meetings to
educate providers about CCS, and encourage
provider paneling by actively recruiting providers
via office visits, e-mail and phone contact.
Outcome: CCS Medical Consultants meet with
CCHP quarterly. CCS Medical Consultants work
in collaboration with the CCS Nurse Case
Managers in discussing paneling and actively
encouraging providers to become paneled.
Goal: 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.
Outcome: Four family orientations have been
conducted. Family response was positive.
Continue to make improvement to the process.
Environmental Health:
Goal: 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.
Outcome:
x Draft on-site wastewater treatment system
ordinance and regulations are now being
reviewed by county counsel.
x One hundred forty-four inspections of
alternative on-site wastewater treatment
systems have taken place; Nine require
additional work to correct inadequate
operations.
x For the 58 alternative on-site wastewater
treatment systems we have not been able to
inspect because of recalcitrant owners,
letters have been sent to the owners and
added to the property files indicating non-
compliance and warning of the dangers of
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County of Contra Costa FY 2015-2016 Recommended Budget 283
having a system not working properly may
damage the groundwater and nearby
surface water.
Goal: 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.
Outcome:
x In July 2014, the Board of Supervisors
approved the third member for the for the
LEA appeal to an Independent Hearing
Panel.
x Finalized hearing protocols and handbook
for the LEA Independent Hearing Panel.
x Draft hauler ordinance is being vetted with
those entities holding Franchise
Agreements.
x Investigated over 468 solid waste
complaints, primarily illegal dumping, and as
of January 26, 2015 had resolved 397.
Goal: 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 that will need to enter private residences for
inspections.
Outcome:
x Hired and trained ten new inspectors.
x Conducted 4,119 unannounced, routine
inspections of retail food facilities.
x Due to the number of vacant districts and
then the training of the new inspectors,
expected inspection frequencies were not
met.
x Placarding postponed to 2015-2016.
x All veteran staff have been field
standardized per Food and Drug
Administration procedures.
Goal: 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.
Outcome:
Outreach activities that occurred:
x yearly letter to city managers and chambers
of commerce;
x division brochure updated with new
statistics, and distributed at more than 20
events, and posted on the website;
x participated in several health fairs, chamber
of commerce events, student fairs;
x provided food safety training at the adult
schools in Richmond, Concord, Martinez
and Pittsburgh.
Goal: 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.
Outcome:
x Created and used in the 2014 summer
inspections a checklist Official Inspection
Report for public pools and spas.
x Created a comparison chart of the old and
new Title 22 regulations which is being used
by jurisdictions state-wide.
x Revised the Official Inspection Report to
address Title 22 changes and this was
placed into software format for tablet usage.
Goal: Increase safety for customers of tattoo
and body artists. Continue permitting as
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284 County of Contra Costa FY 2015-2016 Recommended Budget
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.
Outcome:
x Thirty eight body art facilities were
inspected, and 136 body artists were
registered.
x No mobile inspections required, under
revisions to law no mobile tattoo facilities
allowed.
x One temporary event involving body art
occurred in the county, and was inspected.
x Began working with the district attorney to
enlist unpermitted body art facilities found
advertising on the internet to become legal.
Goal: Increase efficiency of office processes.
Continue process of scanning historic
documents to move from paper to paperless;
move from paper inspection and desktop to
tablet based field operations, incorporate web-
based payment for services, conduct efficiency
studies of work practices especially related to
customer service and EH interface with the
Finance Division.
Outcome:
x Finished scanning and inputting into
OnBase the Code Enforcement, Mobile
Food, Solid Waste, Waste Tire, and Public
Pool current and historical files.
x Tablets are used for routine inspection of
fixed food facilities and waste tire and solid
waste complaint investigations.
x Eliminated the use of paper for internal
tracking of complaint resolution.
Goal: 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.
Outcome:
x Conducted quarterly drills with EH staff.
x Actively participated in the department’s
Emergency Management Team quarterly
meetings and the planning group for that
team.
x Division was activated, management and
staff participated in the department and
county operations centers as part of the Med
Health Branch statewide drill in fall 2014.
Additional Outcomes in Other Program
Areas:
x Streamlined plan review for food facilities
and public pools/spas, and changed from
fee for service to set fees.
x With additional fees from the state, began
working with the 171 small water systems in
the county to have those input data through
the web.
Hazardous Materials:
Goal: California Accidental Release Prevention
Program: Complete 13 California Accidental
Release Prevention Program audits.
Outcome: 16 inspections were performed for
fiscal year 2014/2015.
Goal: Unannounced Inspections: Perform nine
unannounced inspections during fiscal year
2014-2015.
Outcome: 9 unannounced inspections were
performed in fiscal year 2014/2015
Goal: Aboveground Petroleum Storage Act
Program: Inspect approximately 105 facilities
that are covered by this program.
Outcome: 75 Aboveground Petroleum Storage
Act Program inspections were performed in
fiscal year 2014/2015
Goal: Incident Response Program: Respond to
all incidents within one hour, and ensure that all
incidents are mitigated safely and effectively
without injuries.
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County of Contra Costa FY 2015-2016 Recommended Budget 285
Outcome: All incidents were responded within
one hour and all were mitigated without incident
in fiscal year 2014/2015
Goal: 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.
Outcome: 693 Hazardous Materials Business
Plan Program inspections were performed in
fiscal year 2014/2015.
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 to ensure that all facilities that generate
hazardous materials will have been inspected
within the last two years.
Outcome: 667 Hazardous Waste Generator
inspections were performed in fiscal year
2014/2015
Goal: 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.
Outcome: 315 Underground Storage Tank
Program inspections were performed in fiscal
year 2014/2015
Detention Facilities Programs:
Goal: 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.
Outcome:
The Nursing Medication Room at the Martinez
Detention Facility was remodeled/redesigned for
staff safety and efficiency.
Video Translation Services to be installed at the
West County Detention Facility in all patient
treatment areas.
Development of a centralized medical supply
storage area is underway for the Martinez
Detention Facility.
All staff workstations at the West County
Detention Facility have had the first extensive
ergonomic rehab/redesign since 1991.
Goal: Promote, support and sustain the
Detention Health Services Safety Committee
Program, and provide on-going staff
development through a variety of safety training
programs/modalities.
Outcome: Two Detention Health managers
completed the 32 hour Worker Occupational
Safety and Health (WOSH) Certification.
Detention Health Services published the third
revision to their Injury and Illness Prevention
Program.
Goal: 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.
Outcome: Detention Health Services published
their Hazardous Materials Communication Plan
in December 2014. Division wide training on the
plan/program will occur for all staff in 2015.
Goal: Initiate the division wide Crisis Prevention
Institute re-certification process for all staff.
Outcome: Division wide Crisis Prevention
Institute re-certification for Detention Health staff
commenced March 19, 2014. To date, eight
classes have been held and 58 staff members
have completed the class. On-going
recertification classes are scheduled for the
2015 calendar year.
Goal: Assist in the implementation,
management and staff training of three major
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286 County of Contra Costa FY 2015-2016 Recommended Budget
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
Outcome:
ccLink 2012 update for Detention Health was
successfully installed in May 2014.
Yayuma Medication Packagers were installed at
the Martinez Detention Facility, West County
Detention Facility and Juvenile Hall to replace
the outdated medication packagers in the Spring
of 2014.
The Intake Remodel at the Martinez Detention
Facility is expected to be completed in the
Winter of 2015
Goal: 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
Outcome: Detention Health Services provided
Research Development Associates and the
Community Corrections Partnership patient
services/contact data specific to the AB109
inmate population housed in the County’s Adult
Detention Facilities.
Detention Health Services continues to work
with STAR to extract patient contact data from
ccLink on all services provided to AB109
inmates housed in the county’s detention
facilities.
Administrative and Program Goals
Hospital and Ambulatory Care Centers:
Goal: Continue to improve quality and safety
measures as outlined in the DSRIP, regulatory
measures and accreditation requirements.
Goal: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.
Goal: Develop and implement a Division-wide
Strategic Plan with the ambitious goal of
creating optimal health for all by working
together with patients, staff, and the community.
In the coming year we will present this plan at
every worksite within the Hospital and Health
Centers Division in a variety of ways including
individual and group meetings, multimedia
campaigns, and outreach.
Goal: Continued refinement and expansion of
Ambulatory Care Redesign work including the
Advanced Access Model, the Patient Centered
Health Home with expansion of alternative
models of care.
Contra Costa Health Plan:
Goal: CCHP will increase the Community
Provider Network by 5% to provide care for new
membership.
Goal: CCHP will launch a new Quality
Improvement Project (QIP) for FY 2015/16. The
topic will be chosen in collaboration with the
State and other Medi-Cal plans.
Goal: CCHP will conduct a mock audit to
ensure that all areas are in compliance and
ready for the December 2016 submission for
renewal of our NCQA Accreditation.
Goal: CCHP’s Case Management Unit will
increase by 10% the number of CCHP members
assigned a case manager.
Goal: CCHP will become core certified with the
Council for Affordable Quality Healthcare
(CAQH). The CAQH system is designed to:
1. Enhance interoperability between
providers and payers;
2. Streamline eligibility, benefits, and claim
data transactions
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County of Contra Costa FY 2015-2016 Recommended Budget 287
Goal:For FY 2015/16 the Advice Nurse Unit will
continue to work on decreasing their telephone
abandonment rate to 5%. Due to an increase in
lab calls and follow up telephone clinician
consultation calls, the LVN's are not able to
assist with many of the nonclinical calls. Most
of these calls are being handled by the Advice
Nurses which means longer waits for clinical
calls and higher abandonment rates. CCHP
must fill vacancies and hire additional LVN
positions in order to meet demands of the
nonclinical and lab calls.
Goal:Fill all vacant Advice Nurse positions
and work on updating step criteria for permanent
nurses.
Goal: Pay less interest fees to providers by
improving the timing of claim payments.
Goal: CCHP Member Services will lower their
telephone abandonment rate to less than 10%,
achievable with increased staffing.
Goal:CCHP Pharmacy staff will turn around
pharmacy authorization requests within 24
business hours 80% of the time.
Goal: CCHP will Implement home infusion
pharmacy billing through PBM.
Mental Health:
Goal: Children’s will continue to move to offer
all three current best practices in each regional
clinic and expand our MST and MDFT
Programming.
Goal: Children’s will partner with Employment
and Human Services Department to complete
the implementation of Katie A. services and hire
a Katie A. Program Manager.
Goal: Children’s and Alcohol and Other Drugs
will integrate Alcohol and Other Drugs Services
into each of the Regional Clinics two days per
week.
Goal: Develop a plan for achieving a
structurally balanced MHSA budget, where
projected revenues match projected
expenditures.
Goal: Implement the mental health treatment
portion of Laura’s Law, or AB 1421.
Goal: Fully implement all planned Innovation
Projects, to include the Wellness Coaches,
Partners in Aging, and Transportation projects.
Goal: Develop an updated Cultural
Competency Plan for 2015-2018.
Goal: Continue to offer computer training
courses to Behavioral Health staff, with
particular focus on the most frequently used
clinical forms.
Goal: The Behavioral Health Tapestry Project
will replace the antiquated NetPro Authorization
and Claims Processing System for the CMU with
Epic’s Tapestry modules, which include
Customer Relationship Management (CRM),
Referrals, Accounts Payable and Contracts (AP
Claims and Contracts), and Plan Link.
Additionally, third party applications such as
Provider Management Information Systems
(PMIS), Hyland OnBase Document Imaging, and
claims processing services (DocuStream) are
included as part of this project to further
automate and integrate both information
systems and the systems of care workflows and
processes. The purpose of this project is to
implement an integrated system which will allow
Behavioral Health to realize the following
benefits:
- Improve efficiency of the Behavioral Health's
Care Management Unit’s Access Line through
the implementation of Epic’s Customer
Relationship Management (CRM) module
- Improve quality of Behavioral Health's Provider
profiles used for referring clients to Network
Providers through the utilization of Provider
Management Information System (PMIS)
- Improve efficiency of initial referral entry and
re-authorization of services with Behavioral
Health's Network Providers through Tapestry
Referrals module
- Improve communications and coordination of
care with Behavioral Health's Network Providers
through the use of PlanLink Web Portal
- Improve accuracy of authorizations and claims
adjudication by front end eligibility checking
through the implementation of Epic's
Registration, Eligibility, and Enrollment modules
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288 County of Contra Costa FY 2015-2016 Recommended Budget
- Automate claims processing workflows with the
coding of business rules and contracts for
providers through the implementation of AP
Claims, Contracts, and Benefits Engine within
Epic's Tapestry module
- Automate claims processing data entry with the
implementation of Claims EDI Processing
Services to allow for the automatic loading of
claims to Epic's Tapestry module
- Implement document imaging of hard copy
documents for inclusion in the consumer chart
for improved coordination of care within
Behavioral Health
- Implement In Basket Messaging to allow for
improved care and coordination of services
amongst the care management team and across
Behavioral Health
- Meet Medi-Cal requirements of logging all
consumer calls received through the Access
Line to ensure appropriate access to services
and care through the implementation of Epic's
Customer Relationship Management (CRM)
module
Alcohol and Other Drugs (AOD):
AOD has a long history of working in partnership
with stakeholders which include community
based providers, clients, and the AOD Board,
along with Support4Recovery. We will continue
efforts to reach previous goals, as we position
AOD services to adequately respond to
emerging policy changes and an increased
demand for the provision of SUD treatment
given that most systems are eagerly waiting for
DMC expansion as a way to leverage their own
resources. Those changes include the Medi-Cal
eligibility expansion, criminal justice realignment
and realignment of the oversight of lower level
offenders from State to the County, and the
newly passed Proposition 47. Additionally,
recent developments at the Federal and State
levels have increased expectations for County
oversight of quality control and program
utilization, consequently requiring the
development of stronger and sound local
administrative and fiscal structures, currently
weak due to lack of staff.
In FY15/16 AOD will initiate a community
engagement process to identify gaps and
develop readiness for a county SUD
Implementation/Strategic Plan that identifies
clear, measurable and attainable goals across
service delivery.
Goal: Develop processes and formal structures
to facilitate enrollment and access to benefits
through Medi-Cal expansion, and obtain Medi-
Cal coverage for populations not traditionally
eligible, such as formerly incarcerated
individuals.
Goal:Establish a baseline penetration rate
within the first quarter of FY15/16 by assessing
current caseload in our MIS, and expand the
baseline rate by 10%.
Goal: Expansion of Drug Medi-Cal provider
base from four (4) to six (6). Encourage existing
and potential providers to expand or modify their
services into diverse levels of care, and/or to
target culturally diverse populations.
Encourage providers to increase utilization of
DMC revenue among all DMC eligible clients
proportionate to Block Grant allocations.
By adding new providers we increase access to
services, decrease wait list time, expand
underutilized resources, and reduce health
disparities.
Goal:Support local efforts to establish the
development of Medication Assisted Treatment
(MAT) for opioid dependent individuals as a new
SUD treatment benefit option under ACA.
Goal:Support the goals of the Behavioral
Health Division Integration efforts in Contra
Costa. AOD will integrate services within Mental
Health and Homeless Services to provide
efficient and effective care to individuals with
complex and diverse needs through the
following objectives or initiatives:
1. Continue to improve quality of
implementation processes of SUD treatment
at the Mental Health El Portal Clinic, a
behavioral health integrated treatment, and
apply for State DMC certification for
sustainability reasons. In FY15/16, increase
the number of admissions into SUD
treatment at El Portal by 10% from current
admission level data for FY14/15.
2. Continue providing outreach, engagement,
groups and linkages to treatment at the
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County of Contra Costa FY 2015-2016 Recommended Budget 289
Homeless Adults Shelter and Calli House.
Strengthen the structure of POWER
programs in collaboration with Anka to
ensure immediate access to SUD treatment
for homeless clients. Continue to support the
presence of the Housing Specialist at the
Discovery House and expand model to an
additional residential facility.
3. Support discussions and activities intended
to update the BH Cultural Competency Work
Plan and Workforce Development.
4. Participate in Primary and BH Integration
efforts including Miller Wellness Center,
Case Management, HealthCare for the
Homeless, and SBIRT.
5. Maintain staff support in the newly
Integrated Access Line, support the
development of procedures intended to
streamline referrals and co-location. Track
referral data and follow up to clients.
Participate in Value Stream Mapping and
Rapid Improvement Kaizen events.
6. Continue documenting admission of clients
with co-occurring disorders at Discovery
House; develop formal internal and external
protocols for meeting their needs, and
supporting long term recovery.
7. Continue work at West County Mental
Health Children and Adolescent Clinic
8. Maintain SBIR Women Services at the three
Healthy Start Clinics and WIC programs,
and increase the number of screenings and
referrals by 5%.
Goal:Increase the engagement and retention
rate among clients connected to realignment
who are served in our treatment services.
Goal:Continue supporting the goals and
objectives of the AOD Prevention Strategic Plan.
Goal:Expand and Enhance SAMHWorks:
Wellness to Independence behavioral health
services to individual clients to include new
CalWORKS Family Stabilization services for
SAMHWorks families.
Homeless Programs:
Housing
Goal: Add more permanent supportive housing
through various resources that provide rental
vouchers and other support services.
Goal: Continue to plan for the development of
permanent housing units with supportive
services for homeless individuals and families
through the homeless conveyance process at
the Concord Naval Weapons Station.
Goal: Fulfill our commitment as a Community
Solutions Zero:2016 participating community to
end homelessness for veterans in Contra Costa
by end of 2015.
Services
Goal: Continue to provide case management
and housing services to homeless veterans and
re-entry populations.
Goal: Increase the availability of case
management and other support services to
persons residing in Permanent Supportive
Housing Rental Assistance Programs.
Outreach/Engagement/Community Awareness
Goal: Continue efforts to hold Project Homeless
Connect events throughout the year.
Goal: Conduct a countywide point-in-time count
in January 2016 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.
Goal: Strengthen the multidisciplinary outreach
team in Contra Costa that targets individuals
who are living outside, particularly those living in
homeless encampments.
Data/Evaluation/Policy and Planning
Goal: Increase community-based homeless
service provider participation in the Homeless
Management information system to achieve a
greater than 95% bed coverage rate.
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290 County of Contra Costa FY 2015-2016 Recommended Budget
Goal: Work with the Inter-jurisdictional Council
on Homelessness and homeless service
providers to set continuum-wide performance
measures for homeless services within the
continuum of care.
Goal: Work with the Inter-jurisdictional Council
on Homelessness to draft and approve a
governance charter for the advisory board.
Public Health:
Goal:Collect data to monitor influenza
vaccination coverage of staff in assisted living
facilities to measure compliance with the Health
Officer influenza vaccination mandate.
Goal: Collect immunization assessment data
for compliance with child care and school
vaccination mandate, including personal belief
exemptions in Contra Costa.
California Children’s Services
Goal: Continue to assess the program’s needs
as the number of active cases increases.
Goal: Full implementation of OnBase to be
used as an active and closed electronic record
system.
Goal: CCS Medical Consultants to continue to
support John Muir Walnut Creek in its objective
to secure certification for its PICU.
Goal: CCS Nurse Case Managers to continue
to participate in roundtable meetings to improve
care coordination.
Goal: Hire an account clerk to assist families
and providers in reaching medical claims
resolution, process MTP Patient Therapy Claims
(PTRs), and assist with various other fiscal and
accounting duties.
Environmental Health:
Goal: Protect the waterways and groundwater
of the county while incorporating new technology
and new state requirements.Share draft of on-
site wastewater treatment system (OWTS)
ordinance and regulations with the public, take
to the Board of Supervisors for approval and
submit to the Regional Water Quality Control
Boards. Incorporate new OWTS ordinance and
regulations into current work practice including
training staff.
Goal: Ensure that solid waste is properly
treated and disposed. 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, recycling
centers, and facilities operating under
Enforcement Notification procedures as defined
by the state oversight agency. Adjust tonnage
fee and permit fees to cover costs of the
program.
Goal: Food Program - Improve food safety.
Provide consistent and user-friendly information
about retail food establishment inspection
results. Field standardize new Food Team staff
and non-Food Team staff to incorporate Federal
Food Program Standardization. Inspect all food
facilities one to three times per year based on
risk. Obtain Board of Supervisor approval to
begin a placard program at all food facilities that
reflects a risk-based inspection score.
Goal: Outreach - 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.
Goal: Collaboration - Improve programs locally
via active participation and leadership of
environmental health collaborations in venues
including the California Conference of Directors
of Environmental Health regional and policy
committees and associated Technical Advisory
committees, roundtables, and workshops
bringing local jurisdictions together to create
cross collaboration.
Goal: Efficiently process, with primary concern
for public safety, new plans for food facilities and
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County of Contra Costa FY 2015-2016 Recommended Budget 291
public pools. Evaluate new tracking mechanism
to see if less denials occur, lessening the
amount of time between initial submittal and
approval of the plans. Evaluate adequacy of new
fees to cover the costs of the program.
Goal: Increase health and safety for users of
pools, including spray grounds and water
features. Train staff on and incorporate new pool
operation state regulations contained within Title
22. Input routine inspection results into revised
report on tablet either in the field or in the office.
Goal: Increase knowledge of small water
system owners/operators about critical issues of
regulatory oversight, and increase the number of
small water system owners who can provide
system information directly to the state through a
web interface.
Goal: Increase safety for customers of tattoo
and body artists. Inspect fixed facilities at a
minimum once a year, and if necessary, inspect
any temporary events with tattoo and body
artists. Actively pursue and bring into
compliance any illegally operating body art
facilities and artists.
Goal: Increase efficiency of office processes.
Continue process of scanning historic
documents to move from paper to paperless,
move from paper inspection and desktop to
tablet based field operations, incorporate web-
based payment for services, conduct efficiency
studies of work practices especially related to
customer service and EH interface with the
Finance Division.
Goal: Optimize the organizational structure of
the division. Complete several personnel actions
and job classification expansions so as to meet
the current and future program management,
field and office staffing, and supervision needs.
Goal: 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:
Goal:California Accidental Release Prevention
Program: Complete 15 California Accidental
Release Prevention Program audits for fiscal
year 2015/2016.
Goal: Unannounced Inspections: Perform 10
unannounced inspections during fiscal year
2015-2016.
Goal: Aboveground Petroleum Storage Act
Program: Inspect approximately 136 facilities
that are covered by this program during fiscal
year 2015/2016.
Goal: Incident Response Program: Respond to
all incidents within one hour, and ensure that all
incidents are mitigated safely and effectively
without injuries.
Goal: Hazardous Materials Business Plan
Program: Complete approximately one-half of
all of the facility inspections during fiscal year
2015/2016 that are subject to the program, or
approximately 970 facility inspections. The goal
is to ensure that all Hazardous Materials
Businesses will have been inspected within the
last two years.
Goal: Hazardous Waste Generator Program:
Complete one-half of all of the facility
inspections during fiscal year 2015/2016 that are
subject to the program, or approximately 908
facility inspections. The goal is to ensure that all
facilities that generate hazardous materials will
have been inspected within the last two years.
Goal: Underground Storage Tank Program:
Complete an inspection of all underground
storage tank facilities in fiscal year 2015-2016.
Approximately 396 facilities are subject to the
underground storage tank regulations.
Detention Facilities Programs
Goal: Implement a Hazardous Communication
Plan for Detention Health Services
a. Provide training to all Detention Health staff
on the division’s newly implemented
Hazardous Communication Plan.
Health Services
Health and Human Services
292 County of Contra Costa FY 2015-2016 Recommended Budget
b. Develop Inventory/Ordering System for all
facilities.
c. Create SDS Manuals for each facility.
Goal: 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.
Goal: Develop internal Nursing/MH discharge
planning resources to assist inmates in
transitioning back to the community upon
release. Resource will include:
a. Discharge Medications
b. Medi-Cal application assistance
c. Inter-departmental collaboration
d. Develop patient resource guide/card for
inmates to be released.
Veterans Service
Nathan Johnson, Director Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 293
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 697,840 752,767 829,958 829,958 0
Services and Supplies 178,301 140,660 179,855 179,855 0
Expenditure Transfers 6,687 0 6,887 6,887 0
TOTAL EXPENDITURES 882,828 893,427 1,016,700 1,016,700 0
REVENUE
Other Local Revenue 75,000 75,000 75,000 75,000 0
State Assistance 189,656 117,147 126,700 126,700 0
GROSS REVENUE 264,656 192,147 201,700 201,700 0
NET COUNTY COST (NCC) 618,172 701,280 815,000 815,000 0
Allocated Positions (FTE) 8 8 8 8 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 80% 84% 82% 82%
% Change in Total Exp 0% 1% 14% 0%
% Change in Total Rev 0% (27%) 5% 0%
% Change in NCC 0% 13% 16% 0%
COMPENSATION INFORMATION
Permanent Salaries 411,100 424,610 482,983 482,983 0
Temporary Salaries 1,779 12,500 26,500 26,500 0
Deferred Comp 10,530 13,080 14,100 14,100 0
FICA/Medicare 31,561 32,477 36,942 36,942 0
Ret Exp-Pre 97 Retirees 1,659 2,367 2,367 2,367 0
Retirement Expense 151,410 166,452 162,819 162,819 0
Employee Group Insurance 48,156 59,446 59,789 59,789 0
Retiree Health Insurance 29,166 29,406 30,700 30,700 0
OPEB Pre-Pay 7,718 7,718 7,718 7,718 0
Unemployment Insurance 1,583 1,279 1,455 1,455 0
Workers Comp Insurance 3,179 3,432 4,585 4,585 0
Department Description
The Veterans Service Department provides
assistance to those who served in the Armed
Forces of America, their dependents and
survivors in obtaining 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.
Veterans Service
Health and Human Services
294 County of Contra Costa FY 2015-2016 Recommended Budget
Major Department Responsibilities
There are three components to Veterans
Service.
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, survivor
benefits 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, Social Security Administration
and VA Homeless programs 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: $1,016,700
Financing: 201,700
Net County Cost: 815,000
Funding Sources:
State 12.5% $126,700
Misc Revenue 7.4% 75,000
General Fund 80.1% 815,000
FTE: 7.5
CAO’s Recommendation
The Department’s baseline budget fully funds
on-going services for FY 2015-16. Total
expenditures have increased by $123,273 from
the current year largely due to increases in
permanent salary and benefit costs.
The County Administrator is recommending no
reduction to the Veterans Service Office
baseline budget. Services and supplies reflect
an increase of $39,195, which will support the
department’s outreach efforts to better serve
veterans and their families.
The department is expecting a $9,553 increase
of revenues in FY 2015-16 from State Aid
Veteran Affairs, which will slightly offset the
increased operational costs.
Performance Measurements
During the 2013/2014 fiscal year, the Veterans
Service Department processed $8,891,170 in
retroactive and lump sum monetary benefits for
Veterans. New recurrent benefits totaled
$769,286. These figures show an increase in
benefits.
College Fee Waivers represented $2,099,568 in
additional benefits to Veteran’s dependents.
Staff conducted 6,078 office interviews, 109 field
visits and participated in 39 outreach events
which resulted in 2,538 claims being filed.
The Veterans Service Office received a perfect
score from the California Department of
Veterans Affairs audit thereby preserving
subvention funding.
Administrative and Program Goals
Refine the department’s strategic plan involving
staffing levels at the various Veterans Services
Office locations to better serve Veterans who
reside in distant communities. This may include
increasing the level of service capability in
Martinez while maintaining the current level of
service in Danville, and increasing service
Veterans Service
Health and Human Services
County of Contra Costa FY 2015-2016 Recommended Budget 295
capability at the Brentwood and Richmond
outstations.
The Veterans Service Office will continue their
outreach efforts to increase the delivery of
services to the increasing number of Veterans
and the increasing level of difficulty regarding
physical and mental disabilities by:
1. Maintaining outreach efforts, as fulfilled by
the outreach coordinator to enhance
programs for female Veterans.
2. Supporting the aging Veteran population
which deals with profound geriatric issues
such as dementia, Alzheimer's, and post-
stroke recovery, as well as the need for
skilled nursing and long term care.
3. Responding resourcefully as casualties from
the wars in Afghanistan, Iraq and troops
returning home present new cases of
Veterans with multiple amputations, brain
trauma injuries, Post Traumatic Stress
Disorder (PTSD) and other physical wounds
and injuries.
4. Continuing to support ongoing clients
(Veterans of past wars and eras) with
recurring needs such as, updating disability
evaluations, filing of new disability and death
claims based upon presumptive disabilities,
and service related deaths respectively.
Complete the department’s conversion to
electronic files, which will enable the office to
interact with the VA through electronic
processing, claim submission, and decision
notification.
Veterans Service
Health and Human Services
296 County of Contra Costa FY 2015-2016 Recommended Budget
Law & Justice
County of Contra Costa
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Functional Group Summary
Law & Justice
County of Contra Costa FY 2015-2016 Recommended Budget 297
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
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 275,957,218 302,357,454 304,498,047 307,605,132 3,107,085
Services and Supplies 42,723,736 49,951,909 47,261,115 47,149,537 (111,578)
Other Charges 25,717,266 23,515,888 25,035,914 25,163,914 128,000
Fixed Assets 2,915,839 12,325,716 7,799,982 7,823,520 23,538
Expenditure Transfers (794,590) (2,080,095) (56,184) (56,184) 0
TOTAL EXPENDITURES 346,519,468 386,070,872 384,538,874 387,685,919 3,147,045
REVENUE
Other Local Revenue 101,239,560 112,429,659 112,286,293 111,986,293 (300,000)
Federal Assistance 12,434,526 8,575,503 4,391,813 4,391,813 0
State Assistance 87,144,971 90,414,643 91,482,813 91,482,813 0
GROSS REVENUE 200,819,057 211,419,805 208,160,919 207,860,919 (300,000)
NET COUNTY COST (NCC) 145,700,411 174,651,067 176,377,955 179,825,000 3,447,045
Allocated Positions (FTE) 1,729 1,749 1,755 1,778 23
FINANCIAL INDICATORS
Salaries as % of Total Exp 79% 78% 79% 79%
% Change in Total Exp 11% 0% 1%
% Change in Total Rev 5% (2%) 0%
% Change in NCC 20% 1% 2%
COMPENSATION INFORMATION
Permanent Salaries 123,622,273 134,931,609 141,829,354 143,928,197 2,098,843
Temporary Salaries 6,242,092 4,640,015 4,779,893 4,433,063 (346,830)
Permanent Overtime 13,289,952 13,331,931 13,274,555 12,933,150 (341,405)
Deferred Comp 284,937 534,681 708,528 712,956 4,428
Comp & SDI Recoveries (746,080) (516,549) (516,549) (516,549) 0
FICA/Medicare 5,225,730 5,444,657 6,120,594 6,187,417 66,823
Ret Exp-Pre 97 Retirees 935,703 1,045,691 1,045,009 1,047,059 2,050
Retirement Expense 84,267,131 98,819,579 91,102,514 92,465,654 1,363,140
Excess Retirement 223,145 0 147,028 147,028 0
Employee Group Insurance 19,015,238 20,968,819 21,110,724 21,422,653 311,929
Retiree Health Insurance 12,911,486 13,358,117 13,391,473 13,391,473 0
OPEB Pre-Pay 4,932,656 4,932,656 4,932,656 4,932,656 0
Unemployment Insurance 532,550 402,771 430,516 436,784 6,268
Workers Comp Insurance 4,588,234 4,463,729 6,141,752 6,083,591 (58,161)
Labor Received/Provided 632,172 (252) 0 0 0
Functional Group Summary
Law & Justice
298 County of Contra Costa FY 2015-2016 Recommended Budget
FY 2015-16
Recommended General Fund Expenditures
General
Government,
$260,318,124,
18%
Law & Justice,
$387,685,919,
27%
Health & Human
Services,
$775,001,320,
55%
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
Vacant, Director Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 299
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 7,142,910 8,403,707 8,635,990 8,335,990 (300,000)
Services and Supplies 2,755,224 2,200,000 2,572,609 2,572,609 0
Other Charges 10,717 0 0 0 0
Fixed Assets 18,445 0 0 0 0
Expenditure Transfers 331,383 279,225 394,727 394,727 0
TOTAL EXPENDITURES 10,258,679 10,882,932 11,603,326 11,303,326 (300,000)
REVENUE
Other Local Revenue 6,973,638 7,560,432 7,678,326 7,378,326 (300,000)
GROSS REVENUE 6,973,638 7,560,432 7,678,326 7,378,326 (300,000)
NET COUNTY COST (NCC) 3,285,042 3,322,500 3,925,000 3,925,000 0
Allocated Positions (FTE) 78 78 83 83 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 72% 79% 77% 76%
% Change in Total Exp 6% 7% (3%)
% Change in Total Rev 8% 2% (4%)
% Change in NCC 1% 18% 0%
COMPENSATION INFORMATION
Permanent Salaries 3,515,775 4,250,565 4,419,041 4,419,041 0
Temporary Salaries 475,870 265,953 265,953 150,000 (115,953)
Permanent Overtime 94,792 93,425 93,425 50,000 (43,425)
Deferred Comp 16,830 32,462 58,320 58,320 0
Comp & SDI Recoveries (163,735) (4,549) (4,549) (4,549) 0
FICA/Medicare 288,329 325,380 337,765 337,765 0
Ret Exp-Pre 97 Retirees 15,459 17,733 17,733 17,733 0
Retirement Expense 1,395,998 1,720,418 1,509,146 1,509,146 0
Employee Group Insurance 655,405 775,231 783,282 783,282 0
Retiree Health Insurance 436,385 443,446 398,465 398,465 0
OPEB Pre-Pay 203,727 203,727 203,727 203,727 0
Unemployment Insurance 14,858 12,850 13,702 13,702 0
Workers Comp Insurance 193,217 267,066 539,980 399,358 (140,622)
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
300 County of Contra Costa FY 2015-2016 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 residents of the County from
animal-related diseases, 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: $176,980
Financing: 176,980
Net County Cost: 0
Funding Sources:
License Sales 100.0% $176,980
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.
x Operate and maintain a shelter
management system;
x Quarantine biting animals as a part of the
rabies control program;
x Conduct low-cost rabies vaccination clinics;
x Operate lost and found, animal socializing,
fostering, mobile adoption, and community
events. More than 260 volunteers provided
over 23,600 hours assisting with the lost and
found program, animal socializing, mobile
adoption, and community events;
x Humanely euthanize sick, old, and
unwanted animals by injection; and
euthanize aggressive animals to protect the
public.
x Operate a humane education program. This
program provides information to thousands
of 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 2015-2016 Recommended Budget 301
Animal Care and Housing Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $6,085,554
Financing: 3,833,275
Net County Cost: 2,252,279
Funding Sources:
City Contract 40.9% $2,491,570
License Sales 12.6% 769,069
Humane Services 7.9% 483,671
Animal Benefit Fund 1.2% 70,000
Animal Sales 0.3% 18,965
General Fund 37.0% 2,252,279
FTE: 48.0
Field Enforcement
Description: Enforces state laws and County
ordinances in the unincorporated area and the
cities that have agreements with the County:
x Animal bite investigation - Biting incidents
are investigated by Animal Services
Officers.
x 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.
x 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.
x 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.
x 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.
x 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.
x 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: $4,383,348
Financing: 2,710,627
Net County Cost: 1,672,721
Funding Sources:
City Contract 40.9% $1,794,633
License Sales 12.6% 553,951
Humane Services 7.9% 348,383
Animal Sales 0.3% 13,660
General Fund 38.2% 1,672,721
FTE: 32.0
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 11,939 in 2013.
Animal Services
Law and Justice
302 County of Contra Costa FY 2015-2016 Recommended Budget
Spay/Neuter Clinic Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $ 657,444
Financing: 657,444
Net County Cost: 0
Funding Sources:
Spay Fees 63.1% $ 415,000
City Contract 36.9% 242,444
FTE: 2.0
CAO’s Recommendation
The Animal Services Department FY 2015-16
Baseline Budget increased by 6.6% compared
to the FY 2014-15 Budget through increases in
operating expenses.
The Department will implement a variety of
strategies to increase revenues to offset the
increased expenses. These include the
utilization of new scanning software to upload
rabies certifications from veterinary offices, the
implementation of a new ordinance that requires
all dog owners to license their animals or face
an enforceable fine, the automated mailing of
multiple notices to new and existing dog owners,
and online purchasing of animal licenses. In
addition, the Department anticipates an
additional $249,728 in City Contract revenue in
FY 2015-16. City Contract revenues are
determined on a per capita basis. A slight
increase in Contra Costa population, as
determined by the California State Department
of Finance, in concert with a fee increase of
$0.25 per capita, will result in the increased City
Contract revenue.
The Recommended Budget reflects modest
increases in Spay & Neuter revenues and Pet
Sales in the amounts of $9,846 and $2,000,
respectively. Revenues resulting from the above
listed sources, along with an increase of
$625,000 in County General fund allocation are
projected to be sufficient to accommodate the
increased expenses. The Animal Care and
Housing cost center includes a $70,000 transfer
from the Animal Benefit Fund to partially fund
improved cat habitats to increase adoptions.
Performance Measurement
Goal: Increase animal adoptions with the use of
modern technology to better showcase animals
on our website and on Facebook pages, and in
the shelter; 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:
x volunteers continue to film hundreds of
adoption videos and posting them on
YouTube,
x the Department’s Facebook page, and
x newly installed monitors in the shelter
lobby; and
x special events were advertised on the
Department website, Facebook page,
and canine magazine 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 continuing the low
cost dog obedience classes with its new sign up
procedures which afford dog owners the
opportunity to join a class as soon as they
express interest.
Animal Services
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 303
Goal: Total implementation of the newly created
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 addresses all aspects
of Shelter care and Maintenance, as well as
Animal Behavior and Customer Service. The
Department will complete the final phases of the
project by getting the curriculum transferred onto
Target Solutions and accepted at the university
level for college credit.
Goal: Increase our licensing compliance rate by
implementation of the Administrative Penalties
Ordinance and continued emphasis on
enhancing our marketing and education efforts.
Measurement:The Department is
implementing new strategies for license
compliance with inclusion of the Administrative
Penalties Ordinance which addresses failure to
comply with state mandated licensing. The
process will include multiple notices which will
make it more difficult for pet owners to forget or
ignore the licensing of their pets. With the
inclusion and implementation of the
Administrative Penalties Ordinance, for the first
time the licensing program contains measures
that affords the department to ability to collect
fees for failure to license pets.
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 basic 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 continues to develop
more structured in-house training protocols.
Administrative and Program Goals
Goal:Enhance the animal shelter experience for
the public by increasing access to more
information through various media.
Goal:Expand and increase opportunities for
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 training to staff and volunteers
focusing on those dogs that do not adjust well to
the shelter environment.
Animal Services
Law and Justice
304 County of Contra Costa FY 2015-2016 Recommended Budget
FY 2015-16
Program Modification List
Order
Reference to
Mand/Disc
List
Program
Name Service FTE Net County
Cost Impact Impact
1 3 Animal
Services
Field
Enforcement 0.0 ($300,000)
This reduction will be handled using
adjustments to staffing levels through,
overtime reductions, and reduced use of
temporary employees.
2 3 Animal
Services
Licensing
Revenue 0.0 $300,000 Anticipated reduction in Animal Licensing
revenue.
Total 0.0 0
Conflict Defense
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 305
Conflict Defense
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 1,174 0 1,500 1,500 0
Services and Supplies 3,652,878 4,500,000 4,998,500 4,998,500 0
TOTAL EXPENDITURES 3,654,052 4,500,000 5,000,000 5,000,000 0
REVENUE 0000 0
GROSS REVENUE 0 0 0 0 0
NET COUNTY COST (NCC) 3,654,052 4,500,000 5,000,000 5,000,000 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 0% 0% 0% 0%
% Change in Total Exp 23% 11% 0%
% Change in NCC 23% 11% 0%
COMPENSATION INFORMATION
Temporary Salaries 1,061 0 1,500 1,500 0
FICA/Medicare 810000
Unemployment Insurance 4 0 0 0 0
Workers Comp Insurance 28 0 0 0 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: $5,000,000
Financing:0
Net County Cost: 5,000,000
Funding Sources:
General Fund 100.0% $5,000,000
Conflict Defense
Law and Justice
306 County of Contra Costa FY 2015-2016 Recommended Budget
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 during fiscal years 2013-14 and
2014-15, the Recommended Budget includes
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.
District Attorney
Mark Peterson, District Attorney Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 307
District Attorney Summary
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 29,864,163 31,290,955 31,366,131 32,686,605 1,320,474
Services and Supplies 3,608,717 3,364,961 3,715,734 3,715,734 0
Other Charges 33,526 33,400 33,400 33,400 0
Fixed Assets 96,566 15,000 5,000 5,000 0
Expenditure Transfers (739,437) (828,198) (829,792) (829,792) 0
TOTAL EXPENDITURES 32,863,535 33,876,118 34,290,473 35,610,947 1,320,474
REVENUE
Other Local Revenue 3,688,274 4,081,986 3,476,434 3,476,434 0
Federal Assistance 135,264 132,531 105,323 105,323 0
State Assistance 15,555,129 15,261,601 15,629,190 15,629,190 0
GROSS REVENUE 19,378,667 19,476,118 19,210,947 19,210,947 0
NET COUNTY COST (NCC) 13,484,867 14,400,000 15,079,526 16,400,000 1,320,474
Allocated Positions (FTE) 184 186 186 193 7
FINANCIAL INDICATORS
Salaries as % of Total Exp 89% 90% 89% 90%
% Change in Total Exp 3% 1% 4%
% Change in Total Rev 1% (1%) 0%
% Change in NCC 7% 5% 9%
COMPENSATION INFORMATION
Permanent Salaries 16,037,855 17,816,612 18,412,045 19,082,186 670,141
Temporary Salaries 1,600,652 434,532 434,532 434,532 0
Permanent Overtime 206,865 70,000 138,290 138,290 0
Deferred Comp 74,650 89,146 152,880 152,880 0
Comp & SDI Recoveries (4,728) 0 0 0 0
FICA/Medicare 1,099,705 1,086,432 1,154,916 1,164,123 9,207
Ret Exp-Pre 97 Retirees 78,199 83,865 83,865 83,865 0
Retirement Expense 7,036,631 8,273,831 7,371,579 7,858,513 486,934
Excess Retirement 561 0 0 0 0
Employee Group Insurance 1,715,119 1,776,271 1,887,595 2,006,714 119,119
Retiree Health Insurance 1,016,635 1,065,194 1,049,617 1,049,617 0
OPEB Pre-Pay 391,276 391,276 391,276 391,276 0
Unemployment Insurance 66,238 51,987 55,396 57,275 1,879
Workers Comp Insurance 544,504 151,809 234,140 267,334 33,194
District Attorney
Law and Justice
308 County of Contra Costa FY 2015-2016 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 2015-2016 Recommended Budget 309
District Attorney Budget
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 29,149,003 30,595,040 30,808,787 32,129,261 1,320,474
Services and Supplies 3,570,459 3,346,975 3,711,870 3,711,870 0
Other Charges 33,526 33,400 33,400 33,400 0
Fixed Assets 96,566 15,000 5,000 5,000 0
Expenditure Transfers (423,885) (422,198) (415,792) (415,792) 0
TOTAL EXPENDITURES 32,425,669 33,568,217 34,143,265 35,463,739 1,320,474
REVENUE
Other Local Revenue 3,469,740 3,881,986 3,276,434 3,276,434 0
Federal Assistance 135,264 132,531 105,323 105,323 0
State Assistance 15,555,129 15,261,601 15,629,190 15,629,190 0
GROSS REVENUE 19,160,133 19,276,118 19,010,947 19,010,947 0
NET COUNTY COST (NCC) 13,265,536 14,292,099 15,132,318 16,452,792 1,320,474
Allocated Positions (FTE) 181 183 183 190 7
FINANCIAL INDICATORS
Salaries as % of Total Exp 89% 90% 89% 90%
% Change in Total Exp 4% 2% 4%
% Change in Total Rev 1% (1%) 0%
% Change in NCC 8% 6% 9%
COMPENSATION INFORMATION
Permanent Salaries 15,747,762 17,459,004 18,118,627 18,788,768 670,141
Temporary Salaries 1,472,400 434,532 434,532 434,532 0
Permanent Overtime 206,865 70,000 138,290 138,290 0
Deferred Comp 72,938 85,966 151,140 151,140 0
Comp & SDI Recoveries (4,728) 0 0 0 0
FICA/Medicare 1,070,058 1,060,848 1,133,099 1,142,306 9,207
Ret Exp-Pre 97 Retirees 76,923 80,658 80,658 80,658 0
Retirement Expense 6,922,286 8,128,053 7,266,701 7,753,635 486,934
Excess Retirement 561 0 0 0 0
Employee Group Insurance 1,665,339 1,715,880 1,841,689 1,960,808 119,119
Retiree Health Insurance 960,321 1,000,034 997,460 997,460 0
OPEB Pre-Pay 361,873 361,873 361,873 361,873 0
Unemployment Insurance 64,661 50,880 54,516 56,395 1,879
Workers Comp Insurance 531,745 147,312 230,202 263,396 33,194
District Attorney
Law and Justice
310 County of Contra Costa FY 2015-2016 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: $35,879,531
Financing: 19,426,739
Net County Cost: 16,452,792
Funding Sources:
Sales Tax 36.1% $12,949,671
Intergov Rev 8.5% 3,043,434
Misc State Aid 7.1% 2,534,519
Transfers 1.2% 415,792
Miscellaneous Rev 0.6% 233,000
State Aid Realignmt 0.4% 145,000
Fed Aid Crime Ctrl 0.3% 105,323
General Fund 45.8% 16,452,792
FTE: 189.5
District Attorney
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 311
Public Assistance Fraud Budget
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 417,289 400,873 264,186 264,186 0
Services and Supplies 20,978 5,127 3,616 3,616 0
Expenditure Transfers (315,552) (406,000) (414,000) (414,000) 0
TOTAL EXPENDITURES 122,715 0 (146,198) (146,198) 0
REVENUE 0000 0
GROSS REVENUE 00000
NET COUNTY COST (NCC) 122,715 0 (146,198) (146,198) 0
Allocated Positions (FTE) 1 1 1 1 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 95% 99% 99% 99%
% Change in Total Exp (100%) 0% 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 130,557 198,740 129,786 129,786 0
Temporary Salaries 127,022 0 0 0 0
Deferred Comp 692 2,160 720 720 0
FICA/Medicare 18,161 13,440 9,301 9,301 0
Ret Exp-Pre 97 Retirees 563 2,560 2,560 2,560 0
Retirement Expense 50,637 79,370 46,438 46,438 0
Employee Group Insurance 19,289 30,439 15,774 15,774 0
Retiree Health Insurance 44,226 53,167 40,164 40,164 0
OPEB Pre-Pay 17,313 17,313 17,313 17,313 0
Unemployment Insurance 973 639 388 388 0
Workers Comp Insurance 7,856 3,045 1,742 1,742 0
District Attorney
Law and Justice
312 County of Contra Costa FY 2015-2016 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: $267,802
Financing: 414,000
Net County Cost: (146,198)
Funding Sources:
Transfers 100.0% $414,000
FTE: 1.0
District Attorney
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 313
Public Administrator Budget
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 297,871 295,042 293,158 293,158 0
Services and Supplies 17,279 12,859 248 248 0
TOTAL EXPENDITURES 315,150 307,901 293,406 293,406 0
REVENUE
Other Local Revenue 218,535 200,000 200,000 200,000 0
GROSS REVENUE 218,535 200,000 200,000 200,000 0
NET COUNTY COST (NCC) 96,616 107,901 93,406 93,406 0
Allocated Positions (FTE) 2 2 2 2 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 95% 96% 100% 100%
% Change in Total Exp (2%) (5%) 0%
% Change in Total Rev (8%) 0% 0%
% Change in NCC 12% (13%) 0%
COMPENSATION INFORMATION
Permanent Salaries 159,537 158,868 163,632 163,632 0
Temporary Salaries 1,230 0 0 0 0
Deferred Comp 1,020 1,020 1,020 1,020 0
FICA/Medicare 11,487 12,144 12,516 12,516 0
Ret Exp-Pre 97 Retirees 713 647 647 647 0
Retirement Expense 63,708 66,408 58,440 58,440 0
Employee Group Insurance 30,491 29,952 30,132 30,132 0
Retiree Health Insurance 12,089 11,993 11,993 11,993 0
OPEB Pre-Pay 12,090 12,090 12,090 12,090 0
Unemployment Insurance 604 468 492 492 0
Workers Comp Insurance 4,903 1,452 2,196 2,196 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
314 County of Contra Costa FY 2015-2016 Recommended Budget
Public Administrator Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $293,406
Financing: 200,000
Net County Cost: 93,406
Funding Sources:
Estate Fees 68.2% $200,000
General Fund 31.8% 93,406
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: $350,000
Financing: 200,000
Net Fund Cost: 150,000
Funding Sources:
Fines/Forfeitures 57.1% $200,000
Fund Balance 42.9% 150,000
Narcotics Forfeiture
Description:State law requires that the District
Attorney Office’s portion of distributed forfeited
narcotics assets be used for enhancement of
prosecution.
Narcotics Forfeiture Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $70,000
Financing: 190,000
Net Fund Cost: (120,000)
Funding Sources:
Seizures 100.0% $190,000
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: $ 306,910
Financing: 200,000
Net Fund Cost: 106,910
Funding Sources:
General Fines 65.2% $ 200,000
Fund Balance 34.8% 106,910
District Attorney
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 315
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: $ 20,500
Financing: 50,000
Net Fund Cost: (29,500)
Funding Sources:
General Fines 100.0% $ 50,000
Real Estate Fraud Prosecution
Description:Pursuant to State law, pays for
District Attorney cost of deterring, investigating,
and prosecuting real estate fraud crimes, using
fees from recording real estate instruments.
Real Estate Fraud Prosecution Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $457,400
Financing: 500,000
Net Fund Cost: (42,600)
Funding Sources:
Recording Fees 100.0% $500,000
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: $325,317
Financing: 325,317
Net Fund Cost: 0
Funding Sources:
Public Safety Realign 100.0% $325,317
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: $232,960
Financing: 232,960
Net Fund Cost: 0
Funding Sources:
Public Safety Realign 100.0% $232,960
District Attorney
Law and Justice
316 County of Contra Costa FY 2015-2016 Recommended Budget
CAO’s Recommendation
The FY 2015-16 Baseline Budget increases
expenditure appropriations by $414,355, or
1.2% and decreases estimated revenue by
$265,171, or 1.4%, resulting in an increase to
net County cost of $679,526.
The Recommended Budget increases net
County cost by $2 million, which funds the
baseline budget and augments department
operations by an additional $1.3 million. The
additional $1.3 million funds 7 new positions:
four Deputy District Attorney-Basic positions,
one Administrative Services Assistant II position
to serve as the departmental grant writer, one
Crime Scene Investigator (CSI) Specialist and
one Victim/Witness Program Specialist position.
In addition, the budgeted vacancy factor is
reduced by $252,697 from the FY 2014-15 level
to a new vacancy factor of $432,391 for FY
2015-16.
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 1.1 million residents and 25 law
enforcement agencies within the 19 cities of
Contra Costa County, the District Attorney’s
Office reviews every police report in its
jurisdiction. In 2014, the Office prosecuted over
4,100 felony cases, 7,900 misdemeanor cases,
including 133 felony trials (its highest number in
at least 7 years) and 189 misdemeanor jury
trials. Despite the high numbers of cases and
heavy workload, the Office managed to maintain
an overall felony conviction rate of 80%--one of
the highest in the 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) West County Anti-Violence Coalition
The Office holds quarterly meetings jointly with
Richmond Police Department, the Sheriff’s
Office, the Probation Department, San Pablo
Police Department, and federal agencies to
strategize regarding new and on-going anti-
violence efforts.
Ceasefire
The District Attorney’s Office continues to be
very involved with the anti-gang initiative known
as “Ceasefire” in the city of Richmond in an
attempt to stem gang violence at its source,
before it erupts into shootings and before the
taking of innocent lives. The Office holds “call-
ins” where gang members are called into
meetings and told of an impending crackdown if
the violence continues. This is done in
partnership between law enforcement,
community members, clergy, and service
providers.
The District Attorney’s Office continues to work
closely with the West County community to keep
this momentum going in a positive direction.
From a high of 47 murders in 2009, the number
of homicides in the city of Richmond has been
reduced to 14 in 2014. This is the lowest
District Attorney
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 317
homicide rate in three decades and is a
remarkable improvement for that community.
(B) East County Anti-Violence Coalition
The District Attorney’s Office holds quarterly
meetings jointly with the Pittsburg, Antioch,
Brentwood, and Oakley Police Departments, the
Sheriff’s Office, the Probation Department, and
several federal agencies to strategize regarding
new and on-going anti-violence efforts.
(C) Safe Streets Task Force
In collaboration with the FBI, the Office has
formulated a county-wide task force to fight
violent crime on a county-wide basis. The task
force includes several FBI agents, two
investigators from the District Attorney’s Office,
and officers from the Pittsburg, Antioch, and
Richmond Police Departments, and the Sheriff’s
Office. This task force will operate throughout
the county in innovative ways to reduce violent
crime.
(D) Anti-Truancy Initiative
Since January 2011 the District Attorney’s Office
has focused on preventing crime by trying to
help kids stay in school. This program focuses
on increasing school attendance by sending
letters to truant students, and their parents, and
meeting with those individuals. A 0.5 FTE
Deputy District Attorney is responsible for
working with schools in the county to teach
classes on bullying, gun violence, drug abuse,
and gang intervention. Over the last year, she
has taught this curriculum to over 700 middle
school students in East County and is expanding
this program to West County in the Spring.
Additionally, the Deputy District Attorney is an
active participant on the Student Attendance
Review Board panels in several districts
including San Ramon, Acalanes, Pittsburg,
Mount Diablo and the newly formed County
"SARB" panel which serves the charter schools.
The Office also partners with community-based
organizations such as the Jr. Achievement
Group (the largest national organization
dedicated to helping students plan for academic
and economic success), the Youth Intervention
Network in Antioch, and Kops for Kids, to further
serve Contra Costa County's youth. In a
coordinated effort with Jr. Achievement, over 20
prosecutors from the District Attorney’s Office
have participated in Law Enforcement Career
Days at Pinole Valley and Deer Valley High
Schools, and several middle schools in Antioch.
The District Attorney’s Office 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 to combat
chronic absenteeism in one of the county’s
largest districts. The program will allow the
Office to assess factors contributing to chronic
absenteeism and provide the appropriate
resources. If the pilot program is successful in
curbing the rate of chronic absenteeism, the
model will be considered for implementation
throughout the county.
Finally, the District Attorney is working closely
with Judge Rebecca Hardie and Judge John
Laettner to establish a Parent Truancy Court,
modeled after that which has been successful in
Alameda County, to compel the attendance of
elementary school students throughout Contra
Costa County.
(E) Gun Buy Back Program
The District Attorney’s Office led a county-wide
gun buyback program in 2013 and 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. Over 500 weapons were removed
from the streets.
In partnership with Pittsburg Police Department,
the Office conducted another gun buyback in the
Summer of 2014 and removed an additional 200
guns from the streets.
(F) Human Trafficking Awareness Campaign
The Office sponsored a Human-Trafficking
Awareness campaign in 2014 and again in
February 2015. This included addressing the
Board of Supervisors on the issue, and
conducting training for law enforcement. The
District Attorney
Law and Justice
318 County of Contra Costa FY 2015-2016 Recommended Budget
Office also placed public notices in busses, bus
shelters, BART stations and on billboards
throughout the county.
(G) Realignment (AB 109)
In October 2011, the Legislature drastically
changed the sentencing and punishment
structure California. Most individuals convicted
of felonies are now housed locally, instead of
being sent to state prison. This caused a
significant impact on county public safety
services, including the Probation Department,
the Sheriff’s Office and the District Attorney’s
Office. The Office continues to work closely with
our Community Corrections Partnership to meet
these challenges, entailing a great deal of time
and effort in discussions and meetings .
Significant resources have been required to
address these changes, including more victim
witness personnel to work with victims and to
determine restitution; more prosecutors to
handle parole revocations; additional
prosecutions because of these individuals now
serving less custody time; and training of
prosecutors regarding new sentencing
alternatives.
(H) Proposition 47
The recently enacted Proposition 47 changed all
drug possession cases from felonies to
misdemeanors. This resulted in the resentencing
of hundreds of defendants. The Office
anticipates that these changes will result in
greater recidivism by drug addicts as they will
have even less motivations to seek treatment for
their addictions. Because the Proposition only
recently took effect however, it’s unclear how
this will ultimately affect the workload in the
District Attorney’s Office.
2. Administrative Goals
(A) Case Management System
The Office needs a new case management
system to effectively prosecute the thousands of
cases we process each year and has been
working on this project for over 4 years. The
new system is expected go “live” in May 2015.
This will continue to take significant time and
effort to successfully implement.
(B) Staffing
The District Attorney will continue to need
adequate staffing to maintain the ability to
prosecute the full spectrum of criminal offenses
and work on crime prevention initiatives. The
Office continues to work with the County
Administrator’s Office as staffing issues arise.
(C) Management Training
The Office has spent numerous days engaged in
management training to help fulfill its mission
and help better serve our citizens. The goal is to
be more of a “learning organization” that learns
from each other and understands better how
each employee’s work affects the other
employees in the office.
District Attorney
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 319
FY 2015-16
Program Modification List
Order
Reference to
Mand/Disc
List
Program Name Service FTE Net County
Cost Impact Impact
1 1 Mainline
Prosecution
Mainline
Prosecution 4.0 $767,080
Add four (4) Deputy
District Attorney – Basic
positions to augment
program staffing in the
District Attorney’s Office
2 7 Administration Administration 1.0 $120,000
Add one (1)
Administrative Services
Assistant II position to
serve as the grant writer
to originate, manage and
report on grant funding
for the department
3 3 Investigation Investigation 1.0 $101,625
Add one (1) Crime Scene
Investigation (CSI)
Specialist position to
expand investigative
capabilities with the
department.
4 4 Victim/Witness
Advocacy
Victim/Witness
Advocacy 1.0 $79,027
Add one (1)
Victim/Witness Program
Specialist position to
assist with
Victim/Witness program
caseloads
5 1 Mainline
Prosecution
Reduce
Vacancy
Factor
0.0 $252,697
Reduce budgeted
vacancy factor within the
department providing
additional flexibility to
hire into vacant positions
Total 7.0 $1,320,474
District Attorney
Law and Justice
320 County of Contra Costa FY 2015-2016 Recommended Budget
Justice Systems Development/Planning
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 321
Summary
Law and Justice Budgets
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 304,986 385,991 376,041 376,041 0
Services and Supplies 1,032,360 7,455,977 3,442,903 3,314,903 (128,000)
Other Charges 575,366 577,000 0 0 0
Fixed Assets 0 128,000 25,000 25,000 0
Expenditure Transfers (49,579) (254,240) (258,264) (258,264) 0
TOTAL EXPENDITURES 1,863,133 8,292,728 3,585,680 3,457,680 (128,000)
REVENUE
Other Local Revenue 497,789 1,245,483 129,315 129,315 0
State Assistance 937,865 905,623 930,000 930,000 0
GROSS REVENUE 1,435,654 2,151,106 1,059,315 1,059,315 0
NET COUNTY COST (NCC) 427,479 6,141,622 2,526,365 2,398,365 (128,000)
Allocated Positions (FTE) 3 3 3 3 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 16% 5% 10% 10%
% Change in Total Exp 345% (57%) (4%)
% Change in Total Rev 50% (51%) 0%
% Change in NCC 1337% (59%) (5%)
COMPENSATION INFORMATION
Permanent Salaries 166,528 210,072 189,354 189,354 0
Temporary Salaries 0 0 51,264 51,264 0
Deferred Comp 2,820 4,620 4,620 4,620 0
FICA/Medicare 12,068 16,116 14,485 14,485 0
Ret Exp-Pre 97 Retirees 736 973 973 973 0
Retirement Expense 65,833 85,080 67,513 67,513 0
Employee Group Insurance 28,368 40,006 28,606 28,606 0
Retiree Health Insurance 19,776 20,009 10,034 10,034 0
OPEB Pre-Pay 7,275 7,275 7,275 7,275 0
Unemployment Insurance 632 632 575 575 0
Workers Comp Insurance 949 1,208 1,342 1,342 0
Justice Systems Development/Planning
Law and Justice
322 County of Contra Costa FY 2015-2016 Recommended Budget
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
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 2015-2016 Recommended Budget 323
Law & Justice Systems Development
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 304,986 385,991 376,041 376,041 0
Services and Supplies 215,608 5,698,114 2,512,903 2,384,903 (128,000)
Other Charges 575,366 577,000 0 0 0
Fixed Assets 0 128,000 25,000 25,000 0
Expenditure Transfers (49,579) (254,240) (258,264) (258,264) 0
TOTAL EXPENDITURES 1,046,382 6,534,865 2,655,680 2,527,680 (128,000)
REVENUE
Other Local Revenue 497,789 1,245,483 129,315 129,315 0
GROSS REVENUE 497,789 1,245,483 129,315 129,315 0
NET COUNTY COST (NCC) 548,593 5,289,382 2,526,365 2,398,365 (128,000)
Allocated Positions (FTE) 3 3 3 3 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 28% 6% 13% 13%
% Change in Total Exp 525% (59%) (5%)
% Change in Total Rev 150% (90%) 0%
% Change in NCC 864% (52%) (5%)
COMPENSATION INFORMATION
Permanent Salaries 166,528 210,072 189,354 189,354 0
Temporary Salaries 0 0 51,264 51,264 0
Deferred Comp 2,820 4,620 4,620 4,620 0
FICA/Medicare 12,068 16,116 14,485 14,485 0
Ret Exp-Pre 97 Retirees 736 973 973 973 0
Retirement Expense 65,833 85,080 67,513 67,513 0
Employee Group Insurance 28,368 40,006 28,606 28,606 0
Retiree Health Insurance 19,776 20,009 10,034 10,034 0
OPEB Pre-Pay 7,275 7,275 7,275 7,275 0
Unemployment Insurance 632 632 575 575 0
Workers Comp Insurance 949 1,208 1,342 1,342 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 Systems Development/Planning
Law and Justice
324 County of Contra Costa FY 2015-2016 Recommended Budget
Justice Automated Warrant System (JAWS), and
the Law & Justice Information System (LJIS).
Law & Justice Systems Development
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $ 2,785,944
Financing: 387,579
Net County Cost: 2,398,365
Funding Sources:
Fees from Participants 13.6% 378,114
Miscellaneous Rev 0.3% 9,465
General Fund 86.1% 2,398,365
FTE: 2.5
Justice Systems Development/Planning
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 325
Vehicle Theft Program
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 816,751 1,757,863 930,000 930,000 0
TOTAL EXPENDITURES 816,751 1,757,863 930,000 930,000 0
REVENUE
State Assistance 937,865 905,623 930,000 930,000 0
GROSS REVENUE 937,865 905,623 930,000 930,000 0
NET COUNTY COST (NCC) (121,114) 852,240 0 0 0
FINANCIAL INDICATORS
% Change in Total Exp 115% (47%) 0%
% Change in Total Rev (3%) 3% 0%
% Change in NCC (804%) (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: $ 930,000
Financing: 930,000
Net County Cost: 0
Funding Sources:
Vehicle License Fees 100.0% $ 930,000
Justice Systems Development/Planning
Law and Justice
326 County of Contra Costa FY 2015-2016 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: $2,804,252
Financing: 625,001
Net Fund Cost: 2,179,251
Funding Sources:
Fines & Forfeits 14.3% $ 400,000
Participant Fees 8.0% 225,001
Fund Balance 77.7% 2,179,251
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 100.0% $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: $25,237,218
Financing: 25,237,218
Net Fund Cost: 0
Funding Sources:
Public Safety Realign 100.0% $25,237,218
Fund 115300 (2982)
Justice Systems Development/Planning
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 327
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: $6,316,840
Financing: 6,316,840
Net Fund Cost: 0
Funding Sources:
Public Safety Realign 100% $6,316,840
Fund 115300 (2981)
CAO’s Recommendation
The Baseline Budget is reduced from the current
year by $4,707,048 due to the removal of prior-
year fund balance in the amount of $3,878,185
from Law & Justice Systems Development and
$827,863 from the Vehicle Theft program.
Revenues are reduced from the current year
levels by $1,091,791 due to the elimination of a
one-time recoupment of lease-purchase
financing for the abandoned Justware case
management system in the amount of
$1,083,518 and a reduction in user charges in
the amount of $32,650, offset by an increase in
Vehicle License Fees of $24,377.
The Recommended Budget reduces
appropriations in Law & Justice Systems
Development by $128,000 in order to fund the
first year of Superior Court costs of the County’s
implementation of Laura’s Law, a court-ordered
assisted outpatient mental health treatment
program. For additional information, see
Superior Court Related Functions.
Performance Measurement
Contract negotiation and implementation of
new District Attorney and Probation
Department Case Management Systems
x Negotiated contracts the District Attorney
and Probation case management systems
x Began implementation of the District
Attorney and Probation case management
systems
Maintain and modernize other justice data
systems
x 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.
Ɣ Warrant System – Drafted a Request for
Proposals to replace the aged automated
warrant system;
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.
x All County Criminal Justice Information
Network – Began the effort to convert the
network from traditional frame relay circuitry
to higher speed, higher capacity fiber optic
communication.
x Disposition Reporting - Analyzed and
produced juvenile disposition reports.
Administrative and Program Goals
Completion of Phase 1 of the New District
Attorney case management system and
commence implementation of the Probation
Department case management system
Needs Assessment of Public Defender’s
Office Case Management System
x Discover and prioritize requirements
Justice Systems Development/Planning
Law and Justice
328 County of Contra Costa FY 2015-2016 Recommended Budget
x Develop and publish an RFP (Request For
Proposals) seeking bids.
System Modernization
x Modernize JAWS software platform
x Complete the conversion of the ACCJIN
(justice information network) from traditional
frame relay circuitry to higher speed, higher
capacity fiber optic communication
FY 2015-16
Program Modification List
Order
Reference to
Mand/Disc
List
Program
Name Services FTE Net County
Cost Impact Impact
1 1
Law & Justice
Systems
Development
Reduce project
reserve 0.0 ($128,000)
Will reduce funds available
for the case management
systems replacement project
in order to subsidize the first-
year cost of the Superior
Court to implement Laura’s
Law.
Total 0.0 ($128,000)
Probation
Philip Kader, Chief Probation Officer Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 329
Probation Department Summary
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 50,275,855 54,635,852 54,775,164 54,775,164 0
Services and Supplies 8,468,856 7,323,253 7,198,788 7,198,788 0
Other Charges 8,233,261 7,182,700 9,153,238 9,153,238 0
Fixed Assets 157,969 31,000 0 0 0
Expenditure Transfers (1,800,085) (1,169,539) (844,469) (844,469) 0
TOTAL EXPENDITURES 65,335,855 68,003,266 70,282,721 70,282,721 0
REVENUE
Other Local Revenue 16,012,131 15,224,992 17,433,119 17,433,119 0
Federal Assistance 4,787,826 4,420,004 2,761,470 2,761,470 0
State Assistance 8,061,820 7,932,992 8,588,132 8,588,132 0
GROSS REVENUE 28,861,778 27,577,988 28,782,721 28,782,721 0
NET COUNTY COST (NCC) 36,474,077 40,425,278 41,500,000 41,500,000 0
Allocated Positions (FTE) 339 348 347 347 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 75% 79% 77% 77%
% Change in Total Exp 4% 3% 0%
% Change in Total Rev (4%) 4% 0%
% Change in NCC 11% 3% 0%
COMPENSATION INFORMATION
Permanent Salaries 21,264,232 22,905,073 23,911,098 23,911,098 0
Temporary Salaries 1,272,234 1,315,000 1,315,000 1,315,000 0
Permanent Overtime 1,781,045 786,000 811,000 811,000 0
Deferred Comp 66,947 102,413 155,808 155,808 0
Comp & SDI Recoveries (117,066) (47,000) (47,000) (47,000) 0
FICA/Medicare 587,623 576,929 593,221 593,221 0
Ret Exp-Pre 97 Retirees 185,657 182,397 182,397 182,397 0
Retirement Expense 16,771,647 20,181,757 18,719,373 18,719,373 0
Excess Retirement 152,684 0 147,028 147,028 0
Employee Group Insurance 3,327,360 3,619,203 3,627,431 3,627,431 0
Retiree Health Insurance 2,683,902 2,726,870 2,614,191 2,614,191 0
OPEB Pre-Pay 1,294,036 1,294,036 1,294,036 1,294,036 0
Unemployment Insurance 90,493 68,730 73,689 73,689 0
Workers Comp Insurance 836,745 924,696 1,377,892 1,377,892 0
Labor Received/Provided 78,316 (252) 0 0 0
Probation
Law and Justice
330 County of Contra Costa FY 2015-2016 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 2015-2016 Recommended Budget 331
Probation Programs Budget
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 27,344,517 30,485,908 29,583,993 29,583,993 0
Services and Supplies 3,889,749 2,958,170 2,490,039 2,490,039 0
Other Charges 40,145 22,500 33,038 33,038 0
Fixed Assets 157,969 31,000 0 0 0
Expenditure Transfers (1,857,107) (1,356,239) (1,041,619) (1,041,619) 0
TOTAL EXPENDITURES 29,575,272 32,141,339 31,065,451 31,065,451 0
REVENUE
Other Local Revenue 11,043,991 10,308,946 11,041,693 11,041,693 0
Federal Assistance 3,089,045 3,395,004 855,470 855,470 0
State Assistance 586,228 492,504 548,818 548,818 0
GROSS REVENUE 14,719,264 14,196,454 12,445,981 12,445,981 0
NET COUNTY COST (NCC) 14,856,009 17,944,885 18,619,470 18,619,470 0
Allocated Positions (FTE) 186 186 185 185 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 87% 91% 92% 92%
% Change in Total Exp 9% (3%) 0%
% Change in Total Rev (4%) (12%) 0%
% Change in NCC 21% 4% 0%
COMPENSATION INFORMATION
Permanent Salaries 11,625,869 12,593,441 12,748,927 12,748,927 0
Temporary Salaries 71,750 0 0 0 0
Permanent Overtime 63,357 50,000 75,000 75,000 0
Deferred Comp 36,060 61,073 69,348 69,348 0
Comp & SDI Recoveries (13,659) 0 0 0 0
FICA/Medicare 278,348 325,333 309,525 309,525 0
Ret Exp-Pre 97 Retirees 100,188 94,397 94,397 94,397 0
Retirement Expense 9,038,228 10,913,807 9,752,256 9,752,256 0
Excess Retirement 20,299 0 0 0 0
Employee Group Insurance 1,697,395 1,880,331 1,833,114 1,833,114 0
Retiree Health Insurance 2,683,902 2,726,870 2,614,191 2,614,191 0
OPEB Pre-Pay 1,294,036 1,294,036 1,294,036 1,294,036 0
Unemployment Insurance 43,924 37,860 40,282 40,282 0
Workers Comp Insurance 404,819 509,012 752,917 752,917 0
Labor Received/Provided 0 (252) 0 0 0
Probation
Law and Justice
332 County of Contra Costa FY 2015-2016 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: 18
b. Superior Court Probation Officers –
Provides information on probation cases to
the judges and represents the Probation
Department in the Superior Court to assist in
arriving at the appropriate disposition.
Positions are funded through Court
Revenues.
FTE: 4
c. Active Felony Supervision (SB 678) -
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
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.
The Pre-Trial Pilot Program is aimed at
reducing pre-trial detention for low risk
offenders.
FTE: 19
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
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
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
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 State
vehicle license fees.
FTE: 1
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
j. DUI Enhanced Supervision Program –
Collaboration with the California Office of
Traffic Safety that provides for intensified
supervision of felony drunk drivers.
FTE: 2
k. Banked Caseload – The DPO provides
supervision and monitoring of probation
violations. Unfortunately the daily average
population of this caseload is approximately
700 felons and continues to grow with
staffing shortages.
FTE: 1
Probation
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 333
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
provide recommendation for the Court to
consider involving detention or release.
FTE: 5
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 3,500 intake and court
investigations annually.
FTE: 11
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
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: 15
Placement – Formulates alternative living
plans for approximately 220+ youth
annually, who cannot remain at home or
attend local schools because of serious
delinquency, behavioral problem, and/or
family dysfunction.
FTE: 8
e. 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
f. 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
g. Community Probation – Deputy probation
officers 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: 6
h. 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: 4 YOTP; 1 GIM
Probation
Law and Justice
334 County of Contra Costa FY 2015-2016 Recommended Budget
3. Other Services
a. Training – Includes ensuring state
mandated Standards and Training for
Corrections (STC) training requirements.
Staff also establish and coordinate approved
training for Probation staff.
FTE: 3
b. Field Support Services – Provides clerical
support to the Probation Department.
FTE: 23
4. Administration
Description:Provides fiscal management,
central records, automated systems, contract
management, employee and facility safety,
purchasing and payroll, facility and office
management, and resource development
services. 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: 16
5. Probation Collections Unit
Description:The Collections Unit was added to
the Probation Department in FY2010/11 upon
the closure of the County’s Office of Revenue
Collections. The unit is responsible for
collecting various fees for services received that
include, but are not limited to, Juvenile Hall, the
Orin Allen Youth Rehabilitation Facility, and the
Electronic Monitoring Program.
FTE: 4
Probation Programs Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $32,107,070
Financing: 13,487,600
Net County Cost: 18,619,470
Funding Sources:
State 22.4% $7,182,746
AB 109 Realignment 10.7% 3,440,466
Transfers 3.2% 1,041,619
Charges for Services 3.0% 967,299
Title IV-E 1.6% 500,000
Federal 1.1% 355,470
General Fund 58.0% 18,619,470
FTE: 185.0
Probation
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 335
Juvenile Facilities Budget
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 22,931,338 24,149,944 25,191,171 25,191,171 0
Services and Supplies 2,731,541 2,513,395 2,555,214 2,555,214 0
Other Charges 10,693 10,200 10,200 10,200 0
Expenditure Transfers 57,022 186,700 197,150 197,150 0
TOTAL EXPENDITURES 25,730,593 26,860,239 27,953,735 27,953,735 0
REVENUE
Other Local Revenue 2,602,234 2,715,701 3,591,426 3,591,426 0
Federal Assistance 60,592 0 0 0 0
State Assistance 7,135,850 7,090,000 7,628,826 7,628,826 0
GROSS REVENUE 9,798,676 9,805,701 11,220,252 11,220,252 0
NET COUNTY COST (NCC) 15,931,917 17,054,538 16,733,483 16,733,483 0
Allocated Positions (FTE) 153 162 162 162 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 89% 91% 91% 91%
% Change in Total Exp 4% 4% 0%
% Change in Total Rev 0% 14% 0%
% Change in NCC 7% (2%) 0%
COMPENSATION INFORMATION
Permanent Salaries 9,638,363 10,311,632 11,162,171 11,162,171 0
Temporary Salaries 1,200,484 1,315,000 1,315,000 1,315,000 0
Permanent Overtime 1,717,688 736,000 736,000 736,000 0
Deferred Comp 30,887 41,340 86,460 86,460 0
Comp & SDI Recoveries (103,407) (47,000) (47,000) (47,000) 0
FICA/Medicare 309,275 251,596 283,696 283,696 0
Ret Exp-Pre 97 Retirees 85,469 88,000 88,000 88,000 0
Retirement Expense 7,733,419 9,267,950 8,967,117 8,967,117 0
Excess Retirement 132,385 0 147,028 147,028 0
Employee Group Insurance 1,629,964 1,738,872 1,794,317 1,794,317 0
Unemployment Insurance 46,569 30,870 33,407 33,407 0
Workers Comp Insurance 431,925 415,684 624,975 624,975 0
Labor Received/Provided 78,316 0 0 0 0
Probation
Law and Justice
336 County of Contra Costa FY 2015-2016 Recommended Budget
1. Probation Facilities
Description: A continuum of court-ordered
custodial care and treatment services for
juveniles ordered into custody by the court.
a. Juvenile Hall – The maximum security
facility is designed for the mandated
detention of minors before and after court
hearings. Approximately 1,600 juveniles are
booked annually.
FTE: 117.5
b.Orin Allen Youth Rehabilitation Facility
(OAYRF) (Byron Boys’ Ranch) –
Rehabilitation facility that provides 100 beds
for seriously delinquent boys committed by
the courts. Approximately 225 juveniles are
admitted annually for an average stay of six
months.
FTE: 41
c. Girls in Motion - A gender-specific
countywide effort for girls that provide local
programming services in a safe and
controlled environment. Both cognitive and
trauma-based treatment enrich the secure
program. Referrals to local resources and
collaborative supervision methodology are
utilized upon transition from custody.
FTE: 1
d. Electronic Monitoring –Provides
electronic monitoring / GPS support to
juvenile probation deputies and intensive
supervision to minors released to the
community prior to sentencing.
FTE: 1
e. Youthful Offender Treatment Program
(YOTP)– Specific commitment treatment
program for male youthful offenders utilizing
cognitive / evidence-based practices. The
program encompasses a specialized living
unit for participants who are in custody and
provide appropriate referrals to community-
based services and intensive supervision for
participants who are returning to the
community.
FTE: 1
Juvenile Facilities Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $27,953,735
Financing: 11,220,225
Net County Cost: 16,733,483
Funding Sources:
State 38.7% $10,806,752
Federal 1.5% 410,000
Misc Revenue 0.0% 3,500
General Fund 59.9% 16,733,483
FTE: 161.5
Probation
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 337
Care of Court Wards Budget
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 1,847,566 1,851,688 2,153,535 2,153,535 0
Other Charges 8,182,423 7,150,000 9,110,000 9,110,000 0
TOTAL EXPENDITURES 10,029,989 9,001,688 11,263,535 11,263,535 0
REVENUE
Other Local Revenue 2,365,907 2,200,345 2,800,000 2,800,000 0
Federal Assistance 1,638,189 1,025,000 1,906,000 1,906,000 0
State Assistance 339,742 350,488 410,488 410,488 0
GROSS REVENUE 4,343,838 3,575,833 5,116,488 5,116,488 0
NET COUNTY COST (NCC) 5,686,151 5,425,855 6,147,047 6,147,047 0
FINANCIAL INDICATORS
% Change in Total Exp (10%) 25% 0%
% Change in Total Rev (18%) 43% 0%
% Change in NCC (5%) 13% 0%
Description: Court-ordered custodial care
outside of County facilities, and medical care for
juvenile residents within County facilities.
a. Out-of-Home Placement – Provides
federal, State and County funding for the
board and care costs of minors placed in
private residential care by the Juvenile
Court.
b. Division of Juvenile Justice (DJJ) Fees –
Fees paid to the DJJ for the incarceration
cost of juveniles placed under the care and
control of the state.
c. Medical Services in Juvenile Facilities-
Fees paid to the Health Services
Department for rendering medical service
to the residents of Juvenile Hall and the
Orin Allen Youth Rehabilitation Facility.
Care of Court Wards Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $11,263,535
Financing: 5,116,488
Net County Cost: 6,147,047
Funding Sources:
Gov/Gov 24.9% $2,800,000
Federal 16.9% 1,906,000
State 3.6% 410,488
General Fund 54.6% 6,147,047
Probation
Law and Justice
338 County of Contra Costa FY 2015-2016 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. Deputy Probation Officers
are stationed at high schools throughout the
county, as well as various police departments.
In addition to juvenile prevention activities,
Probation personnel provide investigation and
supervision services to juvenile offenders and
other at-risk youth 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: $3,158,420
Financing: 3,158,420
Funding Sources:
State 100.0% $3,158,420
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: $262,500
Financing: 30,500
Net Fund Cost: 232,000
Funding Sources:
Misc Revenue 11.6% $30,500
Fund Balance 88.4% 232,000
3. Community Corrections Performance
Incentives Fund
Description:SB 678, known as the California
Community Corrections Act of 2009, established
the Community Corrections Performance
Incentives Fund (CCPIF). The State transfers a
portion of the cost savings realized by the
California Department of Corrections and
Rehabilitation (CDCR) from reduced referrals of
certain probationers to State Prison. CCPIF
revenue is to be used for evidence-based
probation supervision activities with the ultimate
goal of reducing recidivism among adult
probations between the ages of 18 and 25.
CCPIF
Service: Discretionary
Level of Service: Discretionary
Expenditures: $3,677,015
Financing: 3,868,228
Net Fund Cost: (191,213)
Funding Sources:
State 100.0% $3,868,228
Probation
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 339
CAO’s Recommendation
The FY 2015-16 Recommended Budget
increases expenditure appropriations by $2.3
million or 3.4%, and estimated revenue by $1.2
million or 4.4%. The resulting net County cost is
an increase of $1.1 million, which funds the
department’s negotiated and anticipated salary
and benefit increases as well as nine new
positions at Juvenile Hall added in FY 2014-15.
The Department is facing a $2 million reduction
in federal assistance, namely Title IV-E pre-
placement administration claims for youth at
imminent risk of foster care placement.
Additionally, the Department is anticipating
increased operating costs attributable to
detention medical expenses as well as court-
ordered custodial care placement trends.
The recommended budget funds the baseline
services with minimal impact to the Department.
One Collection position was eliminated due to
decreasing caseloads in the Probation
Collection Unit, but there is no impact to the
department’s continued vacancy factor of $1.37
million.
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 successfully remodeled
one unit in the old Juvenile Hall facility. The
remodel has 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 Smart Probation
Federal grant award.
Probation
Law and Justice
340 County of Contra Costa FY 2015-2016 Recommended Budget
Administrative and Program Goals
Provide improved services to Commercially
Sexually Exploited Children (CSEC).
The Department will be working in collaboration
with the Employment and Human Services
Department (Children and Family Services and
Zero Tolerance) to develop and implement a
county protocol to more adequately serve
sexually exploited children.
Continue to implement and evaluate all
aspects of AB 109 Public Safety Realignment
and its impact on the community, as well as
integration of services provided to clients.
Complete the implementation of a
computerized case management system.
Analyze all programs for enhancement
opportunities presented by new technology.
Continue to develop best practices and, as a
standardized case management system
comes on line, use it to measure and validate
programming.
Public Defender
Robin Lipetzky, Public Defender Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 341
Public Defender Summary
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 16,531,518 18,340,507 18,929,425 19,505,546 576,121
Services and Supplies 2,356,203 1,970,564 2,156,414 2,156,414 0
Other Charges 16 5,000 0 0 0
Fixed Assets 33,128 84,088 0 23,538 23,538
Expenditure Transfers (17,461) (43,029) (302,539) (302,539) 0
TOTAL EXPENDITURES 18,903,403 20,357,130 20,783,300 21,382,959 599,659
REVENUE
Other Local Revenue 1,316,479 1,420,002 1,532,884 1,532,884 0
Federal Assistance 0 0 105,324 105,324 0
State Assistance 46,821 53,040 44,751 44,751 0
GROSS REVENUE 1,363,300 1,473,042 1,682,959 1,682,959 0
NET COUNTY COST (NCC) 17,540,103 18,884,088 19,100,341 19,700,000 599,659
Allocated Positions (FTE) 94 100 100 106 6
FINANCIAL INDICATORS
Salaries as % of Total Exp 87% 90% 90% 90%
% Change in Total Exp 8% 2% 3%
% Change in Total Rev 8% 14% 0%
% Change in NCC 8% 1% 3%
COMPENSATION INFORMATION
Permanent Salaries 8,958,132 10,310,561 11,132,572 11,635,140 502,568
Temporary Salaries 1,372,283 1,104,110 1,227,583 996,706 (230,877)
Permanent Overtime 0 0 24,200 24,200 0
Deferred Comp 50,865 71,980 88,440 92,868 4,428
Comp & SDI Recoveries (1,943) 0 0 0 0
FICA/Medicare 718,558 685,415 747,160 792,052 44,892
Ret Exp-Pre 97 Retirees 38,800 51,175 50,493 52,543 2,050
Retirement Expense 3,486,541 4,188,862 3,783,492 3,986,757 203,265
Excess Retirement 49,183 0 0 0 0
Employee Group Insurance 881,818 992,423 919,939 964,549 44,610
Retiree Health Insurance 657,731 627,715 622,130 622,130 0
OPEB Pre-Pay 217,825 217,825 217,825 217,825 0
Unemployment Insurance 38,667 31,494 33,643 35,435 1,792
Workers Comp Insurance 63,059 58,947 81,948 85,341 3,393
Public Defender
Law and Justice
342 County of Contra Costa FY 2015-2016 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: 84.6
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: 13.0
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: 8.5
a. Clean Slate program – Provides
consultation and files 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. Reentry Resource Coordinator –
Coordinates and collaborates with county
departments regarding reentry programs and
resources; works directly with the community
and organizations providing services to the
reentry population to ensure continuity of
services for clients.
Public Defender Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures:$21,685,498
Financing: 1,985,498
Net County Cost: 19,700,000
Funding Sources:
Public Safety Realignment 6.9% $1,499,552
Transfers 1.4% 302,539
Federal Aid 0.5% 105,324
Intergov. Revenue 0.2% 44,751
Grants 0.2% 33,332
General Fund 90.8% 19,700,000
FTE: 106.1
Public Defender
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 343
Miscellaneous Programs
(Non-General Fund)
Public Safety Realignment Local
Revenue Fund-Public Defender
Description:Special fund to provide legal
representation at parole revocation hearings for
State parolees transferring to County jurisdiction
under Public Safety Realignment (AB 109).
Public Safety Realignment
Local Revenue Fund (AB 109)
Public Defender Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures:$232,960
Financing: 232,960
Net Fund Cost:0
Funding Sources:
Intergov Revenue 100.0% $232,960
CAO’s Recommendation
The Public Defender’s FY 2015-16 Baseline
Budget increases expenditure appropriations by
$426,170 or 2.1%, and estimated revenue by
$209,917 or 14.3%, resulting in an increase in
net County cost of $216,253 or 1.2%.
The Recommended Budget increases net
County cost by $815,912, which reflects the
addition of six positions. Three new Deputy
Public Defenders will alleviate the department’s
increasing reliance on temporary special
assignment attorneys. Due to recent changes in
law, one Deputy Public Defender is needed to
advise non-citizen clients on the immigration
consequences of their cases. Another part-time
Deputy Public Defender and a part-time Legal
Assistant will implement Laura’s Law. Finally,
one additional Investigator position is needed to
relieve the workload for investigators who are
currently over capacity. The staffing
augmentation for FY 2015-16 acknowledges
increased caseloads and will facilitate new
programs and compliance requirements.
Performance Measurements
Continue Development and Implementation
of a County-wide Pretrial Services Program
The Pre-Trial Services program successfully
launched in March 2014. The program relies on
an evidence-based risk assessment tool to assist
the court in making informed decisions about
accused persons who can safely be returned to
the community while their cases are pending in
court. Reports show that over 90% of those
released do return to court and do not commit a
new offense. The model designed by the County
has garnered state-wide attention as a
successful collaborative approach to pretrial
services.
Expansion of Client Services within the
Department
The Public Defender’s Office has increased its
ability to assist clients with access to services
and support through a holistic approach. The
department employs two social workers, a
juvenile advocate, a juvenile justice fellow, and a
small team of social work interns. In addition, the
department’s immigration law expert provides
immigration advice and assistance to
undocumented clients. These services enable
clients to address the root causes of their
contacts with the criminal justice system without
detracting from the concurrent responsibility of
providing excellent criminal defense services for
all clients.
Update and Improve the Department’s
Management Structure
The department has successfully restructured
the responsibilities of the management team in a
manner that provides more efficient and more
productive oversight of units within the
department.
Public Defender
Law and Justice
344 County of Contra Costa FY 2015-2016 Recommended Budget
Continue to Work on Updating and
Modernizing our Website
The department has dedicated extensive time
and resources to updating and modernizing its
website. The project will be completed in FY
2015-16.
Administrative and Program Goals
Services under Proposition 47
The recent passage of Proposition 47 provides
opportunity for persons with certain criminal
records to have their prior felony convictions
reduced to misdemeanor status. Many persons
currently serving time in custody or under
probation supervision are now eligible to petition
the court for release under this new law. The
Public Defender’s Office will manage the court
petitions for current and former clients. The
department’s goal is to file petitions on behalf of
all eligible clients and to work collaboratively with
community organizations to reach former clients
who are eligible for relief under Proposition 47.
Youth Justice Initiative
The Public Defender’s Office will work with
County partners to launch the Youth Justice
Initiative, funded by the Edward Byrne Memorial
Justice Assistance Grant. The department will
sponsor a pilot program to expand enhanced
reentry services to a target population of juvenile
offenders in West County. In the coming year,
the department will implement a new Reentry
Success Team to include a juvenile justice
attorney and a youth education and community
advocate to provide post-disposition advocacy
and reentry support for juvenile offenders.
Assistant Outpatient Treatment under
Laura’s Law
Following the implementation of Assisted
Outpatient Treatment (AOT) under Laura’s Law,
the Public Defender’s Office will provide the
needed support and services for the new client
population and will work with all involved parties
to make the new program a success.
Case Management System
This Department anticipates securing a case
management system in the coming year.
FY 2015-16
Program Modification List
Order
Reference
to
Mand/Disc
List
Program Name Services FTE Net County
Cost Impact Impact
1 2 Investigations Various 1.0 $132,039 Addition of one Investigator I position
and one vehicle.
2 3 Adult and
Criminal
Salaries and
Benefits 5.0 $698,497
Addition of one and a half Deputy
Public Defender IIIs, three Deputy
Public Defender IIs, one half-time
Legal Assistant.
3 Various Various Temporary
Salaries 0 ($230,877) Reduction in temporary salary
appropriations.
Total 6.0 $599,659
Sheriff-Coroner
David O. Livingston, Sheriff-Coroner Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 345
Sheriff-Coroner Summary
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 171,220,788 189,213,417 190,380,396 191,890,886 1,510,490
Services and Supplies 20,001,423 20,722,701 21,506,714 21,523,136 16,422
Other Charges 582,430 280,700 378,333 378,333 0
Fixed Assets 2,609,731 12,067,628 7,769,982 7,769,982 0
Expenditure Transfers 1,466,767 (84,314) 1,764,153 1,764,153 0
TOTAL EXPENDITURES 195,881,139 222,200,132 221,799,578 223,326,490 1,526,912
REVENUE
Other Local Revenue 64,684,855 75,776,198 75,306,054 75,306,054 0
Federal Assistance 7,511,436 4,022,968 1,419,696 1,419,696 0
State Assistance 62,501,398 66,223,387 66,230,740 66,230,740 0
GROSS REVENUE 134,697,689 146,022,553 142,956,490 142,956,490 0
NET COUNTY COST (NCC) 61,183,450 76,177,579 78,843,088 80,370,000 1,526,912
Allocated Positions (FTE) 1,032 1,035 1,037 1,047 10
FINANCIAL INDICATORS
Salaries as % of Total Exp 88% 85% 87% 87%
% Change in Total Exp 13% 0% 1%
% Change in Total Rev 8% (2%) 0%
% Change in NCC 25% 3% 2%
COMPENSATION INFORMATION
Permanent Salaries 73,679,751 79,438,726 83,765,244 84,691,378 926,134
Temporary Salaries 1,462,951 1,440,420 1,454,061 1,454,061 0
Permanent Overtime 11,207,249 12,382,506 12,207,640 11,909,660 (297,980)
Deferred Comp 72,824 234,060 248,460 248,460 0
Comp & SDI Recoveries (458,607) (465,000) (465,000) (465,000) 0
FICA/Medicare 2,515,002 2,748,185 3,270,047 3,282,771 12,724
Ret Exp-Pre 97 Retirees 616,852 709,548 709,548 709,548 0
Retirement Expense 55,510,482 64,369,631 59,651,411 60,324,352 672,941
Excess Retirement 20,7170000
Employee Group Insurance 12,407,169 13,765,685 13,863,871 14,012,071 148,200
Retiree Health Insurance 8,097,056 8,474,883 8,697,036 8,697,036 0
OPEB Pre-Pay 2,818,517 2,818,517 2,818,517 2,818,517 0
Unemployment Insurance 321,442 236,753 253,411 256,008 2,597
Workers Comp Insurance 2,949,384 3,059,503 3,906,150 3,952,024 45,874
Sheriff-Coroner
Law and Justice
346 County of Contra Costa FY 2015-2016 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 2015-2016 Recommended Budget 347
Field Enforcement Budget
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 92,565,801 100,560,199 102,908,096 104,418,586 1,510,490
Services and Supplies 10,100,041 10,295,690 11,753,255 11,769,677 16,422
Other Charges 422,940 266,200 363,833 363,833 0
Fixed Assets 1,572,473 6,129,019 2,672,190 2,672,190 0
Expenditure Transfers 1,500,620 971,284 1,532,105 1,532,105 0
TOTAL EXPENDITURES 106,161,875 118,222,392 119,229,479 120,756,391 1,526,912
REVENUE
Other Local Revenue 38,043,144 44,276,819 43,414,089 43,414,089 0
Federal Assistance 255,425 1,009,618 1,206,346 1,206,346 0
State Assistance 34,513,759 36,154,916 36,166,655 36,166,655 0
GROSS REVENUE 72,812,328 81,441,353 80,787,090 80,787,090 0
NET COUNTY COST (NCC) 33,349,547 36,781,039 38,442,389 39,969,301 1,526,912
Allocated Positions (FTE) 513 516 528 538 10
FINANCIAL INDICATORS
Salaries as % of Total Exp 88% 86% 87% 88%
% Change in Total Exp 11% 1% 1%
% Change in Total Rev 12% (1%) 0%
% Change in NCC 10% 5% 4%
COMPENSATION INFORMATION
Permanent Salaries 38,451,423 40,472,808 43,682,031 44,608,165 926,134
Temporary Salaries 970,782 921,920 932,187 932,187 0
Permanent Overtime 4,847,798 5,832,204 5,657,338 5,359,358 (297,980)
Deferred Comp 51,996 138,720 159,360 159,360 0
Comp & SDI Recoveries (255,013) (458,000) (458,000) (458,000) 0
FICA/Medicare 1,431,004 1,512,100 1,701,026 1,713,750 12,724
Ret Exp-Pre 97 Retirees 319,211 412,822 412,822 412,822 0
Retirement Expense 27,985,482 31,977,476 30,076,859 30,749,800 672,941
Excess Retirement 20,7170000
Employee Group Insurance 6,199,166 6,824,490 7,133,090 7,281,290 148,200
Retiree Health Insurance 8,097,056 8,474,883 8,697,036 8,697,036 0
OPEB Pre-Pay 2,818,517 2,818,517 2,818,517 2,818,517 0
Unemployment Insurance 164,089 119,863 132,618 135,215 2,597
Workers Comp Insurance 1,463,573 1,512,396 1,963,212 2,009,086 45,874
Sheriff-Coroner
Law and Justice
348 County of Contra Costa FY 2015-2016 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: 51.0
Administrative Services Bureau Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $22,911,967
Financing: 1,603,480
Net County Cost: 21,308,487
FTE: 51.0
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: 156.0
(2) Contract Police services provides 24-
hour per day law enforcement services to
the contract agencies including the cities of
Danville, Lafayette, Oakley, and Orinda; and
other entities such as AC Transit. Officers
on patrol respond to emergency calls for
service through the 911-dispatch function, as
well as provide law enforcement services
through self-initiated activity.
FTE:98.0
(3) 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: $56,246,802
Financing: 66,716,369
Net County Cost: (10,469,567)
FTE: 266.0
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
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 349
for follow-up investigations of child abuse
cases and all sexual abuse cases.
FTE:39.0
(2) The Property Unit is responsible for the
storage, disposition, and record keeping of
all property and evidence related to pending
cases.
FTE:4.0
(3) The DA Investigations Unit provides
investigator positions to the District
Attorney’s Office under contract.
FTE: 1.0
Investigation Division
Service: Mandatory
Level of Service: Discretionary
Expenditures: $9,762,238
Financing: 444,805
Net County Cost: 9,317,433
FTE: 44.0
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: 56.0
(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 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: $11,808,185
Financing: 6,279,322
Net County Cost: 5,528,863
FTE:56.0
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: 120.5
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
350 County of Contra Costa FY 2015-2016 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: $20,027,199
Financing: 5,743,114
Net County Cost: 14,284,085
FTE:120.5
Field Enforcement Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $120,756,391
Financing: 80,787,090
Net County Cost: 39,969,301
Funding Sources:
Sales Tax 28.5% $34,458,035
Charges for Services 26.3% 31,788,190
Misc. Revenue 9.3% 11,263,599
Intergovernmental 2.6% 3,095,766
Fines/Forfeitures 0.1% 150,000
Licenses & Permits 0.1% 31,500
General Fund 33.1% 39,969,301
FTE:537.5
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 351
Sheriff Contract Services Budget
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 16,378,026 18,656,395 19,045,368 19,045,368 0
Services and Supplies 208,753 175,439 174,416 174,416 0
Other Charges 8370000
Fixed Assets 0 34,000 34,000 34,000 0
Expenditure Transfers (578,745) (581,665) (600,261) (600,261) 0
TOTAL EXPENDITURES 16,008,870 18,284,169 18,653,523 18,653,523 0
REVENUE
Other Local Revenue 17,017,376 18,284,169 18,653,523 18,653,523 0
GROSS REVENUE 17,017,376 18,284,169 18,653,523 18,653,523 0
NET COUNTY COST (NCC) (1,008,506) 0 0 0 0
Allocated Positions (FTE) 112 112 114 114 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 99% 99% 99% 99%
% Change in Total Exp 14% 2% 0%
% Change in Total Rev 7% 2% 0%
% Change in NCC (100%) 0% 0%
COMPENSATION INFORMATION
Permanent Salaries 7,444,212 8,240,582 8,824,226 8,824,226 0
Temporary Salaries 248,908 230,000 230,000 230,000 0
Permanent Overtime 789,763 828,527 828,527 828,527 0
Deferred Comp 951 17,160 13,560 13,560 0
Comp & SDI Recoveries (17,821) (7,000) (7,000) (7,000) 0
FICA/Medicare 201,100 228,139 301,660 301,660 0
Ret Exp-Pre 97 Retirees 66,049 56,500 56,500 56,500 0
Retirement Expense 5,961,438 7,165,414 6,766,869 6,766,869 0
Employee Group Insurance 1,344,520 1,533,998 1,563,917 1,563,917 0
Unemployment Insurance 31,982 24,973 26,742 26,742 0
Workers Comp Insurance 306,924 338,102 440,367 440,367 0
Description: Provides police protection
services to the Superior Court in courthouses
located across the County as well as certain
County departments, including the Employment
and Human Services and the Health Services
departments.
1. Court Security Services
Description: Provides bailiff and court security
services for the Superior Court. This division is
responsible for all security in and around court
buildings, and must provide officers for additional
security at all court appearances of high-risk
Sheriff-Coroner
Law and Justice
352 County of Contra Costa FY 2015-2016 Recommended Budget
cases. This division's budget is significantly
offset by Court revenue for services provided to
the Court under AB 109 Public Safety
Realignment and pursuant to the Trial Court
Funding Act. All costs eligible under Rule
10.810 of the California Rules of Court are
reimbursed by the State.
FTE: 85.0
2. 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: 21.0
3. 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: $19,253,784
Financing: 19,253,784
Net County Cost: 0
Funding Sources:
Misc. Revenue 77.4% $14,904,764
Charges for Services 19.5% 3,748,759
Transfers 3.1% 600,261
FTE: 114.0
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 353
Custody Services Bureau Budget
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 56,583,877 64,168,890 62,762,332 62,762,332 0
Services and Supplies 6,536,778 6,608,491 6,595,378 6,595,378 0
Other Charges 17,482 12,000 12,000 12,000 0
Fixed Assets 678,623 3,061,809 3,125,992 3,125,992 0
Expenditure Transfers 290,822 469,855 625,350 625,350 0
TOTAL EXPENDITURES 64,107,582 74,321,045 73,121,052 73,121,052 0
REVENUE
Other Local Revenue 8,159,423 11,543,618 11,492,269 11,492,269 0
Federal Assistance 6,833,387 3,013,350 213,350 213,350 0
State Assistance 26,305,926 26,506,089 27,299,309 27,299,309 0
GROSS REVENUE 41,298,736 41,063,057 39,004,928 39,004,928 0
NET COUNTY COST (NCC) 22,808,845 33,257,988 34,116,124 34,116,124 0
Allocated Positions (FTE) 374 374 368 368 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 89% 87% 87% 87%
% Change in Total Exp 16% (2%) 0%
% Change in Total Rev (1%) (5%) 0%
% Change in NCC 46% 3% 0%
COMPENSATION INFORMATION
Permanent Salaries 25,186,635 28,176,275 28,672,255 28,672,255 0
Temporary Salaries 188,249 236,500 236,500 236,500 0
Permanent Overtime 5,200,432 5,193,373 5,193,373 5,193,373 0
Deferred Comp 14,936 67,020 66,420 66,420 0
Comp & SDI Recoveries (167,607) 0 0 0 0
FICA/Medicare 799,539 915,118 1,182,854 1,182,854 0
Ret Exp-Pre 97 Retirees 209,468 213,150 213,150 213,150 0
Retirement Expense 19,494,908 23,148,885 20,936,609 20,936,609 0
Employee Group Insurance 4,461,892 5,018,686 4,786,833 4,786,833 0
Unemployment Insurance 114,233 84,232 86,215 86,215 0
Workers Comp Insurance 1,081,192 1,115,651 1,388,123 1,388,123 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
Sheriff-Coroner
Law and Justice
354 County of Contra Costa FY 2015-2016 Recommended Budget
109 Public Safety Realignment programming
and court services divisions are described as
follows:
1. Martinez Detention Facility (MDF)
Description: Maximum-security institution,
located in Martinez housing many of the
County's unsentenced inmates awaiting trial. It
also serves as the booking and intake center for
all law enforcement agencies within the county.
FTE: 132.0
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: 126.0
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: 22.0
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 and
other detention management services.
FTE: 17.0
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:20.0
Custody Services Bureau Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $73,121,052
Financing: 39,004,928
Net County Cost: 34,116,124
Funding Sources:
Sales Tax 36.9% $27,015,694
Misc. Revenue 13.4% 9,835,269
Charges for Services 2.3% 1,657,000
Intergov. Revenue 0.7% 496,965
General Fund 46.7% 34,116,124
FTE:368.0
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 355
Coroner Budget
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 1,864,865 2,026,884 2,039,593 2,039,593 0
Services and Supplies 827,619 774,148 796,574 796,574 0
Expenditure Transfers 33,174 30,392 30,392 30,392 0
TOTAL EXPENDITURES 2,725,658 2,831,424 2,866,559 2,866,559 0
REVENUE
Other Local Revenue 167,536 185,000 185,000 185,000 0
GROSS REVENUE 167,536 185,000 185,000 185,000 0
NET COUNTY COST (NCC) 2,558,122 2,646,424 2,681,559 2,681,559 0
Allocated Positions (FTE) 10 10 10 10 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 69% 72% 72% 72%
% Change in Total Exp 4% 1% 0%
% Change in Total Rev 10% 0% 0%
% Change in NCC 3% 1% 0%
COMPENSATION INFORMATION
Permanent Salaries 826,336 864,005 918,196 918,196 0
Temporary Salaries 23,712 24,000 27,374 27,374 0
Permanent Overtime 106,135 94,500 94,500 94,500 0
Deferred Comp 345 4,080 0 0 0
Comp & SDI Recoveries (4,606) 0 0 0 0
FICA/Medicare 17,781 21,584 18,816 18,816 0
Ret Exp-Pre 97 Retirees 8,147 6,200 6,200 6,200 0
Retirement Expense 701,594 808,889 764,528 764,528 0
Employee Group Insurance 148,114 166,515 162,534 162,534 0
Unemployment Insurance 3,448 2,597 2,792 2,792 0
Workers Comp Insurance 33,859 34,514 44,653 44,653 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
356 County of Contra Costa FY 2015-2016 Recommended Budget
Coroner Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $2,866,559
Financing: 185,000
Net County Cost: 2,681,559
Funding Sources:
Removal Fee/Reports 5.4% $155,000
Misc. Revenue 1.0% 30,000
General Fund 93.6% 2,681,559
FTE:10.0
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 357
Office of Emergency Services Budget
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 3,828,219 3,801,049 3,625,007 3,625,007 0
Services and Supplies 2,328,232 2,868,933 2,187,091 2,187,091 0
Other Charges 141,170 2,500 2,500 2,500 0
Fixed Assets 358,636 2,842,800 1,937,800 1,937,800 0
Expenditure Transfers 220,898 (974,180) 176,567 176,567 0
TOTAL EXPENDITURES 6,877,155 8,541,102 7,928,965 7,928,965 0
REVENUE
Other Local Revenue 1,297,376 1,486,592 1,561,173 1,561,173 0
Federal Assistance 422,624 0 0 0 0
State Assistance 1,681,713 3,562,382 2,764,776 2,764,776 0
GROSS REVENUE 3,401,713 5,048,974 4,325,949 4,325,949 0
NET COUNTY COST (NCC) 3,475,441 3,492,128 3,603,016 3,603,016 0
Allocated Positions (FTE) 23 23 17 17 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 58% 40% 47% 47%
% Change in Total Exp 24% (7%) 0%
% Change in Total Rev 48% (14%) 0%
% Change in NCC 0% 3% 0%
COMPENSATION INFORMATION
Permanent Salaries 1,771,145 1,685,056 1,668,536 1,668,536 0
Temporary Salaries 31,300 28,000 28,000 28,000 0
Permanent Overtime 263,121 433,902 433,902 433,902 0
Deferred Comp 4,596 7,080 9,120 9,120 0
Comp & SDI Recoveries (13,560) 0 0 0 0
FICA/Medicare 65,578 71,244 65,691 65,691 0
Ret Exp-Pre 97 Retirees 13,977 20,876 20,876 20,876 0
Retirement Expense 1,367,060 1,268,967 1,106,546 1,106,546 0
Employee Group Insurance 253,477 221,996 217,497 217,497 0
Unemployment Insurance 7,690 5,088 5,044 5,044 0
Workers Comp Insurance 63,836 58,840 69,795 69,795 0
Sheriff-Coroner
Law and Justice
358 County of Contra Costa FY 2015-2016 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:17.0
Office of Emergency Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures:$7,928,965
Financing: 4,325,949
Net County Cost: 3,603,016
Funding Sources:
Intergovernmental 37.6% $2,980,776
Charges for Services 16.6% 1,313,673
Misc. Revenue 0.4% 31,500
General Fund 45.4% 3,603,016
FTE: 17.0
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: $4,247,100
Financing: 2,372,000
Net Fund Cost: 1,875,100
Funding Sources:
Intergovernmental 50.6% $2,150,000
Misc. Revenue 4.7% 200,000
Use of Money 0.5% 22,000
Fund Balance 44.2% 1,875,100
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: $7,000
Financing: 7,000
Net Fund Cost: 0
Funding Sources:
General Fines 92.9% $6,500
Use of Money 7.1% 500
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 359
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: $81,000
Financing: 81,000
Net Fund Cost 0
Funding Sources:
Intergovernmental 98.8% $80,000
Investment Earnings 1.2% 1,000
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: $1,158,221
Financing: 327,000
Net Fund Cost: 831,221
Funding Sources:
Charges for Services 16.8% $195,000
Miscellaneous 11.2% 130,000
Use of Money 0.2% 2,000
Fund Balance 71.8% 831,221
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: $1,519,603
Financing: 1,519,603
Net Fund Cost: 0
Funding Sources:
Charges for Services 50.9% $773,149
Misc. Revenue 37.3% 566,454
Intergovernmental 11.8% 180,000
FTE: 4.0
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: $63,825
Financing: 63,825
Net Fund Cost: 0
Funding Sources:
Seizures 97.1% $62,000
Use of Money 2.9% 1,825
Sheriff-Coroner
Law and Justice
360 County of Contra Costa FY 2015-2016 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: $2,937,972
Financing: 1,577,380
Net Fund Cost: 1,360,592
Funding Sources:
Miscellaneous 52.4% $1,539,880
Charges for Svc 1.2% 36,500
Use of Money 0.1% 1,000
Fund Balance 46.3% 1,360,592
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: $585,634
Financing: 585,634
Net Fund Cost: 0
Funding Sources:
Public Safety
Realignment 100.0% $585,634
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: $394,560
Financing: 27,600
Net Fund Cost: 366,960
Funding Sources:
Fines 4.5% $17,800
Charges for Svc 2.1% 8,200
Use of Money 0.4% 1,600
Fund Balance 93.0% 366,960
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 361
10. Trial Court Security
Description: Provides AB 109 Public Safety
Realignment (State) funding for bailiff and court
security services for the Superior Court.
Trial Court Security Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $15,130,301
Financing: 15,130,301
Net Fund Cost: 0
Funding Sources:
Public Safety
Realign 100.0% $15,130,301
CAO’s Recommendation
The FY 2015-16 Baseline Budget reduces
expenditure appropriations by $0.4 million, or
0.2% and estimated revenue by $3.1 million, or
2.1%, resulting in an increase to net County cost
of $2,665,509.
The Recommended Budget includes a
$4,192,421 million increase in net County cost
over FY 2014-15 Budget. This amount funds the
entire Baseline Budget. The remainder is
allocated towards augmenting unincorporated
County Patrol operations with 10 FTE new
Deputy Sheriff positions.
The Recommended Budget maintains the
baseline vacancy factor of $4.2 million to
account for savings associated with positions
that are currently or will become vacant during
the year. 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
The Sheriff’s Office experienced slight
improvements in the operating budget for FY
2014-15 given the improving economy, however
the Office continues to struggle with staff
retention issues, as sworn officers resign for
higher wages at other local law enforcement
agencies. The Office continues with the mission
to recruit, hire and train the most qualified staff in
response to the ever-present vacancy rate
created by the shortage of experienced police
officers in the job market. As attrition and
retention issues continue to be addressed, the
Sheriff’s Office remains committed to ensuring a
highly visible patrol presence throughout the
unincorporated communities of the County.
The Sheriff’s Office completed the build out of
the 9-1-1 Wireless Program which routes all
cellular 9-1-1 service calls, initiated within
County limits, to the Sheriff’s Communication
Center, reducing response times to emergencies
throughout unincorporated areas of the County.
The Sheriff’s Office continues to respond to
challenges as a result of the impact of the AB
109 realignment initiative. During FY 2013-14,
the Office experienced an approximate 30%
increase in inmates sentenced to county jail time
that would have previously been held in state
custody. In addition, the realignment sentencing
guidelines are resulting in more “special needs”
inmates serving longer sentences within the
County jails, thereby pushing the maximum
security housing limits to 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
Sheriff-Coroner
Law and Justice
362 County of Contra Costa FY 2015-2016 Recommended Budget
Partnership in an ongoing effort to assist inmates
with the successful transition back into the
community upon their release.
The impacts of Proposition 47, the statewide
initiative reducing felony drug possession cases
to misdemeanors, remain to be seen. Initially,
the legislation resulted in a noticeable reduction
in the medium security inmate population;
however, those numbers are beginning to rise
again in the early months of 2015. Due to the
limited sentencing options under the new statute,
offenders may not be able to maximize the
benefits of in-custody services as many are
released pre-trial or for time served.
Administrative and Programs Goals
The Office of the Sheriff is committed to the
following goals for FY 2015-16:
x Remain committed to hiring highly
qualified Deputy Sheriff candidates, to
offset a 50%+ increase in the attrition
rate of experienced Deputy Sheriffs,
leaving for higher compensation offered
by other law enforcement agencies.
x Implement a training and mentoring
program to facilitate the development of
a newly hired work force in an effort to
bridge the gap created by the rapid loss
of experienced employees.
x 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.
x 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. ARIES is the East Bay Node for
Coplink representing numerous counties
and over 100 individual agencies.
FY 2015-16
Program Modification List
Order
Reference to
Mand/Disc
List
Program Name Service FTE Net County
Cost Impact Impact
1 17 Unincorporated
Patrol
County Patrol
Operations 10.0 $1,824,892
Increased staffing in County
Patrol by 10 FTE Deputy Sheriff
positions to support
unincorporated patrol operations
throughout the County
2 17 Unincorporated
Patrol
County Patrol
Operations 0.0 ($297,980)
Reduce overtime appropriation
in County Patrol in recognition of
10 FTE new Deputy Sheriff
positions placed into service
Total 10.0 $1,526,912
Superior Court Related Functions
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 363
Summary
Superior Court Related Functions
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 615,824 87,025 33,400 33,400 0
Services and Supplies 848,077 2,414,453 1,669,453 1,669,453 0
Other Charges 16,281,950 15,437,088 15,470,943 15,598,943 128,000
Expenditure Transfers 13,822 20,000 20,000 20,000 0
TOTAL EXPENDITURES 17,759,672 17,958,566 17,193,796 17,321,796 128,000
REVENUE
Other Local Revenue 8,066,394 7,120,566 6,730,161 6,730,161 0
State Assistance 41,938 38,000 60,000 60,000 0
GROSS REVENUE 8,108,332 7,158,566 6,790,161 6,790,161 0
NET COUNTY COST (NCC) 9,651,340 10,800,000 10,403,635 10,531,635 128,000
FINANCIAL INDICATORS
Salaries as % of Total Exp 3% 0% 0% 0%
% Change in Total Exp 0% 1% (4%) 1%
% Change in Total Rev 0% (12%) (5%) 0%
% Change in NCC 0% 12% (4%) 1%
COMPENSATION INFORMATION
Temporary Salaries 57,040 80,000 30,000 30,000 0
FICA/Medicare 4,364 6,200 3,000 3,000 0
Unemployment Insurance 216 325 100 100 0
Workers Comp Insurance 348 500 300 300 0
Labor Received/Provided 553,856 0 0 0 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
Superior Court Related Functions
Law and Justice
364 County of Contra Costa FY 2015-2016 Recommended Budget
dispute resolution as an alternative to formal
court proceedings in the case of the Dispute
Resolution Program; and to provide debt service
payments for the Family Law Center on behalf of
the Superior Court.
Superior Court Related Functions
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 365
Trial Court Programs
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 615,824 87,025 33,400 33,400 0
Services and Supplies 626,413 2,198,953 1,425,953 1,425,953 0
Other Charges 16,281,950 15,437,088 15,470,943 15,598,943 128,000
Expenditure Transfers 13,822 20,000 20,000 20,000 0
TOTAL EXPENDITURES 17,538,009 17,743,066 16,950,296 17,078,296 128,000
REVENUE
Other Local Revenue 8,066,394 7,120,566 6,730,161 6,730,161 0
State Assistance 41,938 38,000 60,000 60,000 0
GROSS REVENUE 8,108,332 7,158,566 6,790,161 6,790,161 0
NET COUNTY COST (NCC) 9,429,677 10,584,500 10,160,135 10,288,135 128,000
FINANCIAL INDICATORS
Salaries as % of Total Exp 4% 0% 0% 0%
% Change in Total Exp 0% 1% (4%) 1%
% Change in Total Rev 0% (12%) (5%) 0%
% Change in NCC 0% 12% (4%) 1%
COMPENSATION INFORMATION
Temporary Salaries 57,040 80,000 30,000 30,000 0
FICA/Medicare 4,364 6,200 3,000 3,000 0
Unemployment Insurance 216 325 100 100 0
Workers Comp Insurance 348 500 300 300 0
Labor Received/Provided 553,856 0 0 0 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.
Superior Court Related Functions
Law and Justice
366 County of Contra Costa FY 2015-2016 Recommended Budget
Trial Court Programs Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures:$17,058,296
Financing: 6,770,161
Net County Cost: 10,288,135
Funding Sources:
Charges for Services 24.9% $ 4,242,444
Fine/Forfs/Penalties 14.3% 2,440,717
Intergov Revenue 0.4% 60,000
Lics/Perm/Franchises 0.2% 27,000
General Fund 60.2% 10,288,135
Superior Court Related Functions
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 367
Civil Grand Jury
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 174,739 145,500 155,500 155,500 0
TOTAL EXPENDITURES 174,739 145,500 155,500 155,500 0
REVENUE
0
NET COUNTY COST (NCC) 174,739 145,500 155,500 155,500 0
FINANCIAL INDICATORS
% Change in Total Exp 0% (17%) 7% 0%
% Change in NCC 0% (17%) 7% 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: $155,500
Financing: 0
Net County Cost: 155,500
Funding Sources:
General Fund 100.0% $155,500
Superior Court Related Functions
Law and Justice
368 County of Contra Costa FY 2015-2016 Recommended Budget
Criminal Grand Jury
General Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Services and Supplies 46,925 70,000 88,000 88,000 0
TOTAL EXPENDITURES 46,925 70,000 88,000 88,000 0
REVENUE
0
NET COUNTY COST (NCC) 46,925 70,000 88,000 88,000 0
FINANCIAL INDICATORS
% Change in Total Exp 0% 49% 26% 0%
% Change in NCC 0% 49% 26% 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: $88,000
Financing: 0
Net County Cost: 88,000
Funding Sources:
General Fund 100.0% $88,000
Superior Court Related Functions
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 369
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: $243,000
Financing: 243,000
Net Fund Cost: 0
Funding Sources:
Court Filing Fees 100.0% $243,000
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: $1,670,647
Financing: 1, 670,647
Net Fund Cost: 0
Funding Sources:
Fines & Forfeit 67.4% $1,125,000
Interfund Transfers 32.6% 545,347
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
370 County of Contra Costa FY 2015-2016 Recommended Budget
Courthouse Construction
Service: Discretionary
Level of Service: Mandatory
Expenditures: $2,009,173
Financing: 2,009,173
Net Fund Cost: 0
Funding Sources:
Fines & Forfeit 46.8% $ 939,300
Interfund Transfers 53.2% 1,069,873
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: $2,087,030
Financing: 0
Net Fund Cost: 2,087,030
Funding Sources:
Fund Balance 100.0% $2,087,030
Fund 135400
CAO’s Recommendation
The Baseline expenditures were reduced from
the current year budget by $764,770 due
primarily to the elimination of a one-time
provision for outside attorney and witness fees
for capital cases. Court revenues are budgeted
conservatively, downward from the current year
budget by $368,405 based on of modest receipts
in the last 12 months.
The Recommended Budget is increased by
$128,000 over the Baseline to provide for the
one-time allocation approved by the Board of
Supervisors on February 3, 2015 to subsidize
the Superior Court’s first-year costs to implement
Laura’s Law, a court-ordered assisted outpatient
mental health treatment program. The Court
provided an estimated annual cost of $128,000
based on 1.5 FTE positions required to support
the anticipated workload associated with 37
cases as an extension of the current LPS court
calendar. (Lanterman Petris Short concerns the
involuntary civil commitment to a mental health
institution in the State of California.)
In better economic times, we have historically
budgeted in anticipation of three to five open
capital cases annually; however, we are
recommending a budget that anticipates only
one capital case for the new budget year. It
should be noted that Superior Court programs
are mandated and should the recommended
budget prove to be insufficient, mid-year
augmentations will need to be made from the
County’s reserves or through mid-year
reductions in other County programs.
The Recommended Budget includes
appropriations in the amount of $15.1 million for
transfer to the State to subsidize the cost of the
local Superior Court, and $1.8 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
Superior Court Related Functions
Law and Justice
County of Contra Costa FY 2015-2016 Recommended Budget 371
diligently to minimize the County General Fund
impact for capital cases through the adoption of
new policies including presumptive rates and
fees.
Administrative and Program Goals
In fiscal year 2015-16, the County Administrator
will continue to work with the Superior Court to:
x Coordinate with the Court on the
implementation of new criminal justice case
management systems to maintain a
seamless interface between County and
Court systems;
x Collaborate with the Court on a project to
equip courtrooms with secure wireless
communications to support automated case
management in the courtrooms; and
x Continue working with the Court’s collections
unit to maximize revenue recovery and
minimize the cost of revenue collection
x Update Memoranda of Understanding
(MOU) covering enhanced court collections
and bank account interest, and develop
comprehensive MOU addressing the
contemporary County/Court relationship
x Assist the civil grand jury with securing
satellite meeting locations and technological
capability for audio conferencing and a web-
based application process to encourage
participation of citizens in east and west
county.
FY 2015-16
Program Modification List
Order
Reference to
Mand/Disc
List
Program
Name Services FTE Net County
Cost Impact Impact
1 1 Trial Court
Programs
Increase subsidy to
Superior Court to
provide for first-year
cost to implement
Laura’s Law
0.0 $128,000
Will reduce funds available
for the Law & Justice case
management systems
replacement project and
provide time for the Superior
Court to secure State
financing to support the
program.
Total 0.0 $128,000
Superior Court Related Functions
Law and Justice
372 County of Contra Costa FY 2015-2016 Recommended Budget
Fire Districts
County of Contra Costa
Page intentionally left blank
Jeff Carman, Fire Chief
Contra Costa County FPD
Special District
County of Contra Costa FY 2015-2016 Recommended Budget 373
Contra Costa County FPD
Operating Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 68,161,803 83,476,347 86,776,366 87,988,989 1,212,623
Services and Supplies 7,106,077 7,807,667 9,827,878 9,827,878 0
Other Charges 2,325,978 2,607,899 4,600,600 4,600,600 0
Fixed Assets 74,777 1,215,000 213,000 613,000 400,000
Expenditure Transfers 14,707,777 15,331,110 15,983,599 15,983,5990
TOTAL EXPENDITURES 92,376,412 110,438,023 117,401,443 119,014,066 1,612,623
REVENUE
Other Local Revenue 92,564,920 94,721,763 109,540,328 109,540,3280
Federal Assistance 1,258,581 5,237,475 4,500,000 4,500,000 0
State Assistance 900,664 940,510 880,700 880,700 0
GROSS REVENUE 94,724,165 100,899,748 114,921,028 114,921,028 0
NET FUND COST (NFC) (2,347,753) 9,538,275 2,480,415 4,093,038 1,612,623
Allocated Positions (FTE) 302 329 329 336 7
FINANCIAL INDICATORS
Salaries as % of Total Exp 88% 88% 86% 85%
% Change in Total Exp 20% 6% 1%
% Change in Total Rev 7% 14% 0%
% Change in NFC (506%) (74%) 65%
COMPENSATION INFORMATION
Permanent Salaries 29,736,660 33,127,068 34,767,840 35,449,800 681,960
Temporary Salaries 195,453 275,000 275,000 275,000 0
Permanent Overtime 9,549,557 9,548,963 11,162,633 11,162,633 0
Deferred Comp 16,835 26,520 26,520 28,560 2,040
Comp & SDI Recoveries (645,466) (500,000) (500,000) (500,000) 0
FICA/Medicare 556,553 546,450 715,980 725,898 9,918
Retirement Expense 13,212,925 23,437,888 23,641,984 24,019,469 377,485
Excess Retirement 29,664 30,000 30,000 30,000 0
Employee Group Insurance 4,791,468 5,717,723 5,512,523 5,595,776 83,253
Retiree Health Insurance 5,389,425 6,413,000 5,638,480 5,638,480 0
OPEB Pre-Pay 1,959,289 1,959,289 1,959,289 1,959,289 0
Unemployment Insurance (8) 0 0 0 0
Workers Comp Insurance 3,369,447 2,894,446 3,546,117 3,604,084 57,967
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
374 County of Contra Costa FY 2015-2016 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: $119,014,066
Financing: 114,921,028
Fund Balance: 4,093,038
Funding Sources:
Property Taxes 83.4% $99,289,200
Charges for Svcs 7.6% 9,091,748
Intergovernmental 5.4% 6,372,580
Fund Balance 3.5% 4,093,038
Misc. Revenue 0.1% 167,500
FTE: 335.6
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: $3,102,221
Financing: 3,102,221
Funding Sources:
Fund Balance 98.7% $3,061,977
Charges for Svc 1.3% 40,000
Use of Money 0.0% 240
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: $538
Financing: 538
Funding Sources:
Fund Balance 100.0% $538
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 2015-2016 Recommended Budget 375
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: $55,663
Financing: 55,663
Funding Sources:
Fund Balance 100.0% $55,663
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: $867,078
Financing: 867,078
Funding Sources:
Fund Balance 99.9% $866,838
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: $261,757
Financing: 261,757
Funding Sources:
Fund Balance 77.0% $201,517
Charges for Svcs 22.9% 60,000
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: $12,544,665
Financing: 12,544,665
Funding Sources:
Fund Balance 83.0% $10,420,564
Prop Tax Intercept 16.9% 2,114,101
Use of Money 0.1% 10,000
CCCFPD Stabilization Fund
The Pension Obligation Stabilization Fund was
created pursuant to the issuance of Pension
Obligation Bonds in July 2005. The savings
realized from the lower interest rates are set-
Contra Costa County FPD
Special District
376 County of Contra Costa FY 2015-2016 Recommended Budget
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: $2,620,396
Financing: 2,620,396
Funding Sources:
POB Savings 99.6% $2,610,396
Use of Money 0.4% 10,000
CAO’s Recommendation
The FY 2015-16 Recommended Budget
provides for the funding of 24 fire stations and
335.6 FTEs. This includes 24 three-person
companies and three two-person squads. In
contrast, the FY 2014-15 Recommended Budget
funded 23 companies with no squads and a total
of 301.6 FTEs.
Prior to the start of FY 2014-15, the District
received a two-year federal staffing grant in the
amount of $9.6 million. This grant funds 27
firefighter positions. Additionally, in June 2014,
the voters in the City of San Pablo passed a
sales tax measure (Measure K) to enhance
emergency medical incident response. The
additional sources of revenue have allowed the
District to reopen a fire station in the City of
Clayton and staff fire stations in the cities of
Walnut Creek, Concord, and San Pablo with a
two-person squad in addition to the existing
three-person company.
The District is primarily funded by property tax
revenues. In FY 2014-15, the District
experienced a 9.6% growth in secured property
assessed valuation and 9.3% growth in total
assessed valuation. This represents the second
consecutive year of growth in assessed
valuation after several years of declines. The
District received additional property tax
distributions during the course of the fiscal year
due to the dissolution of various redevelopment
agencies in the County.
Despite this increase in revenue, the District will
need to use reserve funds to balance its FY
2014-15 budget because the growth in
expenditures outpaced the growth in revenue.
Employer retirement rates increased significantly
in FY 2014-15 due largely to the CCCERA
Board’s decision to decrease the investment
return assumption from 7.75% to 7.25%. The
District’s Safety Tier A rate increased from
47.3% in 2013-14 to 77.6% in 2014-15. In
addition to direct employer retirement costs, the
District is making payments on a 2005 issue of
pension obligation bonds through 2022.
In FY 2015-16 employer retirement contribution
rates will decrease for most employers and rate
groups. In FY 2014-15 the District settled a
contract with its largest labor group, IAFF Local
1230. The new contract provides for three, 2.5%
wage increases and eliminates the 9%
employee subvention of the employer cost
towards retirement, in three equal installments of
3%, over the course of the contract. The
reduction in employee subvention of employer
retirement costs offsets the general decline in
rates most other employers in CCCERA will
experience in FY 2015-16.
In FY 2014-15 the District appropriated $1
million to address some of its critical capital
needs and began implementation in March 2014
with an enterprise lease agreement to replace
light duty vehicles on a regular basis. In
December 2014, the District executed a low-
interest lease purchase arrangement for the
replacement of several heavy fire apparatus.
The FY 2015-16 Recommended Budget
continues the $1 million appropriation to fund the
lease purchase payments associated with the
agreement described above and includes
appropriations for station repair projects and the
acquisition of additional heavy fire apparatus. It
also includes an appropriation for a fire boat,
increased appropriations for non-capital and
capital equipment, and appropriations for seven
support staff positions that were eliminated
during the economic recession.
The FY 2015-16 Recommended Budget
anticipates a 6% growth in secured property
assessed valuation and some new sources of
Contra Costa County FPD
Special District
County of Contra Costa FY 2015-2016 Recommended Budget 377
revenue, including the EMS first responder cost
recovery fee ($1.7 million) and Measure K
revenue from the City of San Pablo ($1.2
million).
The FY 2015-16 Recommended Budget
balances by using approximately $4.1 million in
fund balance. The District has a policy to
maintain a minimum reserve of 10% of operating
fund budgeted expenditures. Despite the
planned use of reserves to balance the budget,
the District continues to meet its reserve
requirements. It should also be noted that $2.6
million of the District’s planned expenditures are
for the transfer of funds from the general
operating fund to the pension obligation
stabilization fund. The pension obligation
stabilization fund can be used for very limited
purposes – such as extinguishing new
retirement UAALs and replenishing general fund
reserves.
The District is still recovering from a long and
deep recession, during which layoffs and
reductions in service occurred, employee take-
home pay declined due to wage and benefit
concessions, aging equipment was not replaced,
and infrastructure needs were not adequately
addressed. The 2015-16 Recommended Budget
attempts to address some of those needs while
still maintaining practical fiscal controls.
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 2014-15 the District:
x Reopened Fire Station 11 in the City of
Clayton and added three, two-person
squads at Fire Station 1 in the City of
Walnut Creek, Fire Station 6 in the City
of Concord, and Fire Station 70 in the
City of San Pablo.
x Responded to approximately 45,000
incidents in calendar year (CY) 2014,
representing a 3% increase in call
volume.
x Conducted approximately 12,000 life
safety inspections and plan reviews of
new buildings and fire/life safety
systems for compliance with state and
local fire and building codes during CY
2014. This represents a decrease in
total number of projects but an increase
in the size and complexity of
constructions projects reviewed.
x Awarded a $9.6 million federal staffing
grant to be used over a period of two
years.
x Executed a funding agreement with the
City of San Pablo for enhanced
emergency medical services
subsequent to the passage of sales tax
Measure K.
x Conducted and completed three
firefighter candidate academies.
x Adopted an ordinance establishing a
cost recovery fee for first-responder
emergency medical services.
x Executed a five-year agreement for the
leasing, maintenance, and management
of the District’s light vehicle fleet.
x Executed a ten-year lease-purchase
agreement for the replacement of aging
heavy fire apparatus.
x Purchased three squad vehicles to
support the primary emergency medical
mission of the new two-person squads
as well as providing a fully functional
support platform for rescues and
firefighting support operations.
x Conducted an ambulance service
feasibility study and issued a request for
qualifications for an ambulance provider
to partner with the District in responding
to the Contra Costa County Request for
Proposals for Exclusive Operator for
Emergency Ambulance Service.
Contra Costa County FPD
Special District
378 County of Contra Costa FY 2015-2016 Recommended Budget
x Updated and upgraded the 911-system
in the regional communications center
and installed new servers.
x Redesigned and modernized the District
website.
x Adopted a new logo for uniforms,
vehicles, and District branding.
x Continued implementation of the new
East Bay Regional Communications
System.
x Continued working on partnership with
the Moraga-Orinda Fire Protection
District to jointly build and operate a fire
station to serve western Lafayette and
Orinda.
Administrative and Program Goals
During FY 2015-16, the District will:
x Reduce call processing and turnout
times in an effort to reduce overall
incident response times.
x Analyze and enhance the current
dispatch and deployment models to
meet current and future service delivery
requirements.
x Establish and employ a standardized
method for capturing and reporting
incident response data.
x Finalize partnership with the Moraga-
Orinda Fire Protection District to jointly
build and operate a fire station to serve
western Lafayette and Orinda.
x Pursue alternative revenue sources and
enterprise opportunities to reduce
dependence on property tax revenue.
x Analyze and enhance current business
and operational practices and develop
sustainment plans for all aspects of the
organization.
x Explore the possibility of a
comprehensive energy efficiency and
renewable energy program in
partnership with Chevron Energy
Solutions.
x Continue to address infrastructure
needs and the replacement of capital
equipment.
x Continue to pursue grant funding
opportunities as they become available.
FY 2015-16
Program Modification List
Order Reference to
Mand/Disc List
Program
Name Service FTE
Net Fund Cost
Impact Impact
1 N/A
Fire
Prevention/
Administration
Fire Prevention/
Administration 7.0 $1,212,623
Adds support
positions in
telecommunications,
IT, facility
maintenance,
training and
administration
2 N/A Fire
Suppression Fire Suppression 0 $400,000
Fire boat purchase;
water rescue, fire
suppression on
docks and marina
and in refinery areas
Total 7.0 $1,612,623
Crocket-Carquinez FPD
Jerry Littleton, Jr., Fire Chief Special District
County of Contra Costa FY 2015-2016 Recommended Budget 379
Crockett-Carquinez Fire
Protection Fund
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
EXPENDITURES
Salaries and Benefits 181,287 214,650 224,009 224,009 0
Services and Supplies 336,206 768,163 178,950 178,950 0
Other Charges 117,119 126,690 131,541 131,541 0
Fixed Assets 76,276 0 0 0 0
TOTAL EXPENDITURES 710,887 1,109,503 534,500 534,500 0
REVENUE
Other Local Revenue 598,092 465,600 530,900 530,900 0
Federal Assistance 195,201 0 0 0 0
State Assistance 3,531 3,600 3,600 3,600 0
GROSS REVENUE 796,824 469,200 534,500 534,500 0
NET FUND COST (NFC) (85,938) 640,303 0 0 0
FINANCIAL INDICATORS
Salaries as % of Total Exp 26% 19% 42% 42%
% Change in Total Exp 56% (52%) 0%
% Change in Total Rev (41%) 14% 0%
% Change in NFC (845%) (100%) 0%
COMPENSATION INFORMATION
Permanent Salaries 39,319 31,000 37,000 37,000 0
Temporary Salaries 124,085 163,000 165,354 165,354 0
FICA/Medicare 12,497 15,000 16,000 16,000 0
Retirement Expense 351 300 300 300 0
Employee Group Insurance 3,424 3,500 3,355 3,355 0
Unemployment Insurance 577 600 600 600 0
Workers Comp Insurance 1,034 1,250 1,400 1,400 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
380 County of Contra Costa FY 2015-2016 Recommended Budget
Crockett-Carquinez FPD Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $534,500
Financing: 534,500
Net Fund Cost: 0
Funding Sources:
Property Taxes 82.1% $439,000
Other Revenues 17.2% 91,900
State Aid 0.7% 3,600
CAO’s Recommendation
The FY 2015-16 Recommended Budget reflects
a decrease of $589,213 in expenditures, which
is primarily composed of fund balance budgeted
in FY 2014-15. Recommended revenue reflects
a $65,300 increase from the FY 2014-15 Budget
based on prior year experience and anticipated
property tax increases. For this reason, the
District is not proposing to use any fund balance
to balance the FY 2015-16 Recommended
Budget.
Performance Measurement
x Crockett-Carquinez FPD was able to recruit
and hire five (5) new Paid-on-Call firefighters
during FY 2014-15.
x The District procured a new pumper truck
which is being built and scheduled for
delivery by the end of FY 2014-15
x The District received $2,500 from the U.S.
Department of Agriculture, Volunteer
Assistance Grant for wildland equipment
acquisition.
Administrative and Program Goals
x Continue recruiting Paid-on-Call personnel.
x Continue pursuing donations and grants to
help supplement funding for apparatus and
equipment needs.
x Upgrade technical rescue capabilities and
place rescue truck in service.
Summary Information
County of Contra Costa
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County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 381
ALL COUNTY FUNDS
FY 2015-2016
Recommended Sources
Source of Funds Recommended
FY 2015-16
Percent
of Total
Hospital/Health Plan Revenue 1,108,677,743 36.28%
Intergovernmental Revenue 829,824,777 27.15%
Miscellaneous Revenue 360,422,777 11.79%
Taxes Current Property 344,549,005 11.27%
Charges for Services 244,430,584 8.00%
Fund Balance 42,082,225 1.38%
Fines, Forfeitures and Penalties 31,444,498 1.03%
Enterprise Fund Subsidy 30,408,776 1.00%
Licenses, Permits and Franchises 26,095,062 0.85%
Taxes Other Than Current Property 20,434,587 0.67%
Use of Money and Property 17,610,797 0.58%
TOTAL RECOMMENDED SOURCES 3,055,980,831 100.00%
Hospital/Health
Plan Revenue
36.28%
Intergovernmental
Revenue
27.15%
Miscellaneous
Revenue
11.79%
Taxes Current
Property
11.27%
Charges for
Services
8.00%
Fund Balance
1.38%
Fines, Forfeitures
and Penalties
1.03%
Enterprise Fund
Subsidy
1.00%Licenses, Permits
and Franchises
0.85%Taxes Other Than
Current Property
0.67%
Use of Money and
Property
0.58%
County Summary Information
382 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
FY 2015-2016
Recommended Requirements
Use of Funds Recommended
FY 2015-16
Percent
of Total
Health & Human Services 2,102,764,419 68.80%
General Government 485,789,170 15.90%
Law & Justice 467,427,242 15.30%
Total Requirements 3,055,980,831 100.00%
General
Government
15.90%
Health & Human
Services
68.80%
Law & Justice
15.30%
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 383
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
384 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Total Requirements Summary By Fund
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
General Government 194,288,222 208,686,849 272,612,418 260,318,124 (12,294,294)
Health & Human Services 667,174,501 692,695,233 735,001,631 775,001,320 39,999,689
Law & Justice 331,640,025 346,519,468 386,070,872 387,685,919 1,615,047
SubTotal General Fund 1,193,102,748 1,247,901,550 1,393,684,921 1,423,005,363 29,320,442
Ellinwood Cap-Proj 0 0 250 250 0
County Law Enfrcmt-Cap Proj 1,728,393 80,386 2,665,576 1,158,221 (1,507,355)
Recorder Modernization 1,840,601 2,492,914 11,105,603 11,040,581 (65,022)
Court / Clerk Automation 0 0 78 78 0
Fish And Game 74,404 23,431 247,795 136,150 (111,645)
Land Development Fund 2,281,527 2,528,872 3,512,411 2,510,000 (1,002,411)
Criminalistics Laboratory 2,561 4 126,584 7,000 (119,584)
Survey Monument Preservtn 69,131 83,191 742,795 594,727 (148,068)
Crim Justice Facility Constr 1,194,889 1,241,404 1,165,258 1,670,647 505,389
Courthouse Construction 1,425,736 1,376,810 2,011,172 2,009,173 (1,999)
Road 34,162,798 34,577,415 61,543,635 48,803,815 (12,739,820)
Transportation Improvement 732,107 1,174,535 1,737,765 2,270,000 532,235
Sans Crainte Drainage 0 12,230 260,063 256,033 (4,030)
Private Activity Bond 720,018 1,351,715 958,448 1,521,051 562,603
Affordable Housing Spec Rev 279 4 96,537 130,000 33,463
Navy Trans Mitigation 209,915 285,517 5,857,010 5,786,118 (70,892)
Tosco/Solano Trns Mitigation 7,312 2,523 21,000 16,000 (5,000)
Child Development Fund 19,931,394 19,923,922 19,732,626 23,310,612 3,577,986
HUD NSP 1,507,228 727,158 1,965,073 1,657,447 (307,626)
Used Oil Recycling Grant 53,760 26,667 71,718 160,000 88,282
Conservation & Development 23,629,353 22,909,096 27,245,741 27,077,321 (168,420)
CDD/PWD Joint Review Fee 400,775 385,232 1,341,910 1,341,910 0
Drainage Deficiency 4,023,924 54 2,733,952 2,239,312 (494,640)
Public Works 1,606,044 497,936 5,888,094 5,888,094 0
D A Consumer Protection 335,077 171,207 5,191,509 350,000 (4,841,509)
Domestic Violence Victim Asst 125,739 138,447 133,314 139,000 5,686
Dispute Resolution Program 249,483 240,410 587,638 243,000 (344,638)
Zero Tolrnce-Dom Violence 310,631 310,555 688,070 357,382 (330,688)
D A Revenue Narcotics 99,080 87,373 439,061 70,000 (369,061)
D A Environment/Osha 415,669 1,547 2,392,030 306,910 (2,085,120)
D A Forfeitre-Fed-Doj 20,286 92,898 298,762 20,500 (278,262)
Walden Green Maintenance 46,637 79,294 533,683 400,000 (133,683)
R/Estate Fraud Prosecute 543,418 28,130 2,355,867 457,400 (1,898,467)
CCC Dept Child Spprt Svcs 18,725,204 18,757,578 18,946,946 18,817,709 (129,237)
Emergency Med Svcs Fund 2,043,620 2,395,766 2,263,129 1,692,403 (570,726)
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 385
ALL COUNTY FUNDS
Total Requirements Summary By Fund (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
AB75 Tobacco Tax Fund 149 115 49 0 (49)
Traffic Safety Fund 40,850 951 394,560 394,560 0
Pub Protect-Spec Rev Fund 826,034 629,788 2,811,712 2,804,252 (7,460)
Sheriff Narc Forfeit-St/Local 468,784 284 329,514 50,000 (279,514)
Sheriff Forfeit-Fed-Doj 156,454 4 551,606 13,500 (538,106)
Sup Law Enforcement Svcs 5,682,633 6,388,680 7,225,307 6,316,840 (908,467)
Sheriff Forfeit-Fed Treasury 4 4 199,706 325 (199,381)
Prop 63 Mh Svcs Acct 25,511,843 34,040,260 32,410,306 43,114,746 10,704,440
Prisoners Welfare Fund 1,419,057 1,445,959 2,909,592 2,937,972 28,380
Comm Coll Child Dev-Fund 1,913,050 1,978,181 2,236,778 0 (2,236,778)
Probation Officers Special Fund 79,122 64,083 283,275 262,500 (20,775)
Automated Sys Dvlpmnt 170,000 170,000 200,000 200,000 0
Property Tax Admin 0 0 3,052,351 3,052,351 0
Cnty Local Rev Fund 2011 110,977,999 132,784,505 128,025,350 148,264,923 20,239,573
Ihss Public Authority 1,635,620 1,863,030 2,057,919 2,447,017 389,098
DNA Identification Fund 558,383 310,433 573,902 285,000 (288,902)
Comm Corr Prfmc Incntv Fd 2,879,437 3,889,807 5,864,913 3,677,015 (2,187,898)
No Rich Wst&Rcvy Mtgn Fee 1,160,549 282,747 1,204,316 550,000 (654,316)
L/M Hsg Asset Fd-Lmihaf 0 34,540 0 7,585,000 7,585,000
Bailey Rd Mntc Surcharge 0 1,076,015 1,698,758 540,000 (1,158,758)
Home Invstmt Prtnrshp Act 0 466,749 300,115 300,000 (115)
County Library 23,750,479 23,743,834 28,262,541 27,878,964 (383,577)
Casey Library Gift 41 42 256,187 100 (256,087)
Hercul/Rodeo Crock A Of B 2,148 6,396 5,100 (1,296)
West County Area Of Benefit 4 314 5,100 5,100 0
North Richmond A of B 948 7,870 10,000 5,500 (4,500)
Martinez Area Of Benefit 169,512 278,018 214,500 200,500 (14,000)
Briones Area Of Benefit 4 4 2,500 1,100 (1,400)
Central Co Area/Benefit 189,130 244,397 830,000 151,000 (679,000)
So Wal Crk Area Of Beneft 831 1,377 15,050 20,100 5,050
Alamo Area Of Benefit 63,260 75,173 150,200 390,200 240,000
South Co Area Of Benefit 252,001 289,480 1,237,500 500,500 (737,000)
Pitts/Antioch Area/Beneft 0 1,480 0 0 0
Marsh Crk Area Of Benefit 4 28,819 2,640 0 (2,640)
East County Area Of Benef 501,044 677,903 701,000 521,000 (180,000)
Bethel Isl Area Of Beneft 34,465 25,624 31,500 30,500 (1,000)
County Childrens 183,898 89,379 302,310 185,000 (117,310)
Animal Benefit 100,029 66,022 1,142,107 70,000 (1,072,107)
Co-Wide Gang And Drug 46,681 60,535 1,441,935 81,000 (1,360,935)
County Summary Information
386 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Total Requirements Summary By Fund (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
Livable Communities Fund 0 250,000 870,893 800,000 (70,893)
Ava Service Authority 126,821 0 0 0 0
Arra Hud Bldg Insp Npp 906,681 880,295 1,075,325 1,076,000 675
Retirement Uaal Bond Fund 67,942,535 68,404,567 43,550,539 36,917,526 (6,633,013)
Ret Litgtn Stlmnt Dbt Svc 2,759,911 2,759,911 2,759,911 2,759,911 0
Family Law Ctr-Debt Svc 680,282 124,657 2,632,377 2,087,030 (545,347)
Central Identify Bureau 2,592,834 1,704,108 4,247,100 4,247,100 0
Sprw Fund 656,835 477,084 4,649,036 4,620,109 (28,927)
Rd Dvlpmnt Discovery Bay 4 4 110,500 100,300 (10,200)
Road Imprvmnt Fee 1,743,672 1,000,340 2,400,500 5,342,000 2,941,500
Rd Devlpmnt Rich/El Sobrt 4 4,629 10,500 15,500 5,000
Road Development Bay Point 39,510 126,556 180,400 5,400 (175,000)
Rd Devlpmnt Pacheco Area 658 34,106 37,400 85,400 48,000
Airport Enterprise 4,932,318 4,548,690 4,759,032 3,941,669 (817,363)
Sheriff Law Enf Trng Cntr 1,461,637 1,476,703 1,554,100 1,519,603 (34,497)
Childcare Enterprise 35,046 0 74,089 74,089 0
Hospital Enterprise 496,695,783 503,178,550 520,377,256 531,312,936 10,935,680
Hmo Enterprise 291,062,119 344,785,269 313,629,648 536,489,235 222,859,587
Hmo Enterprise-Comm Plan 120,408,032 102,222,754 91,828,636 72,043,234 (19,785,402)
Major Risk Med Insur Ent 1,208,415 742,986 1,233,645 800,000 (433,645)
Fleet LSF 10,099,051 10,323,516 13,924,762 13,457,916 (466,846)
SubTotal Non-General Fund 1,300,643,588 1,366,065,352 1,421,708,247 1,632,975,467 211,267,220
Total Requirements - All
Funds 2,493,746,336 2,613,966,902 2,815,393,168 3,055,980,831 240,587,662
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 387
ALL COUNTY FUNDS
Summary
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
SOURCES
Taxes-Current Property 293,010,187 311,985,139 315,635,231 344,549,005 28,913,774
Taxes-Other than Current Property 20,120,023 23,258,992 17,497,294 20,434,587 2,937,293
License/Permit/Franchises 22,851,129 24,433,200 25,464,929 26,095,062 630,133
Fines/Forfeits/Penalties 35,740,804 37,250,759 32,785,903 31,444,498 (1,341,405)
Use of Money & Property 11,352,630 9,109,795 7,900,210 17,610,797 9,710,587
Intergovernmental Revenue 717,847,196 747,329,486 779,492,645 829,824,777 50,332,132
Charges for Services 215,276,903 226,811,007 250,907,423 244,430,584 (6,476,839)
Miscellaneous Revenue 326,012,935 369,776,713 336,273,458 360,422,777 24,149,319
Hospital/Health Plan Enterprise Funds 867,881,470 934,023,897 896,660,409 1,108,677,743 212,017,334
Enterprise Fund Subsidy 34,146,228 30,408,776 30,408,776 30,408,776 0
Total Revenue 2,544,239,505 2,714,387,764 2,694,641,354 3,013,898,605 319,257,251
Fund Balance (50,493,165) (100,420,861) 120,751,815 42,082,225 (78,669,590)
TOTAL SOURCES 2,493,746,340 2,613,966,903 2,815,393,169 3,055,980,831 240,587,661
REQUIREMENTS
Salaries and Benefits 1,023,043,157 1,076,378,154 1,195,430,416 1,227,846,160 32,415,744
Services and Supplies 952,370,392 1,018,950,095 1,098,490,535 1,285,760,174 187,269,639
Other Charges 400,452,515 382,300,918 324,016,359 333,520,224 9,503,865
Fixed Assets 11,075,116 7,784,190 42,515,655 31,992,718 (10,522,937)
Provisions for Contingencies 4,055,653 7,671,955 3,616,302
Gross Expenditures 2,386,941,180 2,485,413,356 2,664,508,618 2,886,791,230 222,282,612
Expenditure Transfers 106,805,160 128,553,547 150,884,551 169,189,600 18,305,049
TOTAL REQUIREMENTS 2,493,746,340 2,613,966,903 2,815,393,169 3,055,980,831 240,587,661
Allocated Positions (FTE) 8,012 8,530 8,574 8,905 331
County Summary Information
388 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY AND DISTRICTS MAJOR FUNDS
Major Fund: CONTRA COSTA FIRE
Summary
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
SOURCES
Taxes Current Property 81,668,179 86,310,666 87,475,837 99,289,200 11,813,363
Taxes Other Than Cur Prop (1,465,912) (1,037,602) 0 0 0
Use Of Money & Property 15,616 1,509 10,980 10,720 (260)
Intergovernmental Revenue 8,226,414 3,341,967 7,462,985 6,372,580 (1,090,405)
Charges for Services 6,380,267 6,119,322 5,873,426 9,191,748 3,318,322
Miscellaneous Revenue 10,168,243 2,744,539 2,780,883 2,777,896 (2,987)
Total Revenue 104,992,807 97,480,402 103,604,111 125,921,719 14,038,033
Fund Balance (3,690,486) (4,844,700) 18,074,644 8,279,575 (9,795,069)
TOTAL SOURCES 101,302,321 92,635,702 121,678,755 125,921,719 4,242,964
REQUIREMENTS
Salaries and Benefits 68,607,539 68,161,803 87,414,262 87,988,989 574,727
Services and Supplies 7,584,219 7,106,077 8,743,775 10,817,910 2,074,135
Other Charges 2,671,669 2,348,556 2,618,459 4,610,658 1,992,199
Fixed Assets 2,330,594 311,489 4,947,816 3,900,217 (1,047,599)
Gross Expenditures 81,194,020 77,927,925 103,724,312 107,317,774 3,593,462
Expenditure Transfers 20,108,300 14,707,777 17,954,443 18,603,945 649,502
TOTAL REQUIREMENTS 101,302,321 92,635,702 121,678,755 125,921,719 4,242,964
Allocated Positions (FTE) 365 302 329 336 7
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 389
ALL COUNTY AND DISTRICTS MAJOR FUNDS
Major Fund: HMO ENTERPRISE FUND
Summary
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
SOURCES
Other Hospital Revenues 12 0 0 0 0
External Health Plan Revenue 289,004,757 336,352,593 313,629,648 536,489,235 222,859,587
Total Revenue 289,004,769 336,352,593 313,629,648 536,489,235 222,859,587
Fund Balance 82,388 (1,012,705) 0 0 0
TOTAL SOURCES 289,087,157 335,339,888 313,629,648 536,489,235 222,859,587
REQUIREMENTS
Salaries and Benefits 15,587,508 17,576,484 20,463,930 22,730,393 2,266,463
Services and Supplies 199,322,728 273,587,303 280,816,551 492,634,578 211,818,027
Other Charges 74,176,921 44,176,101 12,349,167 21,124,264 8,775,097
TOTAL REQUIREMENTS 289,087,157 335,339,888 313,629,648 536,489,235 222,859,587
Allocated Positions (FTE) 100 155 155 156 1
County Summary Information
390 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY AND DISTRICT MAJOR FUNDS
Major Fund: HOSPITAL ENTERPRISE FUND
Summary
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
SOURCES
Medicare Patient Services 28,652,765 37,360,154 30,370,831 36,350,430 5,979,599
Medi-Cal Patient Services 200,812,946 226,504,306 231,189,512 223,781,758 (7,407,754)
Hlth Plan Patient Svcs 123,539,730 114,896,260 130,204,547 116,635,056 (13,569,491)
Private Pay Patient Svcs 6,782,388 8,237,865 8,249,147 10,048,232 1,799,085
Interdept Patient Svcs 5,459,169 4,810,809 4,619,345 4,263,443 (355,902)
Other Hospital Revenues 58,065,035 56,693,892 53,803,806 76,582,524 22,778,718
Charges To Gen Fund Units 21,933,545 27,306,961 22,720,375 23,275,487 555,112
External Health Plan Revenue 7,955,838 (145,373) 10,889,264 12,045,577 1,156,313
Enterprise Fund Subsidy 30,376,090 26,672,488 26,672,488 26,672,488 0
Schools Funds Revenue 4,185,496 7,090,092 1,657,941 1,657,941 0
Gross Revenue 487,763,002 509,427,454 520,377,256 531,312,936 10,935,680
Fund Balance 8,932,781 (6,248,903) 0 0 0
TOTAL SOURCES 496,695,783 503,178,551 520,377,256 531,312,936 10,935,680
REQUIREMENTS
Salaries And Benefits 295,983,773 313,250,707 328,220,583 342,842,105 14,621,522
Services And Supplies 200,596,923 188,079,290 178,517,938 174,422,713 (4,095,225)
Other Charges 115,087 1,848,553 10,271,185 10,874,867 603,682
Fixed Assets 17,954,976 4,821,185 3,367,550 3,173,251 (194,299)
Gross Expenditures 514,650,759 507,999,736 520,377,256 531,312,936 10,935,680
Expenditure Transfers (17,954,976) (4,821,185) 0 0 0
TOTAL REQUIREMENTS 496,695,783 503,178,550 520,377,256 531,312,936 10,935,680
Allocated Positions (FTE) 1,893 1,926 1,926 2,184 258
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 391
ALL COUNTY AND DISTRICT MAJOR FUNDS
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
392 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY AND DISTRICTS MAJOR FUNDS
Major Fund: GENERAL FUND - All Functional Groups
Summary
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
SOURCES
Taxes Current Property 273,237,246 290,785,251 294,200,000 320,580,000 26,380,000
Taxes Other Than Cur Prop 20,456,556 23,499,030 17,817,000 20,660,000 2,843,000
License/Permit/Franchises 10,737,216 11,678,092 11,313,690 11,476,050 162,360
Fines/Forfeits/Penalties 28,016,308 29,357,016 26,691,183 26,422,960 (268,223)
Use Of Money & Property 5,682,845 3,198,266 2,146,252 11,300,770 9,154,518
Intergovernmental Revenue 482,510,398 489,068,552 531,906,514 549,443,617 17,537,103
Charges For Services 196,520,760 207,519,846 223,519,143 217,491,580 (6,027,563)
Miscellaneous Revenue 211,816,693 242,470,154 250,933,733 265,630,386 14,696,653
Gross Revenue 1,228,978,022 1,297,576,207 1,358,527,515 1,423,005,363 64,477,848
Fund Balance (35,875,272) (49,674,657) 35,157,408 0 (35,157,408)
TOTAL SOURCES 1,193,102,750 1,247,901,550 1,393,684,923 1,423,005,363 29,320,440
REQUIREMENTS
Salaries and Benefits 646,614,230 679,906,113 773,026,108 787,811,097 14,784,989
Services and Supplies 388,195,176 402,263,410 434,924,110 456,431,866 21,507,756
Other Charges 232,552,677 241,170,738 230,752,887 235,052,535 4,299,648
Fixed Assets 6,515,801 6,411,680 31,926,467 24,251,330 (7,675,137)
Provisions for Contingency 4,055,653 7,671,955 3,616,302
Gross Expenditures 1,273,877,884 1,329,751,941 1,474,685,225 1,511,218,783 36,533,558
Expenditure Transfers (80,775,135) (81,850,391) (81,000,304) (88,213,420) (7,213,116)
TOTAL REQUIREMENTS 1,193,102,749 1,247,901,550 1,393,684,922 1,423,005,363 29,320,441
Allocated Positions (FTE) 5,349 5,786 5,826 5,901 75
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 393
ALL COUNTY AND DISTRICTS MAJOR FUNDS
Major Fund: GENERAL FUND - General Government Functional Group
Summary
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
SOURCES
Taxes Current Property 273,237,246 290,785,251 294,200,000 320,580,000 26,380,000
Taxes Other Than Cur Prop 20,456,556 23,499,030 17,817,000 20,660,000 2,843,000
License/Permit/Franchises 8,726,373 9,702,665 8,869,966 9,502,550 632,584
Fines/Forfeits/Penalties 24,015,109 23,975,345 23,042,500 23,023,297 (19,203)
Use Of Money & Property 5,151,072 2,696,944 1,641,032 1,907,491 266,459
Intergovernmental Revenue 21,648,142 22,799,684 27,994,802 32,117,862 4,123,060
Charges For Services 76,591,471 81,291,575 84,808,249 80,548,949 (4,259,300)
Miscellaneous Revenue 47,324,248 52,422,625 57,394,207 56,689,730 (704,477)
Gross Revenue 477,150,218 507,173,119 515,767,755 545,029,878 29,262,123
Fund Balance (282,861,996) (298,486,270) (243,155,337) (284,711,754) (41,556,417)
TOTAL SOURCES 194,288,222 208,686,849 272,612,418 260,318,124 (12,294,294)
REQUIREMENTS
Salaries and Benefits 112,520,457 114,653,575 136,428,264 137,945,781 1,517,517
Services and Supplies 112,652,641 116,385,112 152,081,832 145,520,731 (6,561,101)
Other Charges 40,351,059 52,526,747 43,234,625 39,697,255 (3,537,370)
Fixed Assets 4,157,251 2,248,607 18,839,893 15,298,707 (3,541,186)
Provisions for Contingency 4,055,653 7,671,955 3,616,302
Gross Expenditures 269,681,407 285,814,041 354,640,267 346,134,429 (8,505,838)
Expenditure Transfers (75,393,185) (77,127,192) (82,027,849) (85,816,305) (3,788,456)
TOTAL REQUIREMENTS 194,288,222 208,686,849 272,612,418 260,318,124 (12,294,294)
Allocated Positions (FTE) 1,031 1,046 1,066 1,066 0
County Summary Information
394 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY AND DISTRICTS MAJOR FUNDS
Major Fund: GENERAL FUND - Health & Human Services Functional Group
Summary
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
SOURCES
License/Permit/Franchises 434,468 419,392 370,544 415,000 44,456
Fines/Forfeits/Penalties 667,106 900,940 531,061 625,946 94,885
Use Of Money & Property 531,773 501,322 505,220 9,393,279 8,888,059
Intergovernmental Revenue 366,125,037 365,848,695 404,009,766 420,662,153 16,652,387
Charges For Services 73,542,675 80,752,920 88,849,610 86,951,216 (1,898,394)
Miscellaneous Revenue 120,041,107 141,160,761 137,073,753 152,066,972 14,993,219
Gross Revenue 561,342,167 589,584,030 631,339,954 670,114,566 38,774,612
Fund Balance 105,832,334 103,111,203 103,661,677 104,886,754 1,225,077
TOTAL SOURCES 667,174,501 692,695,233 735,001,631 775,001,320 39,999,689
REQUIREMENTS
Salaries and Benefits 271,219,715 289,295,321 334,240,390 342,260,184 8,019,794
Services and Supplies 233,628,020 243,154,562 232,890,369 263,761,598 30,871,229
Other Charges 167,555,902 162,926,726 164,002,374 170,191,366 6,188,992
Fixed Assets 604,777 1,247,233 760,858 1,129,103 368,245
Gross Expenditures 673,008,414 696,623,842 731,893,991 777,342,251 45,448,260
Expenditure Transfers (5,833,913) (3,928,609) 3,107,640 (2,340,931) (5,448,571)
TOTAL REQUIREMENTS 667,174,501 692,695,233 735,001,631 775,001,320 39,999,689
Allocated Positions (FTE) 2,649 3,011 3,011 3,057 46
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 395
ALL COUNTY AND DISTRICTS MAJOR FUNDS
Major Fund: GENERAL FUND - Law & Justice Functional Group
Summary
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
SOURCES
License/Permit/Franchises 1,576,374 1,556,036 2,073,180 1,558,500 (514,680)
Fines/Forfeits/Penalties 3,334,093 4,480,730 3,117,622 2,773,717 (343,905)
Intergovernmental Revenue 94,737,218 100,420,172 99,901,946 96,663,602 (3,238,344)
Charges For Services 46,386,613 45,475,351 49,861,284 49,991,416 130,132
Miscellaneous Revenue 44,451,339 48,886,769 56,465,773 56,873,684 407,911
Gross Revenue 190,485,637 200,819,058 211,419,805 207,860,919 (3,558,886)
Fund Balance 141,154,388 145,700,411 174,651,067 179,825,000 5,173,933
TOTAL SOURCES 331,640,025 346,519,469 386,070,872 387,685,919 1,615,047
REQUIREMENTS
Salaries and Benefits 262,874,057 275,957,218 302,357,454 307,605,132 5,247,678
Services and Supplies 41,914,515 42,723,736 49,951,909 47,149,537 (2,802,372)
Other Charges 24,645,716 25,717,266 23,515,888 25,163,914 1,648,026
Fixed Assets 1,753,773 2,915,839 12,325,716 7,823,520 (4,502,196)
Gross Expenditures 331,188,062 347,314,059 388,150,967 387,742,103 (408,864)
Expenditure Transfers 451,963 (794,590) (2,080,095) (56,184) 2,023,911
TOTAL REQUIREMENTS 331,640,025 346,519,468 386,070,872 387,685,919 1,615,047
Allocated Positions (FTE) 1,669 1,729 1,749 1,778 29
County Summary Information
396 County of Contra Costa FY 2015-2016 Recommended Budget
GENERAL FUND
Summary of Expenditures and Revenues With Compensation Information
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended
2015-16
Change
EXPENDITURES
Salaries and Benefits 679,906,113 773,026,108 784,438,812 787,811,097 3,372,285
Services and Supplies 402,263,410 434,924,110 456,549,694 456,431,866 (117,828)
Other Charges 241,170,738 230,752,887 234,924,535 235,052,535 128,000
Fixed Assets 6,411,680 31,926,467 19,227,792 24,251,330 5,023,538
Expenditure Transfers (81,850,391) (81,000,304) (88,048,220) (88,213,420) (165,200)
TOTAL EXPENDITURES 1,247,901,550 1,393,684,922 1,414,764,568 1,423,005,363 8,240,795
REVENUE
Other Local Revenue 763,723,497 785,043,034 834,470,525 834,270,525 (200,000)
Federal Assistance 237,477,691 264,109,661 271,069,869 271,069,869 0
State Assistance 296,375,018 309,374,819 317,664,969 317,664,969 0
GROSS REVENUE 1,297,576,207 1,358,527,514 1,423,205,363 1,423,005,363 (200,000)
NET COUNTY COST (NCC) (49,674,657) 35,157,408 (8,440,795) (0) 8,440,795
Allocated Positions (FTE) 5,786 5,826 5,874 5,901 27
FINANCIAL INDICATORS
Salaries as % of Total Exp 51% 52% 52% 52% 0%
% Change in Total Exp 12% 2% 1% (1%)
% Change in Total Rev 5% 5% 0% (5%)
% Change in NCC (171%) (124%) (100%) 24%
COMPENSATION INFORMATION
Permanent Salaries 334,900,586 386,444,385 408,210,671 410,458,854 2,248,183
Temporary Salaries 21,696,754 12,262,933 14,184,879 13,838,049 (346,830)
Permanent Overtime 17,677,239 15,545,419 15,298,414 14,957,009 (341,405)
Deferred Comp 1,643,967 2,957,097 3,621,713 3,627,141 5,428
Hrly Physician Salaries 178,641 77,604 81,924 81,924 0
Perm Physicians Salaries 3,015,322 3,939,782 3,030,561 3,030,561 0
Perm Phys Addnl Duty Pay 39,339 66,374 32,906 32,906 0
Comp & SDI Recoveries (2,070,813) (1,378,273) (1,282,408) (1,282,408) 0
FICA/Medicare 22,041,020 25,148,789 27,356,160 27,440,826 84,666
Ret Exp-Pre 97 Retirees 1,873,514 2,084,179 2,159,473 2,154,719 (4,754)
Retirement Expense 167,872,124 203,555,856 185,209,503 186,635,630 1,426,127
Excess Retirement 240,997 0 147,028 147,028 0
Employee Group Insurance 53,256,070 63,606,407 62,939,091 63,284,935 345,844
Retiree Health Insurance 31,197,356 32,016,910 32,296,674 32,296,674 0
OPEB Pre-Pay 13,065,598 13,281,956 13,842,469 13,842,469 0
Unemployment Insurance 1,400,057 1,251,765 1,264,634 1,271,295 6,661
Workers Comp Insurance 11,576,087 12,165,178 16,045,119 15,993,484 (51,635)
Labor Received/Provided 302,254 (252) 1 1 0
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 397
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 2015-16 is $384,880,000 or 27% 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 2014-15
Adopted Budget
Share of
Total
FY 2015-16
Recommended
Share of
Total
Agriculture 2,000,000 0.6% 2,250,000 0.6%
Animal Services 3,330,000 0.9% 3,925,000 1.0%
Appropriations For Contingencies 4,855,653 1.4% 7,671,955 2.0%
Assessor 14,750,000 4.2% 15,750,000 4.1%
Auditor-Controller 3,470,000 1.0% 3,500,000 0.9%
Board of Supervisors 5,850,050 1.7% 5,943,000 1.5%
Capital Improvements 10,500,000 3.0% 16,500,000 4.3%
Conflict Defense 4,500,000 1.3% 5,000,000 1.3%
Conservation & Development 0 0.0% 200,000 0.1%
County Administration 5,615,498 1.6% 9,343,365 2.4%
County Clerk-Recorder/Elections 4,925,000 1.4% 5,000,000 1.3%
County Counsel 2,400,000 0.7% 2,650,000 0.7%
District Attorney 14,400,000 4.1% 16,400,000 4.3%
Employment & Human Services 19,050,000 5.5% 20,000,000 5.2%
Health Services 84,500,000 24.2% 85,400,000 22.2%
Human Resources 1,830,906 0.5% 2,800,000 0.7%
Miscellaneous Services 7,160,613 2.0% 10,737,648 2.8%
Probation 40,000,000 11.5% 41,500,000 10.8%
Public Defender 18,800,000 5.4% 19,700,000 5.1%
Public Works 14,500,000 4.2% 16,892,396 4.4%
Sheriff-Coroner 74,000,000 21.2% 80,370,000 20.9%
Superior Court Related Functions 10,000,000 2.9% 10,531,635 2.7%
Treasurer-Tax Collector 1,782,000 0.5% 2,000,000 0.5%
Veterans Service 701,280 0.2% 815,000 0.2%
348,921,000 1 100.0% 384,880,000 100.0%
1 The difference between the FY 2014-15 Adopted Budget shown here and the FY 2014-15 Budget total General
Purpose Revenue on page 105 ($3 million) is due the West Contra Costa Healthcare District’s agreement with the
County (described on pages 93 and 94).
County Summary Information
398 County of Contra Costa FY 2015-2016 Recommended Budget
GENERAL PURPOSE REVENUE
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 2015-16
Baseline Request
Share
of Total
FY 2015-16
Recommended
Share
of Total
Agriculture 2,250,000 0.6% 2,250,000 0.6%
Animal Services 3,925,000 1.0% 3,925,000 1.0%
Appropriations For Contingencies 7,671,955 2.0% 7,671,955 2.0%
Assessor 15,750,000 4.2% 15,750,000 4.1%
Auditor-Controller 3,500,000 0.9% 3,500,000 0.9%
Board of Supervisors 5,943,000 1.6% 5,943,000 1.5%
Capital Improvements 11,500,000 3.1% 16,500,000 4.3%
Conflict Defense 5,000,000 1.3% 5,000,000 1.3%
Conservation & Development 200,000 0.1% 200,000 0.1%
County Administration 9,471,365 2.5% 9,343,365 2.4%
County Clerk-Recorder/Elections 5,000,000 1.3% 5,000,000 1.3%
County Counsel 2,656,250 0.7% 2,650,000 0.7%
District Attorney 15,079,526 4.0% 16,400,000 4.3%
Employment & Human Services 20,000,000 5.3% 20,000,000 5.2%
Health Services 85,400,000 22.7% 85,400,000 22.2%
Human Resources 2,800,000 0.7% 2,800,000 0.7%
Miscellaneous Services 10,737,648 2.8% 10,737,648 2.8%
Probation 41,500,000 11.0% 41,500,000 10.8%
Public Defender 19,100,341 5.1% 19,700,000 5.1%
Public Works 16,892,396 4.5% 16,892,396 4.4%
Sheriff-Coroner 78,843,088 20.9% 80,370,000 20.9%
Superior Court Related Functions 10,403,635 2.8% 10,531,635 2.7%
Treasurer-Tax Collector 2,000,000 0.5% 2,000,000 0.5%
Veterans Service 815,000 0.2% 815,000 0.2%
376,439,204 1 100.0% 384,880,000 100.0%
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.
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 399
GENERAL PURPOSE REVENUE
As shown below, the majority of General Purpose Revenue is allocated to a handful of
County Departments; in fact 81.2% of our General Purpose Revenue is spent in just
nine 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 2015-16
Baseline Request
Share
of
Total
FY 2015-16
Recommended
Share of
Total
Health Services 85,400,000 22.7% 85,400,000
22.2%
Sheriff-Coroner 78,843,088 20.9% 80,370,000 20.9%
Probation 41,500,000 11.0% 41,500,000 10.8%
Employment & Human Services 20,000,000 5.3% 20,000,000 5.2%
Public Defender 19,100,341 5.1% 19,700,000 5.1% 81.2%
Public Works 16,892,396 4.5% 16,892,396 4.4%
District Attorney 15,079,526 4.0% 16,400,000 4.3%
Assessor 15,750,000 4.2% 15,750,000 4.1%
Capital Improvements 11,500,000 3.1% 16,500,000 4.3%
Miscellaneous Services 10,737,648 2.8% 10,737,648
2.8%
Superior Court Related Functions 10,403,635 2.8% 10,531,635 2.7%
County Administration 9,471,365 2.5% 9,343,365 2.4%
Appropriations For Contingencies 7,671,955 2.0% 7,671,955 2.0%
Board of Supervisors 5,943,000 1.6% 5,943,000 1.5%
Conflict Defense 5,000,000 1.3% 5,000,000 1.3%
County Clerk-Recorder/Elections 5,000,000 1.3% 5,000,000 1.3%
Animal Services 3,925,000 1.0% 3,925,000 1.0%
18.8%
Auditor-Controller 3,500,000 0.9% 3,500,000 0.9%
Human Resources 2,800,000 0.7% 2,800,000 0.7%
County Counsel 2,656,250 0.7% 2,650,000 0.7%
Agriculture 2,250,000 0.6% 2,250,000 0.6%
Treasurer-Tax Collector 2,000,000 0.5% 2,000,000 0.5%
Veterans Service 815,000 0.2% 815,000 0.2%
Conservation & Development 200,000 0.1% 200,000 0.1%
376,439,204 1 100.0% 384,880,000 100.0%
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.
County Summary Information
400 County of Contra Costa FY 2015-2016 Recommended Budget
ALL FUNDS
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
Services – do not appear in the preceding charts because they do not receive any
General Purpose Revenue.
FY 2015-16
Baseline
FY 2015-16
Recommended Difference
County Departments
Agriculture 5,950,971 5,950,971 0
Animal Services 11,673,326 11,373,326 (300,000)
Appropriations For Contingencies 7,671,955 7,671,955 0
Assessor 20,334,535 20,334,535 0
Auditor-Controller 8,982,739 8,982,739 0
Board of Supervisors 6,856,579 6,856,579 0
Capital Improvements 15,269,618 20,269,618 5,000,000
Child Support Services 18,817,709 18,817,709 0
Conflict Defense 5,000,000 5,000,000 0
Conservation & Development 55,165,164 55,165,164 0
County Administration 25,258,040 25,130,040 (128,000)
County Clerk-Recorder/Elections 23,572,385 23,572,385 0
County Counsel 6,397,266 6,391,016 (6,250)
District Attorney 35,820,600 37,141,074 1,320,474
Employment & Human Services 474,354,854 474,354,854 0
Health Services 1,514,955,228 1,514,955,228 0
Human Resources 9,324,333 9,324,333 0
Justice System Development/Planning 6,509,721 6,509,721 0
Library 27,784,425 27,879,064 94,639
Miscellaneous Services 58,152,822 58,252,822 100,000
Probation 77,380,656 77,380,656 0
Public Defender 20,783,300 21,382,959 599,659
Public Safety Realignment 148,264,923 148,264,923 0
Public Works 207,457,408 207,457,408 0
Sheriff-Coroner 232,794,493 234,321,405 1,526,912
Superior Court Related Functions 17,193,796 17,321,796 128,000
Treasurer-Tax Collector 4,901,850 4,901,850 0
Veterans Service 1,016,700 1,016,700 0
Total County 3,047,645,396 3,055,980,831 8,335,434
Special Districts
CCC Fire Protection District 136,853,761 138,466,384 1,612,623
Crockett/Carquinez Fire 534,500 534,500 0
Special District (other than Fire) 150,214,843 150,214,843 0
Appropriations Grand Total 3,335,248,500 3,345,196,557 9,948,057
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 401
APPROPRIATIONS BY STATE FUNCTION CODE
Many Departments provide more than one area of service. The charts below categorize
total County Appropriations by State Function Code.
ALL FUNDS: $3.06 Billion
GENERAL FUND: $1.42 Billion
General
$198,810,344
7%
Public Protection
$555,533,905
18%
Health & Sanitation
$1,492,386,267
49%
Public Assistance
$595,869,365
20%
Education
$27,879,064
1%
Public Ways &
Facilities
$136,065,463
4%
Debt Service
$41,764,467
1%
Appropriations for
Contingencies
$7,671,955
< 0.3%
General
$175,861,026
12%
Public Protection
$421,256,873
30%Health & Sanitation
$306,933,713
22%
Public Assistance
$459,610,649
32%
Public Ways &
Facilities
$51,671,146
4%
Appropriations for
Contingencies
$7,671,955
< 0.5%
County Summary Information
402 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Position Summary
The table below provides FTE positions for all funds for the prior year (2013-14 Actual),
current year (2014-15 Budget), Projected Year (2015-16 Baseline), and for the 2015-16
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 District Attorney has an increase of 7 FTEs, the Library 1
FTE, Miscellaneous Services 1 FTE, Public Defender 6 FTEs, Public Works 3 FTEs,
and Sheriff-Coroner 10 FTEs. There are no positions targeted for elimination in FY
2015-16.
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
County Departments
Agriculture 48 48 46 46 0
Animal Services 78 78 83 83 0
Assessor 122 122 122 122 0
Auditor-Controller 56 56 56 56 0
Board of Supervisors 31 31 31 31 0
Central Support Services 42 42 42 43 1
Child Support Services 171 171 171 171 0
Conservation and Development 158 160 160 160 0
County Administration 24 32 32 32 0
County Clerk-Recorder/Elections 81 83 83 83 0
County Counsel 49 49 49 49 0
Department of Information
Technology 75 76 76 76 0
District Attorney 185 187 186 193 7
Employment & Human Services 2,094 2,094 2,150 2,150 0
Health Services 3,095 3,095 3,341 3,341 0
Human Resources 43 46 46 46 0
Justice Sys Development/Planning 3 3 3 3 0
Library 175 178 178 179 1
Probation 339 348 347 347 0
Public Defender 94 100 100 106 6
Public Works 491 497 497 500 3
Sheriff-Coroner 1,043 1,046 1,047 1,057 10
Treasurer-Tax Collector 28 28 28 28 0
Veterans Service 8 8 8 8 0
Total County FTE 8,533 8,578 8,882 8,910 28
Special Districts
CCC Fire Protection District 302 329 329 336 7
Special District (other than Fire) 14 14 17 17 0
All Funds FTE 8,849 8,921 9,228 9,263 35
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 403
GENERAL FUND
Position Summary
The table below provides FTE positions for the General Fund for the prior year (2013-14
Actual), current year (2014-15 Budget), Projected Year (2015-16 Baseline), and for the
2015-16 Recommended Budget. These figures are independently rounded by
Department.
2013-14
Actual
2014-15
Budget
2015-16
Baseline
2015-16
Recommended Change
General Fund Departments
Agriculture 48 48 46 46 0
Animal Services 78 78 83 83 0
Assessor 122 122 122 122 0
Auditor-Controller 56 56 56 56 0
Board of Supervisors 31 31 31 31 0
Central Support Services 42 42 42 43 1
Conservation and Development 2 2 2 2 0
County Administration 24 32 32 32 0
County Clerk-Recorder/Elections 70 72 71 71 0
County Counsel 49 49 49 49 0
Department of Information Technology 75 76 76 76 0
District Attorney 184 186 186 193 7
Employment & Human Services 1,990 1,990 2,049 2,049 0
Health Services 1,014 1,014 1,001 1,001 0
Human Resources 43 46 46 46 0
Justice Sys Development/Planning 3 3 3 3 0
Probation 339 348 347 347 0
Public Defender 94 100 100 106 6
Public Works 457 463 463 466 3
Sheriff-Coroner 1,032 1,035 1,037 1,047 10
Treasurer-Tax Collector 28 28 28 28 0
Veterans Service 8 8 8 8 0
Total General Fund FTE 5,789 5,829 5,878 5,905 27
County Summary Information
404 County of Contra Costa FY 2015-2016 Recommended Budget
EMPLOYEE RETIREMENT RATE INFORMATION
The County is carrying an abnormally high number of vacant positions due, in part, to
unprecedented numbers of retirements during calendar year 2011 and 2012. The chart
below provides the last eight years of retirement history by year and for the month of
March. Historically March retirements are the highest because retirees must be retired
by April 1 in order to receive a cost-of-living adjustment from the Contra Costa County
Employees’ Retirement Association.
Retirements 2007-2014
0
100
200
300
400
500
600
700
2007 2008 2009 2010 2011 2012 2013 2014
144 130
221 179
413
308
141
208
99 85
66 105
208
81
58
91
Balance of Year Month of March
287
243
621
284
389
199
299
215
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 405
ALL COUNTY FUNDS
Discussion of Major Revenue Sources:
Intergovernmental Revenue: $829.8 Million/27.15% of Total Sources
This major revenue source includes allocations from other government entities, primarily
Federal and State, a large portion of which is various State Realignment revenue
streams and Public Safety Services (commonly referred to as Prop 172) revenue. The
State has achieved significant policy improvements several times over the past 20 years
by reviewing state and local government programs and realigning responsibilities to a
level of government more likely to achieve good outcomes. During years of fiscal
difficulty, realignment proposals by the legislature or administration often included
additional revenues earmarked for the transferred programs, such as health, mental
health and various social service programs.
State Aid Realignment-Sales Tax ($190 million): The 2011 realignment plan shifted
the responsibility and funding for a series of major programs from the state to local
level. In total, the realignment plan provides $6.7 billion to local governments to fund
various criminal justice, mental health and social services programs in the current year
and $7.2 billion is estimated in the FY 2015-16. In FY 2015-16, Contra Costa County’s
share of community corrections base allocation will be reduced. Contra Costa’s total
Realignment - Sales Tax are budgeted at $190 million for FY 2015-16 and additional
appropriations will be added after adoption by the Legislature of the State budget should
increased funds be allocated to the County. The majority of estimated revenues from
this source are projected based on formulas using the Governor’s January Proposed
Budget.
$650,000
$700,000
$750,000
$800,000
$850,000
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
$717,847
$747,329
$779,493
$829,825
Intergovernmental Revenue
(in thousands of dollars)
County Summary Information
406 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Discussion of Major Revenue Sources
Intergovernmental Revenue (continued)
Federal Aid ($229.8 million): The County is projecting to receive federal aid for a
variety of programs in FY 2015-16. Some of these programs are: adoptions ($6.6
million), child boarding homes ($11.1 million), community services administration ($28.5
million), employment and training ($10.8 million), family maintenance ($18.2 million),
highway construction monies ($11.4 million), and HUD Block Grants ($11.5 million).
State Aid Public Safety Services ($74.4 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 $2.2 million, or 3.0% in FY 2015-16. The increase is over current year
budgeted figures.
State Aid Realignment-Mental Health ($27.5 million): The 2011 realignment plan
shifted the responsibility and funding for a series of major programs from the state to
local level. In total, the realignment plan provides $6.7 billion to local governments to
fund various criminal justice, mental health and social services programs in the current
year and $7.2 billion is estimated in the FY 2015-16. Contra Costa’s total Realignment
– Mental Health is budgeted at $27.5 million for FY 2015-16. All of these monies are
budgeted within Health Services and are used to provide mental health services to both
children and adults, including probationers. This funding is generated through sales tax,
including the AB109 sales tax allocation, and is projected by the Health Services
Department based prior year receipts and anticipated sales tax growth.
Title IV-D Revenues ($18.8 million): Child Support Services is projecting to receive
just under $19 million in federal funds in FY 2015-16. 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 Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 407
ALL COUNTY FUNDS
Discussion of Major Revenue Sources
Hospital/Health Plan Revenue: $1.1 Billion/36.28% of Total Sources
Operation of the Contra Costa Regional Medical Center (CCRMC) is financially
administered primarily with Hospital/Health Plan revenues. This major revenue source
includes revenue from charges for patient services (including Medicare, Medi-Cal and
Health plan reimbursements).
PHP/Medi-Cal Premiums ($536.5 million): The budgeted revenue anticipates
enrollment of the State of California Medi-Cal recipients into the County Managed Care
two plan model. The member month and market share projections are developed
based upon statewide data and modified based upon historical trends. The anticipated
monthly capitated payment amount is based on State contracted rates. The projected
member months multiplied by the State contract rate produce the budgeted revenue.
Medi-Cal Reimbursement ($223.8 million): Fee for Service Medi-Cal inpatient hospital
services are reimbursed on a per day basis (adjusted at year end per the terms of the
State Medi-Cal waiver). The days have been projected based on historical patterns and
adjusted for known service staffing levels. The per day rate is then multiplied by the
number of projected patient days to arrive at the budget.
Medi-Cal outpatient services are reimbursed on a Prospective Payment System (PPS),
all inclusive rate, which includes physician reimbursement. The visits are projected
based on historical patterns and then adjusted for new medical service additions and
deletions. The resultant visit volume is then multiplied by the estimated revenue per
visit to arrive at the budgeted amount.
$700,000
$800,000
$900,000
$1,000,000
$1,100,000
$1,200,000
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
$867,881
$934,024
$898,275
$1,108,678
Hospital/Health Plan Enterprise Fund Revenue
(in thousands of dollars)
County Summary Information
408 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Discussion of Major Revenue Sources
Hospital/Health Plan Revenue (continued)
Health Plan Reimbursement ($116.6 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 ($63.0 million): The budgeted revenue
anticipates enrollment of the Commercial members into the County managed care plan.
The member months are based upon historical trends and adjusted for product
additions or deletions. The resultant number of months is multiplied by the average
prior period rate per month to produce the budgeted revenue.
Medicare Reimbursement ($36.4 million):Medicare Inpatient services (Regular
Health) are paid on a per discharge basis. A DRG (Diagnostic Related Group) code is
assigned to each inpatient stay and the corresponding weight is multiplied by the federal
rate (published in the federal register) adjusted by locality. The DRG is intended to
identify the ‘products’ the hospital provides to a patient. Outlier payments are made for
costs that exceed the threshold as established in the federal register. The budgeted
revenue anticipates inpatient discharges with a DRG case mix consistent with prior
periods trended forward based upon the last six months of actual data.
Medicare Outpatient services are paid by APC (Ambulatory Payment Classification)
codes. Each code is assigned a value by CMS (Centers for Medicare and Medicaid
Services) and these codes are adjusted by locality. The APC codes are determined by
the CPT (Current Procedural Terminology) code billed for the facility portion of the
medical services and procedures rendered to the patient. The budgeted revenue
anticipates a patient volume and APC mix consistent with the prior period activity.
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 409
ALL COUNTY FUNDS
Discussion of Major Revenue Sources
Enterprise Fund Subsidy: $30.4 Million/1.00% of Total Sources
Operation of the Contra Costa Regional Medical Center (CCRMC) is financially
administered primarily with Hospital/Health Plan revenues. This major revenue source
includes revenue from charges for patient services (including Medicare, Medi-Cal and
Health plan reimbursements). The County General Fund is also used as a source of
Enterprise Fund subsidy. Dramatic changes are occurring with the Hospital/Health Plan
as we move towards full implementation of the Affordable Care Act (ACA). Over the
next few years these changes will have a significant impact on County operations and
how these functions are financed.
Hospital Subsidy ($26.7 million): Historically, the County General Fund has provided
a general fund subsidy to the Hospital and Clinics (Enterprise Fund I). These revenues
are allocated from projected property tax revenues and are set as a fixed dollar amount.
The allocation has been reduced significantly over the last five years and is expected to
be reduced further in FY 2016-17.
Health Plan Subsidy ($3.7 million): Historically, the County General Fund has
provided a general fund subsidy to the County health plan (Enterprise Fund III). These
revenues are allocated from projected property tax revenues and are set as a fixed
dollar amount. The allocation was reduced significantly in FY 2010-11, but has been
relatively stable since.
$20,000
$25,000
$30,000
$35,000
$40,000
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
$34,146
$30,409 $30,409 $30,409
Enterprise Fund Subsidy
(in thousands of dollars)
County Summary Information
410 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Discussion of Major Revenue Sources
Taxes: $365 Million/11.94 % of Total Sources
Contra Costa’s largest General Fund revenue source is from Taxes. This major
revenue source includes primarily Property Taxes that are levied on taxable real and
personal property which is situated in the County as of the preceding January 1. Other
major tax sources are Property Tax In Lieu of Vehicle License Fees and Sales and Use
Tax.
Property Taxes-Current Secured ($213.7 million): Property Taxes, which are
regulated by the State and locally administered and distributed by the County, are
based on one percent of property value. Property taxes can increase, or decrease,
annually based upon the California Consumer Price Index (CCPI), but are limited to a
two percent increase per year unless the property is sold or construction occurs, in
which case the property value for taxation purposes is adjusted to market value.
Property values may also be temporarily reduced due to declines in the real estate
market, as was the case during the recession. Contra Costa relies on a consulting firm
to project Property Tax growth. The County Administrator’s Office is projecting 6.0%
growth over current year projections for FY 2015-16 based upon projected economic
changes.
$275,000
$300,000
$325,000
$350,000
$375,000
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
$313,130
$335,244 $333,133
$364,984
Taxes
(in thousands of dollars)
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 411
ALL COUNTY FUNDS
Discussion of Major Revenue Sources
Taxes Revenue (continued)
Property Tax In-Lieu of Vehicle License Fees ($108.8 million): A portion of Property
Tax revenue is Property Tax In-Lieu of Vehicle License Fees (VLF). The VLF is a tax
on the ownership of a registered vehicle in place of taxing vehicles as personal
property. By law, all revenues from the VLF fund city and County services, but the
State legislature controls the tax rate and the allocation among local governments. In
2004, the legislature permanently reduced the VLF tax rate and eliminated state general
fund backfill to cities and counties. Instead, cities and counties now receive additional
transfers of property tax revenues in lieu of VLF. The County Administrator’s Office is
projecting 6.0% growth in VLF for FY 2015-16 based on property tax projections.
Sales and Use Tax/In-Lieu Sales and Use Tax ($14.1 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. This funding mechanism became
known as the “Triple Flip”.
Triple Flip Unwind Process: The Governor’s FY 2014-15 state budget includes a
supplemental payment of $1.6 billion that will allow the 2004 Economic Recovery Bonds
to be paid off earlier than originally planned. The state’s current estimate for retiring the
bonds is July 2015, although this date could change. The current expected timeline
outlines the Triple Flip Unwind Process based on a July 2015 payoff date. Based on
our review of historical annual Triple Flip reconciliations, all past takeaways have been
properly trued up and no additional amounts are due to local/county agencies. Starting
with monthly advances in March 2016 (representing sales activity starting January 1,
2016) and thereafter, Bradley-Burns allocations will revert back to the original 1%
amount. Due to the increase in monthly cash flow, many agencies are likely to
experience a one-time bump in recorded accrued revenues for the 2015-16 fiscal year
when compared to the 2014-15 fiscal year. Contra Costa relies on a consulting firm to
project Sales and Use Tax. The FY 2015-16 Recommended Budget includes no growth
over the current budget.
County Summary Information
412 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Discussion of Major Revenue Sources
Other Major Revenues: $722.1 Million/22.63% of Total Sources
Other Major revenues and financing sources include License/Permits/Franchises,
Fines/Forfeits/Penalties, Use of Money and Property, Charges for Services, and
Miscellaneous Revenue.
License/Permits/Franchises ($26.1 million): The majority of the County’s revenues in
this category come from construction permits ($11.5 million), franchises ($8.7 million),
animal licenses ($1.5 million), and landfill surcharges ($2.4 million). All of these
revenue projections are based upon very recent trend analysis as historic figures tend
to project higher than can reasonably be anticipated.
Fines/Forfeits/Penalties ($31.4 million): The majority of the County’s fines are from
general fines ($4.3 million), miscellaneous penalties ($2.2 million), and vehicle code
fines ($1.1 million). Projections for these revenues are based upon recent experience
and cases recently settled or in-the-pipeline. An additional source of general purpose
revenue is generated from a transfer from tax loss reserves ($22 million). Allocations
from the Tax Losses Reserve fund to the General fund are based upon total funds
available over the statutory minimum and level transfer sustainability.
$150,000
$250,000
$350,000
$450,000
$550,000
$650,000
$750,000
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
$611,234
$667,381 $653,332
$722,086
Other Major Revenues
(in thousands of dollars)
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 413
ALL COUNTY FUNDS
Discussion of Major Revenue Sources
Other Major Revenues (continued)
Use of Money and Property ($17.6 million): These revenues are generated from
monies earned on cash deposits, bonds and other investments. They include
amortization of premiums and discounts on debt securities and interest income on
leases. Investment earnings on bank deposits and other forms of investment include
interest, dividends and change in the fair value of investments. The largest revenues in
this category are $9.9 million from, rent on real estate and office space, $3.6 million
from aviation operations/rent and concessions from the Buchanan Airport, and $2.8
million from earnings on investments. Earnings from use of money and property are
relatively flat and are not expected to grow significantly in the short term, due mainly to
very low interest rates. Rents are normally closer to $1 million, the increase is due to
changes in health program funding and is not expected to continue into FY 2016-17.
Charges for Services ($244.4 million): Twelve of the 83 revenues in this category
account for over 74% of the revenue. The largest is Medi-Cal for mental health services
($53.1 million), which is projected based upon trend as well as State contract. Contract
law enforcement services accounts for $28.5 million and are based upon current
contracts to cover projected actual expenditures. Building maintenance services costs
account for $32.1 million, $4.5 for city contracts for animal services, and $9.6 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 also expects to receive $16.0 million from health inspection fees, $8.3 million in
recording fees, $5.9 million in assessment collections, $8.2 million from planning and
engineering services, $4.1 million from miscellaneous law enforcement services, $6.2
for communication services, and $5.3 million for processing/inspection fees in FY 2015-
16. These revenue projections are based upon recent County trends.
Miscellaneous Revenue ($360.4 million): Over $286.6 million in miscellaneous
revenues are government to government reimbursements for recovery of shared and/or
actual costs of raw materials and/or raw labor. 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 ($9.2 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 2015-16 and are based
upon planned future projects. The second largest miscellaneous revenues at $38.9
million are contributions from other funds. Of this amount, $39.7 million is budgeted for
the principal and interest costs for the Pension Obligation Bonds for employee
retirement liabilities ($36.9 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 93).
County Summary Information
414 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Revenues by Type
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
Medicare RHS/IP 90,550,494 98,572,320 30,370,831 36,350,430 5,979,599
Medicare Contr Allowance (61,897,729) (61,212,166) 0 0 0
MEDICARE PATIENT SERVICES 28,652,765 37,360,154 30,370,831 36,350,430 5,979,599
Medi-Cal RHS/IP 108,573,166 134,624,318 231,189,512 223,781,758 (7,407,754)
Medi-Cal Contr Allowance 92,239,780 91,879,988 0 0 0
MEDI-CAL PATIENT SERVICES 200,812,946 226,504,306 231,189,512 223,781,758 (7,407,754)
Health Plan RHS/IP 259,390,504 272,653,917 130,204,547 116,635,056 (13,569,491)
Health Plan Contr Allowance (135,850,774) (157,757,657) 0 0 0
HLTH PLAN PATIENT SVCS 123,539,730 114,896,260 130,204,547 116,635,056 (13,569,491)
Commercial RHS/IP 18,861,766 25,150,710 8,249,147 10,048,232 1,799,085
Individual RHS/IP 39,180,317 24,905,177 0 0 0
Bad Debt Allowance (51,259,695) (41,818,022) 0 0 0
PRIVATE PAY PATIENT SVCS 6,782,388 8,237,865 8,249,147 10,048,232 1,799,085
Interdept RHS/IP 6,410,732 6,376,828 4,619,345 4,263,443 (355,902)
Interdept Contr Allowance (951,563) (1,566,019) 0 0 0
INTERDEPT PATIENT SVCS 5,459,169 4,810,809 4,619,345 4,263,443 (355,902)
Other RHS/IP (47,003) 2,254,703 0 0 0
Other Contr Allowance 47,003 (2,254,703) 0 0 0
OTHER PATIENT SVCS 0 0 0 0 0
Grants & Donations 18,975,162 5,341,014 4,331,749 13,033,852 8,702,103
ARRA/Federal Direct 1,148,666 0 0 0 0
SB 1732-MCAL CRRP Reimbursement 5,750,072 5,748,937 5,745,105 5,743,970 (1,135)
Other External Hosp Rev 832,344 927,115 672,178 927,115 254,937
Occupancy & Rental Charges 53,403 55,192 57,400 59,696 2,296
Medical Records Charges 200,654 206,472 194,935 171,888 (23,047)
Education & Training Chgs 17,679 12,007 9,768 8,596 (1,172)
Cafeteria Receipts 381,552 376,242 386,271 396,402 10,131
Telephone Receipts 397 277 397 0 (397)
Miscel Hospital Revenue 46,637,604 44,585,797 42,943,741 57,038,280 14,094,539
Equipment Trade-In Sales 19,340 0 0 0 0
Gain on Dsp Sl-Fxd Assets 0 292,050 0 0 0
OTHER HOSPITAL REVENUES 74,016,871 57,545,103 54,341,544 77,379,799 23,038,255
Charges to A/DA/Mental Health 20,745,342 25,357,647 20,947,378 21,512,591 565,213
Charges to Environmental Health 0 659,454 659,454 675,772 16,318
Charges to Public Health 0 200,000 0 0 0
Chg to Other County Depts 1,188,203 1,089,860 1,113,543 1,087,124 (26,419)
CHARGES TO GEN FUND UNITS 21,933,545 27,306,961 22,720,375 23,275,487 555,112
Medi-Care Fed Premiums 1,959,498 2,016,775 1,784,160 1,839,461 55,301
PHP/Medi-Cal Premiums 292,129,060 350,655,073 313,629,648 536,489,235 222,859,587
Realignment VLF Revenue 20,269,404 18,402,559 10,430,849 12,045,577 1,614,728
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 415
ALL COUNTY FUNDS
Revenues by Type (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
CC Health Plan Premiums 65,916,385 65,742,935 73,392,607 62,958,400 (10,434,207)
Other External Plan Rev 14,485,939 9,863,670 9,394,812 1,167,974 (8,226,838)
Interest Earnings (49,270) (181,148) (15,050) (15,050) 0
St Aid Realignment-Health-Ent 6,837,643 2,770,209 3,456,496 0 (3,456,496)
EXTERNAL HEALTH PLAN REVENUE 401,548,659 449,270,073 412,073,522 614,485,597 202,412,075
Hospital Subsidy 30,376,090 26,672,488 26,672,488 26,672,488 0
Health Plan Subsidy 3,770,138 3,736,288 3,736,288 3,736,288 0
ENTERPRISE FUND SUBSIDY 34,146,228 30,408,776 30,408,776 30,408,776 0
Subscriber Premiums 159,390 116,334 1,233,645 800,000 (433,645)
Supplemntl State Payments 189,608 234,517 0 0 0
Interest Income (568) (1,533) 0 0 0
AIM-Mothers 601,471 652,956 0 0 0
MAJOR RISK MED INS REVENUE 949,901 1,002,274 1,233,645 800,000 (433,645)
Rentals and Leases 4,127,224 7,066,534 1,616,165 1,616,165 0
Bond Interest 58,272 23,558 41,776 41,776 0
SCHOOLS FUNDS REVENUE 4,185,496 7,090,092 1,657,941 1,657,941 0
Fund Balance Available 0 0 1,615,076 0 (1,615,076)
FUND BALANCE 0 0 1,615,076 0 (1,615,076)
Prop Taxes-Curr Secured 182,980,471 194,646,298 196,159,361 213,675,523 17,516,162
Prop Tax-Supplemental 3,649,110 5,428,569 3,761,306 5,023,112 1,261,806
Prop Tax-Unitary 7,742,035 9,342,463 8,975,821 9,272,899 297,078
Prop Tax-In Lieu of VLF 90,685,327 94,055,653 98,700,000 108,780,000 10,080,000
Prop Taxes-Curr Unsecurred 7,953,244 8,512,155 8,038,743 7,797,471 (241,272)
TAXES CURRENT PROPERTY 293,010,187 311,985,139 315,635,231 344,549,005 28,913,774
Prop Taxes-Prior-Secured (2,401,786) (1,907,593) (2,323,679) (2,273,706) 49,973
Prop Tax-Prior Supplemntl (767,682) (836,127) (800,222) (853,671) (53,449)
Prop Taxes-Prior-Unsecured (495,543) 15,726 (295,805) (248,036) 47,769
Sales and Use Tax 10,576,518 11,548,209 10,541,000 14,130,000 3,589,000
In Lieu Sales and Use Tax 3,727,861 3,879,752 3,329,000 0 (3,329,000)
Aircraft Tax 586,088 697,049 547,000 680,000 133,000
Transient Occupancy Tax 2,170,854 2,435,161 1,500,000 2,000,000 500,000
Real Property Transfer Tax 6,723,712 7,426,813 5,000,000 7,000,000 2,000,000
TAXES OTHER THAN CUR PROP 20,120,023 23,258,992 17,497,294 20,434,587 2,937,293
Animal Licenses 1,511,832 1,494,565 2,013,680 1,500,000 (513,680)
Business Licenses 656,402 675,853 625,700 653,700 28,000
Construction Permits 9,417,290 9,453,321 10,724,197 11,527,547 803,350
Specific Plan Fees 261,925 257,298 208,042 193,342 (14,700)
Road Privlges & Permits 710,017 595,238 600,000 600,000 0
Zoning Permits 252,202 245,600 150,000 150,000 0
County Summary Information
416 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Revenues by Type (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
Franchises 4,708,101 5,596,362 5,202,000 5,335,000 133,000
Franchises - Cable TV 2,023,757 2,105,452 2,058,798 2,058,798 0
Franchises - Landfill Srchg 1,830,280 2,394,287 1,874,420 2,407,043 532,623
Franchise-Keller Comm Mitigation 197 462 95,000 95,000 0
Franchise 1,091,841 1,121,846 1,205,548 1,204,132 (1,416)
Other Licenses & Permits 387,285 492,917 707,544 370,500 (337,044)
LICENSE/PERMIT/FRANCHISES 22,851,129 24,433,200 25,464,929 26,095,062 630,133
Vehicle Code Fines 1,528,443 1,544,528 1,081,795 1,080,258 (1,537)
Parking Fines 452,031 510,323 270,000 340,000 70,000
Vehicle Code Priors 71,578 78,464 39,500 38,000 (1,500)
Drinking Driver-AB 2086 37,848 49,067 37,848 26,767 (11,081)
General Fines 5,038,950 5,216,037 5,191,713 4,322,034 (869,679)
Fish and Game Fines 187,437 40,706 24,150 136,150 112,000
Restricted Litter Fines 821 842 0 0 0
Unrestricted Litter Fines 5,846 5,976 750 550 (200)
Refunds-Juvenile Ct Costs 693 0 0 0 0
Failure to Appear Fines 3,160 1,552 330 125 (205)
Consumer Fraud Damages 2,199,177 3,213,774 1,200,000 325,000 (875,000)
St Pnlty Fd POC VC 40611 58,241 54,956 55,000 60,000 5,000
Penalty & Costs - Dlnqt Tax 1,299,856 1,874,222 989,000 957,500 (31,500)
Misc Forfeits & Penalties 2,235,840 2,619,494 1,895,817 2,158,114 262,297
Tax Losses Reserve Refund 22,304,000 22,000,000 22,000,000 22,000,000 0
Failure to File Penalty 316,882 40,819 0 0 0
FINES/FORFEITS/PENALTIES 35,740,804 37,250,759 32,785,903 31,444,498 (1,341,405)
Earnings on Investment 2,636,205 2,706,432 2,183,630 2,793,356 609,726
Int on Loans & Receivables 43,599 96,764 10,600 142,600 132,000
Interest on Bond Deposits 0 2,164 0 10,000 10,000
Rent on Real Estate 516,620 518,689 481,287 5,758,702 5,277,415
Aircraft Storage Fees 78,722 71,316 77,200 79,200 2,000
Rent of Office Space 540,700 511,357 505,340 4,148,178 3,642,838
Other Rents 3,995,005 1,477,651 968,125 1,102,342 134,217
Aviatn Ops-Rent & Cncessn 3,541,779 3,725,423 3,674,028 3,576,419 (97,609)
USE OF MONEY & PROPERTY 11,352,630 9,109,795 7,900,210 17,610,797 9,710,587
ARRA/State Sub-Recipient 1,057,661 0 0 0 0
Highway Users Tax Admin 20,004 20,004 20,004 20,004 0
Hway Users Tax Strm Drnge 52,875 52,875 52,875 52,875 0
Hway Users Tax Unrestricted 9,150,709 9,407,764 9,827,121 10,500,000 672,879
Highway Users Tax Select 803,262 837,390 800,000 850,000 50,000
Hway User Tax 5/9APPT2105 4,319,336 5,206,405 4,500,000 5,100,000 600,000
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 417
ALL COUNTY FUNDS
Revenues by Type (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
St Motor Veh In Lieu Tax 461,504 385,392 0 0 0
Other State in Lieu Tax 75,084 229,827 50,000 55,000 5,000
Admin State Mcal Health Care 41,078,930 46,013,375 47,674,013 53,760,079 6,086,066
Realloc/PY Adj Admn State 2,653,562 3,704,875 2,295,240 187,032 (2,108,208)
Admin State Out of Home Care 2,869,936 4,430,608 2,505,379 5,853,443 3,348,064
Admin State Staff Development 9,211 0 0 0 0
Admin State Other Soc Svcs-OCSS 11,966 0 21,309 21,309 0
State Child Abuse Prevention 46,765 45,718 43,554 41,869 (1,685)
Admin State - Other 27,409,721 27,675,122 31,741,256 36,391,909 4,650,653
State Aid Realignment-VLF 1,781,454 4,461,286 2,129,143 14,094,297 11,965,154
State Aid Family Inc Mtce 22,070,677 13,584,089 21,401,783 4,795,855 (16,605,928)
State Aid Children Brding Home 375,349 622,131 443,147 573,941 130,794
State Aid Realignment-Sales Tax 159,051,286 190,571,150 164,637,438 189,958,357 25,320,919
State Adoption Assistance (3,669) (12,719) 0 0 0
State Auto Welfare System 3,933,735 4,345,063 5,179,599 4,546,850 (632,749)
Admin-State Health Misc 14,435,414 14,500,743 14,639,267 16,433,338 1,794,071
State C.H.D.P. Program 1,809,892 1,440,998 1,912,816 1,276,506 (636,310)
State Aid for Crippled Child 1,702,091 1,203,244 1,581,738 1,569,709 (12,029)
CCS Medical Cases Mgmt 2,450,964 2,985,854 3,241,372 3,277,097 35,725
State Aid M/H Short-Doyle 698,373 953,391 703,964 656,461 (47,503)
State Aid MH - SSI/SSP 274,789 274,082 274,790 274,790 0
State Aid Drg AB Short-Doyle (421,662) 955,501 0 0 0
State Aid Realignment-M/H 26,692,692 26,882,212 27,623,797 27,529,759 (94,038)
State Aid Realignment-VLF-MH 133,707 133,707 1,168,051 549,198 (618,853)
Substance Abuse Grants 7,846,652 5,171,748 7,093,436 6,957,537 (135,899)
Misc State Aid for Health 1,189,187 1,158,216 1,091,508 1,026,484 (65,024)
State Aid for Agriculture 2,383,594 2,577,574 2,489,362 2,641,966 152,604
State Aid for Civil Defense 2,588,128 1,681,713 3,562,382 2,764,776 (797,606)
State Aid Transportation Proj 100,000 100,000 100,000 100,000 0
State Aid for Construction-Other 397,980 0 250,000 375,585 125,585
State Aid for Crime Control 14,401,231 10,850,096 12,683,298 11,983,121 (700,177)
State Aid for Disaster-Other 1,050,666 3,587,438 950,000 1,000,000 50,000
State Aid Veterans Affairs 87,669 189,656 117,147 126,700 9,553
H/O Prop Tax Relief 2,178,101 2,102,464 2,130,381 2,012,843 (117,538)
State Aid Child Day Care 3,854,464 5,100,078 3,326,833 4,822,854 1,496,021
State Aid Area Agency on Aging 2,448,782 1,323,746 1,678,506 1,662,868 (15,638)
State Aid Peace Off Training 650,758 612,407 583,940 581,695 (2,245)
State Aid Mandated Expenditures 2,297,933 5,046,996 3,250,000 0 (3,250,000)
State Aid Food/Milk Subvent 1,480,530 1,301,967 1,745,853 1,359,748 (386,105)
State Aid SEOO Programs 10,098,267 9,857,717 10,383,301 10,745,989 362,688
County Summary Information
418 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Revenues by Type (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
State Aid Library -CLSA 128,819 77,575 38,597 38,500 (97)
Miscellaneous State Aid 41,215,723 29,524,466 35,952,438 46,910,303 10,957,865
St Aid Trfc Cngstn Mgmt 5,686,209 11,738,045 8,800,000 5,144,979 (3,655,021)
Vehicle Theft - VLF 907,540 937,865 905,623 930,000 24,377
St Aid-Public Safety Svcs 67,178,163 72,053,360 72,238,220 74,423,400 2,185,180
Admin Fed Other CWS 156,976 52,721 0 0 0
Admin Federal - Other 81,863,384 87,954,256 103,782,580 103,181,450 (601,130)
Realloc/PY Adj Admn Fed (175,912) (2,913,931) 0 505,093 505,093
Fed Aid Family Inc Mtce 10,312,485 13,833,491 10,068,516 18,244,540 8,176,024
Fed Aid Child Brding Home 10,802,851 10,128,023 11,095,818 11,124,483 28,665
Fed Aid Refugees 302,191 127,373 136,760 198,235 61,475
Fed Aid Adoptions 6,841,260 6,621,774 6,993,285 6,587,152 (406,133)
ARRA/Federal Direct 194,634 22,112 0 0 0
Fed Hlth Admin (MCH&3140) 2,073,090 2,039,153 2,230,401 2,372,401 142,000
Fed Immunization Assist 422,252 400,002 409,738 409,738 0
Fed Nutrition Elderly 1,338,811 2,073,016 1,627,841 1,724,083 96,242
Fed W.I.C. Program 4,803,360 4,132,089 4,383,427 4,166,379 (217,048)
Misc Fed Health Projects 6,360,213 6,092,469 6,318,662 6,530,980 212,318
Fed Aid Airport Construction 2,849,274 57,348 628,847 0 (628,847)
Fed Aid Hwy Construction 3,992,128 2,266,121 11,710,000 11,361,590 (348,410)
Federal in Lieu Taxes 5,502 0 0 0 0
Fed Aid Crime Control 1,495,641 2,194,969 2,858,037 3,814,025 955,988
Fed Aid Comm Svcs Admin 24,822,565 18,838,718 28,676,031 28,542,127 (133,904)
Fed Aid Family Support 17,518,279 18,693,698 18,882,683 18,817,709 (64,974)
Fed Aid Employ & Training 9,359,125 9,757,053 9,565,000 10,813,958 1,248,958
Fed Aid NIMH Grant 1,752,122 1,726,121 1,725,959 1,725,959 0
Fed Aid Hud Block Grant 13,049,913 8,444,414 12,159,209 11,495,420 (663,789)
Other Federal Aid 12,177,739 13,196,120 10,442,638 7,504,809 (2,937,829)
Other in Lieu Taxes 0 10,572 1,151 1,204 53
RDA Nonprop-Tax Pass Through 2,571,485 4,780,504 2,616,627 4,286,868 1,670,241
Misc Government Agencies 9,781,813 10,898,085 19,340,954 22,437,547 3,096,593
INTERGOVERNMENTAL REVENUE 717,847,196 747,329,486 779,492,645 829,824,777 50,332,132
Fees Assessor 91,496 239,161 237,950 238,084 134
Comm For Tax & Assess Coll 2,580,816 7,943,166 8,299,236 5,935,455 (2,363,781)
Supplemental Roll Charges 1,158,599 2,169,270 1,163,000 2,000,000 837,000
Prop Characteristic Info 100 0 0 0 0
Auditing & Accounting Fees 2,853,992 3,091,461 3,119,051 3,094,045 (25,006)
ARRA/Charges for Svcs 57,110 108,260 191,084 90,883 (100,201)
Communication Services 5,316,341 5,434,961 6,032,867 6,176,872 144,005
Candidates Filing Fees 199,024 33,266 90,000 50,000 (40,000)
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 419
ALL COUNTY FUNDS
Revenues by Type (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
Election Service-Other 3,153,849 451,410 1,750,000 1,400,000 (350,000)
Misc Legal Services 825,546 985,933 1,301,500 1,303,000 1,500
Personnel Services 1,422,910 1,479,995 1,303,054 1,594,834 291,780
Planning & Engineer Services 4,792,049 5,323,114 6,919,666 8,196,500 1,276,834
Processing/Inspection Fee 730,004 1,694,178 5,271,860 5,271,860 0
Purchasing Fees 163,443 168,281 164,804 185,405 20,601
Civil Process Service 486,163 418,853 753,300 808,153 54,853
Civil Processing Fee 108,581 73,862 69,242 87,144 17,902
Court Filing Fees 251,311 238,644 269,000 261,000 (8,000)
Referral Fees 30 0 0 0 0
Driver Education Fees 2,907,793 2,953,200 2,637,687 2,479,187 (158,500)
Returned Check Charges 65,273 56,031 53,000 50,750 (2,250)
Court Administration Cost 769,566 730,942 473,362 473,362 0
Estate Fees 221,858 350,062 339,317 339,317 0
Agricultural Services 163,089 133,699 141,010 134,383 (6,627)
Spay Clinic Fees 368,545 387,982 405,154 415,000 9,846
Contract Humane Services-City 4,205,024 4,240,671 4,278,919 4,528,647 249,728
Misc Humane Services 752,262 757,094 832,054 832,054 0
Fingerprint & Crim Report 36,865 18,762 40,000 40,000 0
Contract Law Enforcement Svcs 24,289,105 24,722,087 28,190,938 28,486,152 295,214
Blood Withdrawal Fees 248,727 192,777 220,000 220,000 0
Jail Booking Fees 1,548,826 1,978,026 1,907,000 1,907,000 0
Charges/Cost of Probation 206,920 220,690 160,000 160,000 0
Misc Law Enforcement Svcs 4,511,738 4,416,882 4,171,000 4,143,000 (28,000)
Recording Fees 9,559,812 7,544,166 8,711,862 8,300,761 (411,101)
Survey Monument Fees 81,680 73,289 80,000 75,000 (5,000)
Recorders Modernizing Fee 1,809,350 1,083,209 1,557,247 1,100,000 (457,247)
Redacting Fees 373,704 246,342 330,000 240,000 (90,000)
ERDS fee 371,824 244,593 330,000 235,000 (95,000)
Road Development Fees 1,070,680 1,599,424 920,600 1,292,000 371,400
Misc Road Services 840,131 866,662 1,585,000 1,470,000 (115,000)
Health Inspection Fees 6,774,364 11,397,627 15,785,323 16,032,224 246,901
Patient Fees 242,764 229,522 231,800 233,000 1,200
Drinking Driver Program Fees 173,405 157,821 173,405 173,405 0
Client Fees 44,232 45,388 44,232 34,420 (9,812)
Patient Fees-Immunization 73,906 57,644 70,000 50,000 (20,000)
Patient Fees-T.B. Testing 189,332 117,063 150,000 115,000 (35,000)
Misc Health Fees 6,534,084 3,636,492 3,470,700 3,460,250 (10,450)
Laboratory Services 2,802,694 2,801,656 3,142,958 3,162,000 19,042
Nutrition Services 344,635 307,273 298,681 366,369 67,688
County Summary Information
420 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Revenues by Type (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
M/H Svcs-Medicare 3,086,608 3,753,935 3,306,603 2,423,196 (883,407)
M/H Svcs-Pvt Pay/Insur 1,719,626 2,033,738 8,431,531 1,481,710 (6,949,821)
M/H Svcs-Medi-Cal 49,784,996 51,583,988 51,821,204 53,088,338 1,267,134
M/H Svcs-Other HMO Pat 313,305 2,326,813 102,275 4,092,290 3,990,015
Crippled Childrens Svcs 2,561 367 850 850 0
Misc Sanitation Service 941,514 1,595,797 1,650,000 1,765,000 115,000
Care of Prisoners 531,062 307,521 475,892 250,000 (225,892)
Library Services 774,554 741,997 762,369 680,682 (81,687)
Interfund Rev - Gov/Gov 9,477,909 8,634,247 11,003,329 9,564,324 (1,439,005)
Interfund Rev - Gov/Ent 665,955 745,124 657,427 697,557 40,130
Interfund Rev - Ent/Ent 21,960 14,770 0 0 0
DoIT Phone Exchange 203,923 209,956 90,575 105,532 14,957
DoIT Data Proc Svcs 956,802 776,571 1,747,126 1,479,705 (267,421)
DoIT Data Proc Supply 4,338 3,110 0 0 0
DoIT Mntn Radio Equipment 47,832 30,852 85,980 87,795 1,815
DoIT Other Telcom Charges 139,281 96,165 97,037 95,294 (1,743)
Gen Svc-Bldg Ocpncy Costs 5,572,233 5,723,119 5,147,529 4,900,630 (246,899)
Gen Svc-Requested Mntce 2,051,922 1,931,646 2,182,055 1,997,875 (184,180)
Gen Svc-Use of Co Equipment 197 1,466 1,600 1,500 (100)
Gen Svc-Other G S Charges 1,002,316 362,983 401,208 443,570 42,362
Gen Svc-Bldg Lifecycle 0 74,909 82,841 82,841 0
Info Security Chg 35,159 49,763 0 0 0
Refunds Indigent Burials 16,998 16,839 16,226 16,420 194
Cafeteria Receipts 108,159 115,604 109,500 110,000 500
Autopsies & Medical Reports 17,590 14,052 20,100 20,100 0
Data Processing Services 2,030,455 2,393,964 3,006,822 3,786,344 779,522
Training Services 619,004 784,385 477,149 477,149 0
Administrative Services 1,144,413 1,067,036 1,307,913 1,252,772 (55,141)
Bldg Mtce Services 32,432,621 34,942,592 34,513,929 32,073,309 (2,440,620)
Microfilm & Reproduction Services 364,194 428,068 434,428 523,000 88,572
Marriage Ceremony Fees 88,860 118,440 110,000 110,000 0
Equipment Use Charges 578,978 556,183 914,327 809,805 (104,522)
Third Party Svcs Fee 2,375 2,637 2,300 2,600 300
Nuisance Abate 36,146 22,648 100,000 30,000 (70,000)
Misc Current Services 4,729,503 3,928,829 4,180,435 4,738,881 558,446
CHARGES FOR SERVICES 215,276,903 226,811,007 250,907,423 244,430,584 (6,476,839)
Prcds of Non-Bond Debt 13,403 0 0 0 0
Sale of Real Estate 0 2,020,000 0 0 0
Sale of Equipment 380,140 418,687 1,361,500 1,301,500 (60,000)
Sale of Maps & Documents 69,903 78,664 130,373 131,236 863
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 421
ALL COUNTY FUNDS
Revenues by Type (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
Sale of Rodent Poison 20,687 27,125 27,000 26,682 (318)
Sale of Animals 32,578 31,736 30,000 32,000 2,000
Sundry Taxable Sale 49,961 25,372 36,560 39,560 3,000
Sundry Non-Taxable Sales 95,059 76,163 106,625 75,625 (31,000)
Reimbursements-Gov/Gov 227,173,861 251,193,248 269,613,368 286,597,953 16,984,585
Reimbursements-Gov/Ent 445,868 312,206 415,655 488,589 72,934
Transfers-Gov/Gov 3,172,111 6,867,432 8,635,941 9,176,816 540,875
Transfers-Gov/Ent 287,183 64,943 600,086 565,454 (34,632)
Unrestricted Donations 50 0 500 0 (500)
Restricted Donations 1,214,547 1,301,724 482,903 631,922 149,019
Misc Grants & Donations 4,000 89,015 156,204 33,332 (122,872)
Contrib From Other Funds 74,742,525 79,305,656 37,817,208 38,903,019 1,085,811
Seizures 270,240 327,894 222,000 284,000 62,000
Indemnifying Proceeds 144,898 100,555 30,800 30,260 (540)
Mello-Roos/Spec Dist Only 0 11 0 0 0
Misc Non-Taxable Revenue 17,700,628 27,534,531 16,606,735 22,104,829 5,498,094
Prior Yr Claim Settlement 189,421 1,752 0 0 0
Work Authorization - Memo 5,870 0 0 0 0
MISCELLANEOUS REVENUE 326,012,935 369,776,713 336,273,458 360,422,777 24,149,319
TOTAL REVENUE 2,544,239,505 2,714,387,764 2,694,641,354 3,013,898,605 319,257,251
County Summary Information
422 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Expenditures by Type
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
Permanent Salaries 480,546,483 503,057,399 567,584,624 606,322,015 38,737,391
Temporary Salaries 52,468,685 51,266,968 40,918,654 40,872,599 (46,055)
Permanent Overtime 23,466,747 23,007,597 20,713,645 21,256,878 543,233
Deferred Comp 1,552,211 2,161,730 3,632,404 4,445,261 812,857
Hrly Physician Salaries 2,626,854 2,399,872 2,432,474 2,600,256 167,782
Perm Physicians Salaries 35,632,415 37,469,448 39,690,408 39,652,449 (37,959)
Perm Phys Addnl Duty Pay 1,976,098 1,962,461 2,238,520 2,595,840 357,320
Comp & SDI Recoveries (2,557,280) (2,921,425) (1,979,973) (1,884,108) 95,865
Vacation/Sick Leave Accrual 242,303 4,277,040 10,000 10,000 0
FICA/Medicare 37,362,344 38,895,210 43,073,827 46,515,143 3,441,316
Ret Exp-Pre 97 Retirees 2,750,979 2,751,464 2,989,013 3,060,275 71,262
Retirement Expense 221,442,190 246,414,142 293,909,248 273,302,487 (20,606,761)
Excess Retirement 63,653 398,663 315,332 462,360 147,028
Employee Group Insurance 84,392,571 85,364,402 98,588,105 101,283,354 2,695,249
Retiree Health Insurance 42,578,927 42,573,182 43,669,354 43,779,225 109,871
OPEB Pre-Pay 18,637,346 17,413,840 17,480,198 18,040,711 560,513
Unemployment Insurance 2,265,484 2,302,337 2,152,001 2,178,029 26,028
Workers Comp Insurance 17,044,418 17,290,639 18,012,835 23,353,385 5,340,550
Labor Received/Provided 550,728 293,186 (252) 1 253
SALARIES and BENEFITS 1,023,043,157 1,076,378,154 1,195,430,416 1,227,846,160 32,415,744
Office Expense 5,698,678 5,839,871 6,075,176 6,345,557 270,381
Books-Periodicals-Subscriptions 590,658 573,507 644,263 623,280 (20,983)
Postage 2,318,290 2,041,489 2,464,760 2,439,857 (24,903)
Communications 6,968,328 6,663,298 6,379,540 6,766,915 387,375
Telephone Exchange Service 2,079,828 2,141,164 2,452,833 2,739,245 286,412
Utilities 10,694,166 10,838,086 11,169,840 11,135,246 (34,594)
Small Tools and Instruments 357,957 270,447 351,035 355,519 4,484
Minor Furniture/Equipment 1,624,311 1,370,728 1,906,300 1,810,367 (95,933)
Minor Computer Equipment 5,849,422 3,372,269 5,604,547 5,146,465 (458,082)
Medical & Lab Supplies 2,580,484 2,603,870 2,558,752 2,724,752 166,000
Pharmaceutical Supplies 1,214,179 2,232,202 1,900,472 2,235,993 335,521
Food 4,160,592 4,289,160 4,269,442 4,327,253 57,811
Clothing & Personal Supplies 1,553,566 1,566,031 1,786,126 1,791,775 5,649
Household Expense 3,704,268 3,741,532 4,037,333 3,888,562 (148,771)
Agricultural Expense 114,768 91,371 107,475 107,475 0
Publications & Legal Notices 240,474 259,907 241,191 255,405 14,214
Memberships 1,249,087 1,070,734 1,252,277 1,450,221 197,944
Rents and Leases-Equipment 2,862,278 2,829,046 3,545,147 2,950,358 (594,789)
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 423
ALL COUNTY FUNDS
Expenditures by Type (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
Computer Software Cost 5,463,710 7,179,456 6,670,441 7,254,977 584,536
Rents & Leases - Property 9,658,478 9,968,517 10,678,718 10,570,574 (108,144)
Building Occupancy Costs 42,953,863 43,600,016 44,991,245 47,992,292 3,001,047
Bldg Lifecycle Costs 0 1,273,677 1,382,648 1,396,261 13,613
Maintenance - Equipment 6,145,582 5,305,530 5,950,809 5,766,541 (184,268)
Vehicle Repairs 3,609,929 3,926,300 3,903,686 4,011,050 107,364
Vehicle Fuel/Oil 3,175,849 2,951,203 3,232,498 3,316,600 84,102
Rprs - Accidents/Vandalism (47) 49,856 1,500 1,500 0
Mntn Radio-Electronic Equipment 530,038 495,038 395,950 449,001 53,051
Equipment Usage 0 1,094 0 0 0
Maintenance of Buildings 7,106,114 7,893,369 7,532,285 7,530,800 (1,485)
Grounds Maintenance 515,811 754,576 504,925 730,584 225,659
Requested Maintenance 3,542,705 4,328,692 3,490,920 4,262,387 771,467
Runway & Taxiway Maintenance 25,789 64,767 54,100 57,200 3,100
Non-Cap Imps - Mtce 180,404 326,246 1,000 10,128 9,128
Building Usage 159 105 258 150 (108)
Non-Cap Imps-Renov/Alts 133,890 0 500,000 1,500,000 1,000,000
Non-Cap Imps-Betterments 294,116 486,373 2,038,215 2,038,215 0
Transportation and Travel 669,686 655,212 779,758 732,180 (47,578)
Auto Mileage Employees 1,699,496 1,679,785 1,758,366 1,665,179 (93,187)
Use of Co Vehicle/Equipment 2,172,007 2,206,516 2,202,902 2,118,496 (84,406)
Other Travel Employees 1,337,378 1,364,998 1,693,851 1,718,250 24,399
Judicial Auto Allowance 6,484 5,448 5,350 5,350 0
Freight Drayage Express 627,106 926,393 858,907 906,212 47,305
Non Cnty Prof/Spclzd Svcs 91,219,487 98,195,886 111,978,253 125,293,708 13,315,455
Outside Attorney Fees 4,328,771 4,199,770 5,799,804 5,871,950 72,146
Contracted Temporary Help 3,356,381 2,584,264 3,362,193 2,802,698 (559,495)
Data Processing Services 7,456,253 7,717,794 9,385,128 9,805,053 419,925
Data Processing Supplies 35,092 23,675 23,211 32,995 9,784
Court Reporter Transcript 142,021 161,386 150,860 159,500 8,640
Public Works Contracts 7,509,872 5,260,596 16,649,492 17,532,004 882,512
Outside Medical Services 79,562,116 85,438,803 76,617,425 87,050,028 10,432,603
County Hospital Services 26,204,513 30,168,456 25,566,723 25,776,034 209,311
Electronic Database Svcs 169,049 218,645 169,108 312,463 143,355
Microfilm Services-Gen 67,631 37,689 161,153 82,059 (79,094)
Information Security Charges 146,471 215,513 310,457 539,434 228,977
Administrative Service 12,638,627 8,056,265 9,822,849 12,925,021 3,102,172
Other Gen Svcs Charges 1,732,872 1,343,366 1,510,385 1,454,383 (56,002)
GSD Courier Svc 171,714 151,335 181,796 174,443 (7,353)
Other Telecom Charges 1,683,311 3,023,628 1,809,407 2,035,744 226,337
County Summary Information
424 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Expenditures by Type (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
Other Intrdptmntl Charges 30,677,399 33,850,428 32,601,112 40,890,772 8,289,660
Juror Fees 34,465 37,179 42,000 42,000 0
Witness Fees & Expenses 189,190 354,439 773,500 374,000 (399,500)
Juror Mileage 6,741 0 0 0 0
Insurance 2,071,877 1,956,654 2,552,879 2,543,823 (9,056)
Adult Materials - Library 1,215,164 1,127,738 1,316,450 1,589,427 272,977
Book Repairs - Library 114 0 0 0 0
Audio-Visual Supplies 5,264 72 1,000 1,000 0
Youth Materials - Library 632,195 544,121 341,104 411,771 70,667
Election Officers 323,877 272,198 478,640 478,640 0
Training & Registrations 432,992 556,605 561,732 947,390 385,658
Road/Construction Materials 2,015,929 1,970,506 1,501,500 1,559,500 58,000
Criminal Investigation 220,420 311,958 283,000 393,248 110,248
Specialized Printing 2,256,474 1,155,419 2,009,911 1,597,011 (412,900)
Fire Fighting Supplies 11,166 5,692 14,525 14,025 (500)
Recreation 57,083 33,884 54,256 42,620 (11,636)
Ed Supplies and Courses 361,481 382,308 611,459 701,385 89,926
Fees - Non Agricul Animal 81,912 69,891 49,000 82,000 33,000
Other Special Departmental Exp 7,639,026 8,357,037 84,725,943 38,803,544 (45,922,399)
Loss on Dsp Sl-Fxd Assets 29,154 98,427 0 0 0
Misc Services & Supplies 460,533 228,302 357,487 2,821,972 2,464,485
Cash Shortage Reimbursement 2,813 2,261 1,850 1,800 (50)
Contract Expense-Kaiser 18,674,498 27,053,516 25,069,869 63,380,272 38,310,403
Registry 5,789,878 3,857,254 5,085,364 5,085,364 0
Public Health-Medical Svcs 64,685 23,600 49,351 23,413 (25,938)
Other Specialty Care 345,543 962,557 924,231 1,243,679 319,448
OP Visits-Specialist Phys 3,295,124 3,844,138 3,843,019 4,283,948 440,929
Laundry Contract 675,889 714,481 661,900 714,482 52,582
Computer Software Cost 9,826,255 4,768,160 9,098,019 9,046,261 (51,758)
Outpatient Mental Health 983,912 937,679 1,049,527 821,326 (228,201)
Other ER Chrges (Lab, Xray) 9,479,666 16,667,428 19,183,109 11,344,563 (7,838,546)
ER Physician Fees 5,778,927 6,894,090 6,640,806 8,313,722 1,672,916
ER Facility Fees 5,074,962 2,690,121 2,974,358 4,143,541 1,169,183
IP Mental Health 4,551 3,630 3,997 32,085 28,088
IP Radiology (Profee) 792,189 979,920 1,010,036 927,824 (82,212)
IP Surgery 12,640,158 17,618,539 17,374,142 30,304,391 12,930,249
IP Physician Visits 2,230,571 3,203,744 2,679,786 3,729,838 1,050,052
IP Fac Chrges (Incl OBDAY) 48,472,407 57,509,309 70,033,900 70,286,314 252,414
Obstetrics (Profee) 634,520 739,484 794,059 725,481 (68,578)
Inpatient Lab (Profee) 382,892 529,426 511,617 612,905 101,288
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 425
ALL COUNTY FUNDS
Expenditures by Type (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
Med Fees-Therapist & Other 5,921,924 6,916,674 6,788,480 7,483,206 694,726
Consulting & Management Fees 22,356,606 12,553,886 11,262,808 9,911,079 (1,351,729)
Other Non-Medical Fees 29,255 29,420 31,522 31,562 40
Med Fees-Physician-Clinic Svc 19,158,416 29,210,571 24,605,207 23,418,156 (1,187,051)
IBNR Expense Accrual 110,743 (203,725) 0 39,975,016 39,975,016
OP Lab/Pathology 3,906,288 6,335,134 4,628,148 9,183,502 4,555,354
Medi-CAL Exp Reimb Receipt (725,475) (1,516,383) (689,030) (689,030) 0
IP Anes (Profee) 1,527,901 1,829,561 1,827,520 2,011,215 183,695
Prosthesis 1,287,769 1,751,157 1,287,771 1,751,158 463,387
Sutures & Surgical Needles 55,986 76,812 67,500 76,813 9,313
Surgical Packs & Sheets 328 97 1,000 1,000 0
Surgical Supplies - General 308,216 773,343 318,018 858,703 540,685
Anesthetic Materials 0 7,471 12,000 12,000 0
Oxygen and Other Med Gas 85,354 83,970 84,250 100,000 15,750
IV Solutions 2,315,936 3,104,857 3,209,835 3,254,754 44,919
Pharmaceuticals 41,469,447 49,706,913 45,075,570 55,742,381 10,666,811
Radioactive Materials 7,074,558 7,727,719 7,695,240 6,346,860 (1,348,380)
Radiology Films 4,154,285 4,333,424 4,511,955 4,997,144 485,189
Other Med Care Mtl & Supp 20,884,087 22,325,106 22,889,586 24,442,115 1,552,529
Other IP Anc Svcs 5,537,670 5,495,962 4,944,506 5,540,996 596,490
Food-Other 923,358 988,560 927,425 987,593 60,168
Linen and Bedding 43,108 115,940 60,000 115,942 55,942
Cleaning Supplies 565,319 498,824 586,681 586,052 (629)
Office & Admin Supplies 2,341,952 2,411,892 2,553,331 2,594,605 41,274
Employee Wearing Apparel 738,227 799,247 737,979 799,241 61,262
Instruments & Minor Med Equip 1,328,791 960,368 1,354,411 1,354,411 0
Other Minor Equipment 3,039,658 2,854,819 3,529,868 3,258,995 (270,873)
Other Non-Med Supplies 1,308,637 1,608,436 1,304,269 1,613,495 309,226
Other Purch Svc-Auditor 2,843,851 3,100,500 3,141,819 3,125,419 (16,400)
Other Purch Svc-Co Counsel 325,000 336,375 520,000 600,000 80,000
Other Purch Svc-Personnel 1,064,005 1,080,784 984,586 1,191,661 207,075
Ambulance/Medical Transp 2,891,139 2,833,380 2,839,539 2,998,517 158,978
Other 12,389,398 15,789,741 16,212,809 18,101,272 1,888,463
OP Surgery-Facility 1,314,683 1,499,219 1,467,676 2,022,915 555,239
OP Surgery-Professional 5,167,357 6,742,623 6,670,487 7,608,720 938,233
CPSP (Perinatal) 611,326 652,307 636,104 752,506 116,402
CHDP 764,235 819,837 905,569 2,455,419 1,549,850
Microfilm Services 37 336 1,000 1,000 0
Medical-Purchased Service 167,659,864 166,328,977 170,301,226 146,052,626 (24,248,600)
Repairs & Mtce-Equipment 2,893,350 2,762,304 2,988,450 4,210,538 1,222,088
County Summary Information
426 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Expenditures by Type (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
Medical School Contracts 0 518 0 0 0
Management Services 847,819 (1,217,212) (2,806,977) 859,253 3,666,230
Collection Agencies 1,053,038 826,778 1,100,000 1,050,916 (49,084)
Other Purchased Services 21,477,848 19,473,030 21,819,244 23,999,677 2,180,433
Transportation Services 385,915 395,425 389,936 392,866 2,930
Data Processing - County 602,465 679,501 687,450 973,144 285,694
Requested Maint - Gen Services 1,234,584 1,978,317 1,298,663 1,981,763 683,100
Sub Acute Facility (SNC) 5,183,616 6,992,295 6,957,529 6,269,190 (688,339)
Deprec & Amort - Bldg & Improve 6,966,801 7,136,682 0 0 0
Deprec & Amort - Lshd Improve 99,121 0 0 0 0
Deprec & Amort - Equipment 6,706,246 6,477,607 55,072 5,343 (49,729)
Bld Occupancy Cost - Co 7,007,441 7,675,276 7,609,585 7,684,257 74,672
Rental/Lse Costs - Equipment 2,088,003 2,066,450 2,075,462 2,074,491 (971)
Bld Occupancy - Non Co 2,535,068 2,856,263 2,937,895 3,321,228 383,333
Utilities - Electric & Gas 1,411,372 1,545,665 1,727,832 1,854,645 126,813
Utilities - Water 140,358 159,078 150,111 168,102 17,991
Insurance - Professional Liab 2,326,000 1,800,000 1,800,000 1,800,000 0
Insurance - Other 252,380 532,853 615,486 1,519,633 904,147
Licenses 165,020 254,448 391,566 349,490 (42,076)
Interest Expense 13,004,814 13,105,165 10,049,605 8,393,752 (1,655,853)
Telephone/Telegraph 3,656,654 3,783,002 3,700,614 4,188,303 487,689
Dues and Subscriptions 1,313,329 1,333,807 1,405,725 1,549,126 143,401
Outside Training Supplies 324,913 326,305 307,703 626,055 318,352
Travel - Employee Mileage 468,331 445,946 474,158 467,639 (6,519)
Other Expenses 376,633 575,173 709,146 1,093,524 384,378
Travel - CAD Approved 295,690 311,454 293,530 346,199 52,669
Travel - County Equipment 172,514 174,497 154,196 222,040 67,844
Bldg Lifecycle Costs-Co 0 8,033 12,906 6,013 (6,893)
Dental Services 110,967 172,027 183,448 150,664 (32,784)
Intra-Dept Trans/Other (25,641,649) (18,468,572) (36,102,825) 57,771,031 93,873,856
Freight Expense Inv Items 80,967 32,137 80,837 32,135 (48,702)
Loss on Dsp Sl-Fxd Assets 45,589 444,570 0 439,111 439,111
SERVICES and SUPPLIES 952,370,392 1,018,950,095 1,098,490,535 1,285,760,174 187,269,639
Support & Care of Persons 4,882,717 4,917,597 5,084,572 5,317,878 233,306
Federal Aid 28,072,920 30,710,661 28,475,564 36,254,410 7,778,846
State Aid 2011 Realign 40,421,812 41,418,113 41,396,071 38,084,502 (3,311,569)
County Aid Basic 38,771,926 38,915,455 37,903,989 41,880,789 3,976,800
State Aid 22,441,805 17,194,449 21,838,745 18,575,625 (3,263,120)
Service Connected Aid 2,454,532 2,285,886 2,207,115 2,154,639 (52,476)
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 427
ALL COUNTY FUNDS
Expenditures by Type (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
Child Day Care Aid 6,427,203 7,762,266 6,163,084 7,808,016 1,644,932
Composite Aid 2,193 1,812 0 0 0
AB85 State Map Aid 0 948,772 0 2,639,277 2,639,277
Principal Pmt on Bonds 48,385,000 51,610,000 21,580,000 24,155,000 2,575,000
Retire Oth Long Term Debt/Lease Pur 21,596,285 25,899,422 35,781,332 37,570,013 1,788,681
Interest on Bonds 19,553,477 16,791,567 21,967,539 12,759,526 (9,208,013)
Interest on Oth Long Term Debt 16,849,231 15,929,924 15,285,578 9,636,592 (5,648,986)
Int on Notes & Warrants 239,847 30,733 454,634 454,634 0
Finance Charges 72,415 70,095 64,000 5,700 (58,300)
Taxes & Assessments 226,755 212,691 239,075 255,125 16,050
Rights of Way & Easements 107,048 484,251 700,000 500,000 (200,000)
Judgements & Damages 226,599 717,393 600 600 0
Depreciation 3,225,417 2,973,967 2,070,710 3,032,021 961,311
Contrib to Other Funds 197,895 194,005 195,000 195,000 0
Contribution to Enterprise Funds 34,146,228 30,408,776 30,408,776 30,408,776 0
Contribution to Other Agencies 92,910,884 74,515,216 32,179,996 39,955,487 7,775,491
Interfund Exp - Gov/Gov 9,776,712 9,570,400 10,442,598 13,057,274 2,614,676
Interfund Exp - Gov/Ent 665,583 745,124 637,365 582,485 (54,880)
Interfund Exp - Ent/Ent 21,960 14,770 25,000 25,910 910
DoIT Phone Exchange 144,940 150,339 168,879 188,066 19,187
DoIT Data Proc Svcs 839,144 646,935 799,590 820,630 21,040
DoIT Data Proc Supply 2,694 2,103 0 0 0
DoIT Mntn Radio Eqmt 54 360 1,000 55,621 54,621
DoIT Other Telecom Charges 129,204 79,928 46,876 39,230 (7,646)
Gen Svc-Bldg Ocpncy Costs 5,475,101 5,624,940 5,783,649 5,754,330 (29,319)
Gen Svc-Requested Mntce 1,333,601 1,107,656 1,337,380 899,994 (437,386)
Gen Svc-Use of Co Equipment 197 1,466 7,000 6,621 (379)
Gen Svc-Other G S Charges 828,209 256,589 316,150 287,031 (29,119)
Gen Svc-Bldg Lifecycle 0 73,721 81,186 97,772 16,586
DoIT Info Security Charge 22,929 33,537 373,306 61,650 (311,656)
OTHER CHARGES 400,452,515 382,300,918 324,016,359 333,520,224 9,503,865
Kregor Peak Property Acq 517 0 0 0 0
001-651 Pine-Upg Bd Chmbr 0 473 0 0 0
561-1420 WPass Rd-Lse Imp 0 3,140 0 0 0
736-1430 WPass Rd-Lse Imp 0 24,981 0 0 0
WCDF Infrared System IPID 0 0 600,000 0 (600,000)
CCTV Remodel 15,533 0 0 0 0
4639 Pacheco Homeless Fac 107,896 0 0 0 0
015 40 Muir Exterior RMDL 42,790 11,180 0 0 0
County Summary Information
428 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Expenditures by Type (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
Remodel 651 Pine 7th/11th 4,494 332,365 0 0 0
015 40 Muir Interior Rmdl 1,275,949 47,020 0 0 0
004 Ext Renov 625 Court 142,679 162,715 0 0 0
010-1000 Ward-Rplc Boiler 0 38 0 0 0
New Psych Facility 3,411,615 578,801 0 0 0
632-202 Glacier Dr Mtz JH 7,347 59,935 0 0 0
001-651 Pine-Rplc Boiler 45,293 99,779 0 0 0
173 OAYRF Sewer Rplcment 76,358 0 0 0 0
Cap Facilities Masterplan 48,178 102,876 0 0 0
010 MDF Chiller Rplcment 645,897 10,971 0 0 0
Various Alterations 0 10,771 0 0 0
EHS Central Co Bldg 251,683 0 0 0 0
010-MDF Intk Cntr Redesgn 31,411 22,587 0 0 0
DA Civic Center 3,403 36,552 0 0 0
Emergency Comm Sys Imps 100,077 0 0 0 0
Cummings Peak Upgrade 0 0 15,882 0 (15,882)
Various Improvements 91,077 76,691 0 0 0
2500 Bates-HBEX Start Up 394,862 25,478 0 0 0
244-151 L.Pauling-Solar 24,056 198,599 0 0 0
R-Rep Solar Proj-7 Sites 94,002 66,104 0 0 0
321 Mental Health IT's 192,234 0 0 0 0
390 WCDF Upgr Elctrnc Sys 0 11,405 0 0 0
390-WCDF-Rmdl Visit Ctr 0 38 0 0 0
FLIP-044-202 Glacier-SS01 0 1,531 119,536 119,536 0
FLIP-03300930 Ward St-AC0 0 16,626 46,739 46,739 0
FLIP-270-3811 Bissel-FS01 0 1,118 36,201 36,201 0
FLIP-004-625 Court-FS04 0 37 352,682 352,682 0
FLIP-158-2099 Arnold-FS02 0 31,334 400,685 400,685 0
FLIP-093-968 23rd St-ES02 0 21,352 261,510 261,510 0
FLIP-095-6401 Stcktn-AC03 0 16,090 172,851 172,851 0
FLIP-115-2290 WPass-FS03 0 508 133,874 133,874 0
FLIP-163-406-6th St-FS0 0 508 87,582 87,582 0
FLIP-171-757 1st St-FS02 0 867 65,978 65,978 0
FLIP-390-5555 Giant-IS05 0 37 898,817 898,817 0
182FS01-12000 Marsh Creek 0 173 254,134 254,134 0
FLIP-093-968 23rd St-IS01 0 23,919 189,152 189,152 0
034 DCD 30 Muir Rd Imps 586,124 38,935 0 0 0
DP Bldg Cntr 30 Douglas 37,473 3,759 0 0 0
40 Muir-Bldg Rmdl/Occpncy 649 165,704 0 0 0
230 Hookston-Landscaping 299 17,242 418,075 346,575 (71,500)
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 429
ALL COUNTY FUNDS
Expenditures by Type (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
272 DCSS Ste 100 Remodel 655,296 13,975 0 0 0
Const Crime Lab 756,801 0 0 0 0
564 Mv Records to Summit 0 7,268 0 0 0
564-2530 Arnold-Rmdl #300 12,896 1,547 0 0 0
Undesignated Cap Projects 0 0 8,492,343 10,692,044 2,199,701
Sheriff's Facilities Imps 0 0 4,522,421 0 (4,522,421)
Sher Pub Sfty Comm Imps 214,205 180,534 0 0 0
555 Security Wall 3C & 4C 20,300 86 0 0 0
MTZ Well Ctr - ADA Cmplnce 40 0 0 0 0
010-MDF Intk Cntr Redesgn 40 9,588 0 0 0
555-2500 Alh-Cnvrt Ed Rms 0 56,997 0 0 0
Hosp-Surgical 0 104,850 0 0 0
733-25 Allen-ADA Cmpl Wrk 0 150,940 0 0 0
CCRMC Antepartum Room 191,946 40 0 0 0
Relocate Antipartum Unit 165 0 0 0 0
Fab/Inst Modular Clinic 3,048,733 3,778,222 0 0 0
West County Health Center 7,799,452 242,606 0 0 0
CCRMC Bldg1 Exam RM Clinic 1,646 0 0 0 0
211 C St Mtz Pro Acq 307,035 0 0 0 0
Replace Boiler 126,863 89,784 0 1,700,000 1,700,000
Mammography Room 5,685 0 0 0 0
Plain Film Room 12,775 0 0 0 0
Replace Imaging Equip 35,330 28,604 0 0 0
Hosp Ambul Care Clinic 0 0 3,067,550 1,173,251 (1,894,299)
Nutri Svcs Prog SB1953 154 0 0 0 0
SB1953 Seismic Retrofit 367,880 92,643 0 0 0
CCRMC GWard Struct Analy 343,560 1,930 0 0 0
Exp/Rmdl Concrd Clinc 1,257,816 244,222 0 0 0
BFA Elect & Signs Proj#12 0 0 150,000 0 (150,000)
BFA Noise Pln Updte Prj#14 0 0 666,667 0 (666,667)
Miscellaneous Equipment 0 171,839 1,316,710 1,387,710 71,000
Special Assistive Devices 21,205 0 0 0 0
Office Equip & Furniture 2,676,028 2,163,267 4,935,292 4,035,810 (899,482)
Institutional Equip & Furniture 108,242 31,773 191,705 241,955 50,250
Autos and Trucks 2,771,396 2,716,683 9,359,045 5,463,410 (3,895,635)
Medical & Lab Equipment 572,006 362,019 1,349,000 599,035 (749,965)
Radio & Communication Equip 962,285 396,150 3,596,224 2,600,687 (995,537)
Tools & Sundry Equipment 154,684 128,277 490,000 382,500 (107,500)
Heavy Construction Equipment 132,614 32,550 50,000 50,000 0
Capitalized Software 0 258,095 275,000 300,000 25,000
County Summary Information
430 County of Contra Costa FY 2015-2016 Recommended Budget
ALL COUNTY FUNDS
Expenditures by Type (continued)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Recommended
2015-16
Change
Fixed Asset Adj Year-End (19,113,857) (5,702,535) 0 0 0
FIXED ASSETS 11,075,116 7,784,190 42,515,655 31,992,718 (10,522,937)
Reimbursements-Gov/Gov 206,229,273 230,362,779 202,526,814 207,085,355 4,558,541
Reimbursements-Gov/Ent 709,320 312,206 773,846 452,229 (321,617)
Reimbursements-Ent/Ent 0 0 2,000 2,000 0
Intrafund-Trans-Gov/Gov 7,320,456 6,925,734 59,718,876 83,184,450 23,465,574
Transfers-Gov/Ent 287,183 64,943 760,086 600,086 (160,000)
Intrafund Transfers 0 0 0 0 0
Intrafund-Trans-Salaries (2,324,397) (675,766) (4,046,827) (5,518,950) (1,472,123)
Intrafund-Trans-Services (104,807,113) (107,984,696) (108,141,819) (115,392,454) (7,250,635)
Intrafund-Trans-FX Assets (609,563) (451,653) (708,426) (1,223,117) (514,691)
EXPENDITURE TRANSFERS 106,805,160 128,553,547 150,884,551 169,189,600 18,305,049
Apportn For Contingencies 0 0 4,055,653 7,671,955 3,616,302
PROVISIONS FOR CONTINGENCIES 0 0 4,055,653 7,671,955 3,616,302
TOTAL EXPENDITURES 2,493,746,340 2,613,966,903 2,815,393,169 3,055,980,830 240,587,661
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 431
MAJOR GOVERNMENTAL FUNDS
Changes In Projected Fund Balance
Beginning
Fund Balance
June 30, 2014
Budgeted
Revenues
FY 2015-16
Budgeted
Expenditures
FY 2015-16
Projected
Ending
Fund Balance
Exclusive of
CarryForward
Percent
Change
Major Fund
GENERAL FUND 236,102,265 1,423,005,363 1,423,005,363 236,102,265 0.00%
Non-Major Funds in the Aggregate
TOTAL FOR NON-MAJOR FUNDS 287,183,845 432,813,446 473,336,785 246,660,506 (14.11%)
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, 2014, 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 flat with very little
to no change in fund balance. 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 General Fund has a recommended contingency
of $7.7 million. If these funds are not spent, the projected ending fund balance would
increase by 3%.
The Non-Major Governmental Funds in the aggregate indicate a decline with a fund
balance change of 14.11% ($40.5 million). There are 91 funds included in this
aggregate and eleven of them represent $36.7 million or 90.6% of the variance. Some
specific examples are: $9.4 million for recorder/modernization functions, $5.8 million in
Navy Transit Mitigation, $3.9 million for road improvements, $3.1 million in property tax
administration, $2.8 million in Family Law Center debt service, and $2.1 million for
County law enforcement capital projects. It should be noted, however, that the
reduction in Non-Major Governmental Funds in the aggregate is overstated due to the
departmental practice of appropriating fund balance above annual requirements. If a
correction for carryforward appropriations were made to these funds, the actual change
expected would be to zero.
County Summary Information
432 County of Contra Costa FY 2015-2016 Recommended Budget
CAPITAL IMPROVEMENT PLAN
Per Budget Policy, the FY 2015-16 budget process again includes a strategic planning
and financing element for facilities renewal and new construction projects (short and
long term capital budgets) and a comprehensive management program for the County’s
general government real estate relative to acquisition, use, disposition and
maintenance. This element includes funding decisions for maintaining the County’s
facility assets, allowing the Board of Supervisors to weigh competing funding decisions
using credible information.
The Capital Improvement budget narrative can be found beginning on page 41 in the
Departmental Budget Summary section of this document. It includes a recommended
budget for Minor Capital Improvements of $1,500,000, which is available for minor
improvements and deferred maintenance when there is no other funding available; $10
million for Facilities Lifecycle Improvements, which reflects the amount allocated to
deferred facilities maintenance and capital renewal from the County’s Tax Losses
Reserve; and also includes funding for the Plant Acquisition cost center. This new
allocation of general purpose revenue, in the amount of $5 million, is intended as an on-
going resource for construction and repair of County facilities. The monies are intended
for capital projects and/or debt service for a future infrastructure borrowing program.
In FY 2014-15, the Public Works Department engaged in several initiatives to refine,
revitalize and redefine the strategic planning effort for County facilities. While many of
those initiatives have provided considerable improvements in the organization and
visibility of data necessary to actively and efficiently construct, operate and maintain
facilities, there is still work necessary to maximize effectiveness of these efforts.
The following is a summary of the accomplishments and status of several initiatives
completed in FY 2014-15 and strategic planning elements that are currently underway
and will continue into FY 2015-16.
A. The Public Works Department has been developing a reliable, comprehensive
Facility Asset Management database and strategic plan for managing the County
facility inventory over the last 18 months with significant progress made in this effort.
A summary of the strategy, objectives, current status and goals of this on-going
effort is itemized below:
1. Strategy. Included in the Strategy for managing the County’s facilities is to
support the County’s Real Estate Asset Management Plan and develop a
Strategic Facilities Asset Management Plan; integrate divisions involved in Asset
Management (Real Estate, Capital Projects, Facilities Services and Finance);
standardize Public Works data; develop business intelligence information about
all assets (i.e. number of buildings, square footage data, occupancy data, etc.);
and develop a Preventative Maintenance Program to reduce deferred
maintenance and the current backlog of work order requests.
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 433
CAPITAL IMPROVEMENT PLAN
2. Objectives. Four primary business objectives have been identified for asset
information management: Convert paper-based information into digital format;
standardize data for consistency; establish asset management metrics; and
develop an interface for use by staff.
3. Current Status and Goals. Data conversion is on-going and scheduled to be
completed by end of first quarter of 2015. Standardization of real estate and
facility maintenance data is on-going and scheduled for completion by the end of
FY 2014-15. Identifying and establishing metrics for specific preliminary strategic
objectives is expected to be completed by end of FY 2014-15. Testing and
implementation of an Asset Management dashboard will be implemented by the
end of 2015. A preliminary Preventative Maintenance program is being
developed and will be recommended for implementation in the third quarter of
2015.
B. As a result of the work being performed for Facility Asset Management, the Real
Estate Division of Public Works has identified several opportunities to save money,
consolidate assets and potentially dispose of underutilized facilities in the County
inventory. These efforts support the Real Estate Asset Management Plan and will
reduce overall costs to the County.
1.Public Works is developing a recommendation for disposal of underperforming
and underutilized assets in accordance with the Real Estate Asset Management
Plan.
2.Public Works will be presenting a comprehensive strategy to streamline and/or
terminate the Agreements with the Courts on joint use of those facilities the
County shares with the Courts. The strategic planning effort will be mutually
beneficial to both the County and the State.
3.Public Works has identified revenue and expense data that will allow the County
to make effective decisions on leased assets for both those facilities leased by
the County and from the County.
C. In 2007 the County completed an assessment of County owned buildings to
determine the general condition of the buildings. This assessment served as the
basis on the Facility Lifecycle Improvement Program. Deferred maintenance and
capital renewal needs were analyzed and a proposed project list was developed.
Given significant funding constraints as a result of the economic downturn, no
deferred maintenance was funded until FY2012-13. An updated assessment of
buildings is currently underway. The following is a summary of what the Public
Works Department anticipates will be included in a final report in the last quarter of
FY 2014-15:
County Summary Information
434 County of Contra Costa FY 2015-2016 Recommended Budget
CAPITAL IMPROVEMENT PLAN
1. A revised project list which prioritizes projects based on updated facility
conditions from the 2015 Facility Condition Assessment Report. This assessment
information will need to be evaluated with other business intelligence information
on our assets to properly prioritize the needs of the facilities.
2. Since FY 2012-13, $25 million has been allocated toward deferred maintenance.
To date, approximately $3 million has been expended and another $10 million
has been programmed for projects underway (15 projects have been completed
and 28 are on-going).
3. A recommendation to use the funding allocations made in previous years as well
as a strategy to manage and complete future projects identified as part of the
Facilities Lifecycle Improvement Program.
4. Discussion of a Preventative Maintenance Program that will be part of the overall
strategy to reduce the deferred maintenance backlog and improve performance
of our County facility inventory.
D. The Public Works Department anticipates there will be significant progress in FY
2015-16 on the implementation of the Facilities Asset Management Plan. The
Department will develop specific recommendations on a funding strategy to address
the deferred maintenance backlog, dispose of surplus properties and adequately
fund our preventative maintenance and capital renewal needs.
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 435
CURRENT DEBT POSITION
The most recent Debt Report was issued by the Debt Affordability Advisory Committee
on March 25, 2015. Information on the current Debt Position of the County follows:
Outstanding Debt. As of June 30, 2014, the County had a total of $532.7 million of
outstanding Pension Obligation Bonds (POBs) and Lease Revenue Bonds
(LRBs)/Lease Revenue Obligations (LROs), a detailed listing of which is shown below.
As of June 30 for each year the total amount of County outstanding Pension Obligation
Bonds and Lease Revenue Bonds was $606.1 million (2013); $634.3 million (2012);
$717.9 million (2011); and $729.6 million (2010). The County’s entire debt portfolio is
comprised of fixed-rate debt issues. The 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, 2014)
Bond Issues
Date
of Issue
Final
Maturity
Date
Principal
Amount
Issued
($000s)
Outstanding
Principal
($000s)
True
Interest
Cost (%)
Lease Revenue Bond & Obligation Issues (LRBs & LROs):
1999 Series A (Refunding and Various Capital Projects) 03/04/99 06/01/28 $74,685 $12,745 NA
2001 Series A (Various Capital Projects) 01/25/01 06/01/15 18,030 705 4.62%
2002 Series A (Various Capital Projects) 06/27/02 06/01/16 12,650 1,125 4.73%
2002 Series B (Refunding and Various Capital Projects) 09/05/02 06/01/19 25,440 6,520 3.97%
2003 Series A (Various Capital Projects) 08/14/03 06/01/17 18,500 2,310 4.46%
2007 Series A (Refunding and 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 44,640 4.27%
2009 Series A (Various Capital Projects) 06/03/09 06/01/24 25,062 18,453 4.55%
2010 Series A-1 (Capital Project I – Tax Exempt) 11/16/10 06/01/20 6,790 5,915 4.15%
1
2010 Series A-2 (Capital Project I – Taxable BABs) 11/16/10 06/01/30 13,130 13,130 4.15%
1
2010 Series A-3 (Capital Project I – Taxable RZBs) 11/16/10 06/01/40 20,700 20,700 4.15%
1
2010 Series B (Refunding) 11/16/10 06/01/25 17,435 14,475 3.84%
2012 Lease Revenue Obligations 11/11/12 06/01/27 13,210 12,319 2.68%
Total LRBs and LROs $477,962 $274,222
Pension Obligation Bond Issues (POBs):
Series 2003 A (Taxable) 05/01/03 06/01/22 322,710 258,500 5.36%
Total POBs $322,710 $258,500
Grand Total $800,672 $532,722
1The yield shown is the blended TIC for all three indicated series, net of the receipt of federal subsidies of interest cost.
County Summary Information
436 County of Contra Costa FY 2015-2016 Recommended Budget
CURRENT DEBT POSITION
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 pre- Proposition 13. For FY 2013-14, the County’s total assessed valuation base
was $155.2 billion and the growth rate of total assessed valuation in the County was
3.66%, the second fiscal year increase since FY 2008-09. The local portion of total
assessed valuation can grow up to the maximum annual rate of 2% allowed under
Proposition 13 for existing property plus additional growth from new construction and
the sale and exchange of property. The annual growth rate in assessed valuation
averaged 10.1% over the last 25 years but averaged -1.02% over the past five years.
Assessed valuation fell by a cumulative 9.3% from its peak in FY 2008-09 through the
trough in FY 2011-12 as a result of the impacts of foreclosures and recession on the
County’s economy. Assessed valuation appears to have stabilized. Subsequent to the
reporting period of June 30, 2014, total assessed valuation grew by 6.06% in FY 2014-
15, surpassing the historical peak in Fiscal Year 2008-09.
The total assessed value of taxable property was $150.1 billion, resulting in a statutory
bonded debt limitation of $7.5 billion and a California Constitution limit of $1.9 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, 2014, the County’s outstanding bonded debt
was $350.9 million leaving a statutory margin of $7.2 billion and a Constitutional margin
of $1.5 billion. Subsequent to this reporting period, assessed valuation rose to $164.6
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, 2014. 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 total -
each year is $2.47 million.
Debt Service Requirements for Outstanding Lease Revenue & Pension Obligation Bonds
(As of June 30, 2014)
Fiscal Year
Ending 6/30
Total Lease
Debt Service (1)
Total POB
Debt Service
Total Debt
Service
2015 33,983,436 35,409,894 69,393,330
2016 33,975,738 36,914,526 70,890,264
2017 31,574,978 38,484,360 70,059,338
2018 31,049,878 40,114,901 71,164,779
2019 30,930,766 41,821,636 72,752,402
2020 29,406,326 43,600,400 73,006,726
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 437
Fiscal Year
Ending 6/30
Total Lease
Debt Service (1)
Total POB
Debt Service
Total Debt
Service
2021 29,403,076 45,452,243 74,855,319
2022 26,883,280 47,382,398 74,265,678
2023 26,869,519 26,869,519
2024 16,856,664 16,856,664
2025 14,472,145 14,472,145
2026 12,830,207 12,830,207
2027 11,629,503 11,629,503
2028 5,477,077 5,477,077
2029 2,471,648 2,471,648
2030-2040 27,204,978 27,204,978
TOTAL $ 365,019,219 $ 329,180,358 $ 694,199,577
(1) Excludes capital leases; includes federal subsidy receipts for certain lease revenue bonds (Build America Bonds and Recovery
Zone Bonds).
Refundings. The County Finance Director monitors market conditions for refunding
opportunities that, pursuant to the Debt Management Policy, will produce at least 2%
net present value savings for each maturity of bonds refunded and a minimum of 4%
overall present value savings. The table below sets forth the amount of savings
achieved on refundings undertaken since 2002. A total of $9.61 million of net debt
service savings were achieved over the remaining terms of bonds refunded since 2002.
The County’s largest refunding occurred in fiscal year 2006-07 when $200.9 million of
prior Certificates of Participation and Lease Revenue Bonds were refunded as part of
the plan of finance for the 2007 Series A and 2007 Series B Lease Revenue Bonds. To
the extent that Federal and/or State programs offset debt service cost for projects
funded with Lease Revenue Bonds, the County must share the refunding savings
attributable to such projects with the Federal and/or State program.
Lease Revenue Bond Refunding Savings Since 2002
(as of June 30, 2014)
Refunding Lease
Revenue Bond Issue
Amount
Refunded
($ 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
Pension Obligation Bonds. In addition to the traditional refundings described above,
the County has issued Pension Obligation Bonds (POBs) in 1994, 2001 and 2003 to
refinance its then-unfunded actuarial accrued liability (UAAL) with the Contra Costa
County Employees’ Retirement Association (CCCERA). When issuing POBs, the
County’s objective is to pay a lower interest cost on the POBs than the actuarial interest
cost (i.e. the assumed investment rate) charged by CCCERA, thereby producing
savings for the County. Unlike traditional refundings where the prior debt service is
County Summary Information
438 County of Contra Costa FY 2015-2016 Recommended Budget
CURRENT DEBT POSITION
fixed, the debt service on a UAAL is not necessarily fixed over the term of its
amortization; rather, CCCERA’s investment performance and/or a number of actuarial
assumptions could change from year to year, which would result in the UAAL changing
as well. For purposes of determining debt service “savings” from issuance of Pension
Obligation Bonds, however, it is typically assumed that the respective UAAL does not
change so that the debt service savings are calculated as the difference between the
amortization of the respective UAAL at the time of issuance of Pension Obligation
Bonds and the debt service on said Pension Obligation Bonds.
For example, in the 2003 Pension Obligation Bond issue, total savings were estimated
to be $113.8 million ($73 million on a present value basis) over 19 years for average
annual savings of about $6.0 million. The estimated savings reflected the lower interest
cost on the bonds (5.36%) versus the 8.35% actuarial interest rate charged by
CCCERA at the time, but also assumed CCCERA would earn 8.35% throughout the
term of the bonds. The assumed actuarial interest rate has since been lowered to
7.25% meaning that long term savings from Pension Obligation Bonds are also
reduced. CCCERA’s net return on market value of assets for the last five calendar
years is presented below:
Year Ending December 31
Net Return on
Market Value of Assets
2010 13.3%
2011 2.1%
2012 13.5%
2013 15.7%
2014 7.7%
Unless CCCERA’s future performance produces investment returns above the assumed
actuarial rate in some years to offset negative or low investment returns in others, the
actual savings from Pension Obligation Bonds may be zero or negative.
To the extent that Federal and/or State programs offset debt service costs for any
UAAL, the County shares the savings from the reduced debt service attributable to
funding the UAAL with Pension Obligation Bonds with such Federal and/or State
program through reduced pension cost claims.
Long Term Credit Rating. Long-term credit ratings provided by a rating agency are an
independent assessment of the relative credit risk associated with purchasing and
holding a particular bond through its scheduled term of repayment. Long-term credit
ratings serve as unbiased opinions of a borrower's financial strength and ability to repay
its debt on a timely basis. Long-term credit ratings are one of the most important
indicators of creditworthiness readily available to the investment community and have a
direct impact on the borrowing rates paid by the County.
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 439
CURRENT DEBT POSITION
Almost ten years ago, in December 2005, Moody’s downgraded the County’s ratings for
each type of bond issue by one notch and assigned a Negative outlook to the rating.
Standard & Poor’s (S&P) assigned a Negative outlook in November 2005, but did not
downgrade the ratings. These rating actions were largely attributable to a four-year
trend of reduced fund balances in the General Fund. As of June 30, 2007, both
Moody’s and S&P had removed their respective Negative outlooks on the County’s
ratings. Citing the County’s improved financial flexibility and reserves, each of the two
agencies assigned an outlook of “Stable” to the County’s ratings. The ratings have had
a “Stable” outlook ever since.
History of Underlying Long-Term Ratings Since 1995
All Rating Outlooks are "Stable" Unless Otherwise Noted in Footnotes 4 and 5
(as of June 30, 2014)
Implied General
Obligation Bond/Issuer
Rating
Pension Obligation
Bond
Lease Revenue
Bond/Certificates of
Participation
Notes FY Ending June 30 Moody's S&P Moody's S&P Moody's S&P
1 1995 Aa2 AA A1 AA- A1 A+
2 1996 Aa2 AA Aa3 AA- A1 A+
3 2001 Aa2 AA Aa3 AA- A1 AA-
4 2006 Aa3 AA A1 AA- A2 AA-
5 2007 Aa3 AA A1 AA- A2 AA-
6 2010 Aa2 AA Aa3 AA- A1 AA-
7 2013 Aa2 AA A1 AA- A1 AA-
8 2014 Aa2 AAA A1 AA+ A1 AA+
1. Municipal bond insurance policies were purchased to allow the ratings to be increased to Aaa (Moody's) and
AAA (S&P) on all or portions of all Lease Revenue Bond/COPs issues since FY 1987-88 and on all or portions
of all Pension Obligation Bonds since FY 2000-01.
2. Beginning in 1996, Moody's began to rate pension obligation bonds one notch (rather than the previous two
notches) lower than the issuer’s general obligation bond rating. In addition, Moody's replaced their two-notch
per tier system (e.g. Aa1, Aa2) with a three notch per tier system (e.g. Aa1, Aa2, Aa3).
3. Beginning in 2001, S&P began to rate lease obligations one notch (rather than the previous two notches) lower
than the issuer’s general obligation bond rating.
4. S&P assigned an outlook of "Negative" to the County in November 2005. On December 1, 2005, Moody's
downgraded the County one notch and changed the outlook to "Negative".
5. Moody's assigned an outlook of "Stable" to the County in November 2006. In February 2007, S&P changed the
outlook to "Stable".
6. The changes in Moody's ratings reflect the recalibration of ratings completed by Moody's in April 2010.
7. On February 20, 2013 Moody’s downgraded the County’s Pension Obligation Bonds to A1 with a “Stable”
outlook.
8. On December 19, 2013, S&P upgraded the County’s ratings for each type of debt.
County Summary Information
440 County of Contra Costa FY 2015-2016 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. Part
of the annual budget preparations for each department is to update its Performance
Report with the following information:
x Department Mission, Mandate or Goal
x Major Program Descriptions
x Accomplishments
x Challenges
x 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 the Bay Area Regional Benchmarking
Project (Project BARB). Project participants include nine Bay Area counties: Alameda,
Contra Costa, Marin, Napa, San Francisco, San Mateo, Santa Clara, Solano and
Sonoma.
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.
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 441
PERFORMANCE MEASUREMENT PROGRAM
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). 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. In addition to
Contra Costa County, 20 other jurisdictions submitted data to ICMA.
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.
In May and June 2014, ICMA provided Project BARB with FY 2012-13 final datasets to
facilitate completion of the group’s original benchmarking goals. Six (Alameda, Contra
Costa, Marin, Napa, San Mateo, and Solano) of the nine Project BARB counties
participated in the Performance Management 101 survey. ICMA provided datasets
specific to Project BARB counties, as well as access to all Performance Management
101 survey respondents’ data, which included 118 jurisdictions from 37 states.
• Highways & Road
Maintenance
• Facilities
Management
• Permits, Land Use,
& Plan Review
• Information
Technology
• Risk Management • Police • Code Enforcement • Procurement
• Parks & Recreation • Fire & EMS • Human Resources • Libraries
• Fleet Management • Solid Waste
County Summary Information
442 County of Contra Costa FY 2015-2016 Recommended Budget
PERFORMANCE MEASUREMENT PROGRAM
The preliminary datasets as compared to Project BARB counties provided the following
highlights:
x Although Contra Costa County has a high number of Worker’s
Compensation Claims filed, the number of days lost by employees due to
injury is well below the average.
x Information Technology (IT) datasets are difficult to measure due to some
counties outsourcing these services, varying web-based operations that
may result in higher IT costs but may provide enhanced efficiencies in other
areas, and variability of how counties track IT services and resolutions.
x Contra Costa’s average number of working days from a hiring requisition
request to the compilation of an eligibles list for recruitments processed
externally was similar to the other counties; however, the average number
of working days from a hiring requisition request to the compilation of an
eligibiles list for recruitments processed in-house was the highest reported
number due to Contra Costa’s consent decree and continuance of an
applicant appeal period.
x Library datasets show Contra Costa with the highest figures for population
served, annual circulation for library facilities, and number of terminals with
internet access.
x Contra Costa’s datasets reflect the highest percentage of alternative fuel
vehicles in fleet.
x Contra Costa was well below the average response time for completing
pothole repairs, with a 100% completion rate for reported pothole repairs.
The County Administrator’s Office provided the datasets to the departments with
surveyed service areas and received positive feedback regarding the utility of local Bay
Area counties’ data as a performance measurement starting point. Questions regarding
comparability of specific measures were raised, which require more in-depth information
from other Project BARB counties to appropriately establish apples-to-apples
comparisons. Other Project BARB members received similar feedback and shared
concerns on how to make the process more effective for their departments.
ICMA has changed their performance management analytics system to an online
platform with additional features and at an increased cost. To ensure that the new
ICMA performance management platform is aligned with Project BARB goals, the
majority of the participating counties have decided to wait until the next reporting cycle.
This will allow Project BARB to focus on efficiencies that will support their departments’
County Summary Information
County of Contra Costa FY 2015-2016 Recommended Budget 443
PERFORMANCE MEASUREMENT PROGRAM
and countywide goals. Marin County confirmed that they will be submitting data through
the new ICMA Insights system. Marin County will be able to share their experience with
the new platform to other Project BARB members for future discussions on the utility of
ICMA performance management tools.
In the meantime, Project BARB will continue to work on identifying comparable regional
datasets that will evaluate performance, improve management practices, and support
goal-setting for informed decision making and resource allocation.
County Summary Information
444 County of Contra Costa FY 2015-2016 Recommended Budget
Appendix
County of Contra Costa
Page intentionally left blank
Countywide Program Modification List
County of Contra Costa FY 2015-2016 Recommended Budget 441
Order
Reference to
Mand/Disc
List
Programs/
Budget Units Services FTE Net County
Cost Impact Impact
Animal Services
1 3 Animal Services Field Enforcement 0.0 ($300,000)
This reduction will be handled
using adjustments to staffing
levels through, overtime
reductions, and reduced use of
temporary employees.
1 3 Animal Services Licensing Revenue 0.0 $300,000 Anticipated reduction in Animal
Licensing revenue.
Total 0.0 $0
Capital Improvements
1 3
Plant
Acquisition Fixed Assets 0.0 $5,000,000 Construction and repair of
County facilities.
Total 0.0 $5,000,000
Central Support
1 6 Risk
Management
Add one
Information
Systems Specialist
I position
1.0 $100,000
To reflect the addition of a
position to support the
Countywide Training Program.
1 6 Risk
Management
Charges to Internal
Service Fund -
Revenue
($100,000)
Recovery of cost of additional
position through charges to
Internal Service Fund
Total 1.0 $0
County Counsel
1 1
County
Counsel Risk
Mgmt /
Tort Unit
Services and
Supplies 0.0 ($6,250)
Reduction in miscellaneous
service and supply expenses
will require operational
efficiencies. Reductions have
minimal impact
Total 0.0 ($6,250)
District Attorney
1 1 Mainline
Prosecution
Mainline
Prosecution 4.0 $767,080
Add four (4) Deputy District
Attorney – Basic positions to
augment program staffing in the
District Attorney’s Office
2 7 Administration Administration 1.0 $120,000
Add one (1) Administrative
Services Assistant II position to
serve as the grant writer to
originate, manage and report on
grant funding for the department
3 3 Investigation Investigation 1.0 $101,625
Add one (1) Crime Scene
Investigation (CSI) Specialist
position to expand investigative
capabilities with the department.
4 4 Victim/Witness
Advocacy
Victim/Witness
Advocacy 1.0 $79,027
Add one (1) Victim/Witness
Program Specialist position to
assist with Victim/Witness
program caseloads
Countywide Program Modification List
442 County of Contra Costa FY 2015-2016 Recommended Budget
Order
Reference to
Mand/Disc
List
Programs/
Budget Units Services FTE Net County
Cost Impact Impact
5 1 Mainline
Prosecution
Reduce Vacancy
Factor 0.0 $252,697
Reduce budgeted vacancy
factor within the department
providing additional flexibility to
hire into vacant positions
Total 7.0 $1,320,474
Law and Justice Systems
1 1
Law & Justice
Systems
Development
Reduce project
reserve 0.0 ($128,000)
Will reduce funds available for
the case management systems
replacement project in order to
subsidize the first-year cost of
the Superior Court to implement
Laura’s Law.
Total 0.0 ($128,000)
Public Defender
1 2 Investigations Various 1.0 $132,039 Addition of one Investigator I
position and one vehicle.
2 3 Adult and
Criminal
Salaries and
Benefits 5.0 $698,497
Addition of one and a half
Deputy Public Defender IIIs,
three Deputy Public Defender
IIs, one half-time Legal
Assistant.
3 Various Various Temporary
Salaries 0 ($230,877) Reduction in temporary salary
appropriations.
Total 6.0 $599,659
Public Works
1 15 Print and Mail
Services
Salaries and
Benefits (3.0) ($240,516)
Eliminate vacant Storekeeper,
Lead Print and Mail Services
Technician, and Reprographics
Technician
2 15 Print and Mail
Services
Salaries and
Benefits 4.0 $225,016
Fund two Mail Machine
Operators and two Office
Services Worker positions
3 1 Public Works Salaries and
Benefits 2.0 $180,700 Fund two Environmental Analyst
I positions
4 15 Print and Mail
Services
Expenditure
Transfers N/A $15,500
Reduce charges to user
departments based on
anticipated decrease in salaries
and benefits
5 1 Public Works Expenditure
Transfers N/A ($180,700)
Increase charges to Special
Revenue funds based on
anticipated increase in salaries
and benefits.
Total 3.0 $0
Countywide Program Modification List
County of Contra Costa FY 2015-2016 Recommended Budget 443
Order
Reference to
Mand/Disc
List
Programs/
Budget Units Services FTE Net County
Cost Impact Impact
Sheriff-Coroner
1 17 Unincorporated
Patrol
County Patrol
Operations 10.0 $1,824,892
Increased staffing in County
Patrol by 10 FTE Deputy Sheriff
positions to support
unincorporated patrol
operations throughout the
County
2 17 Unincorporated
Patrol
County Patrol
Operations 0.0 ($297,980)
Reduce overtime appropriation
in County Patrol in recognition
of 10 FTE new Deputy Sheriff
positions placed into service
Total 10.0 $1,526,912
Superior Court
1 1 Trial Court
Programs
Increase subsidy to
Superior Court to
provide for first-year
cost to implement
Laura’s Law
0.0 $128,000
Will reduce funds available for
the Law & Justice case
management systems
replacement project and provide
time for the Superior Court to
secure State financing to
support the program.
Total 0.0 $128,000
NON-COUNTY GENERAL FUND PROGRAM MODIFICATIONS
Order
Reference to
Mand/Disc
List
Programs/
Budget Units Services FTE Net Fund
Impact Impact
Contra Costa County Fire Protection District
1 N/A Fire Prevention/
Administration
Fire Prevention/
Administration 7.0 $1,212,623
Adds support positions in
telecommunications, IT, facility
maintenance, training and
administration
2 N/A Fire Suppression Fire Suppression 0 $400,000
Fire boat purchase; water rescue,
fire suppression on docks and
marina and in refinery areas
Total 7.0 $1,612,623
Library
1 2 Countywide
Services
Add one Library
Specialist position 1.0 $94,639
To support Library staff in the
creation of new children’s
programming and expansion of
current children’s programming at
all library locations.
1 2 Countywide
Services
Charge to Library
Fund – Revenue 0.0 ($94,639)
Recovery of cost of additional
position through charges to Library
Fund.
Total 1.0 $0
Countywide Program Modification List
444 County of Contra Costa FY 2015-2016 Recommended Budget
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 445
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
Agriculture/Weights & Measures
1 Administration M D 1,374,178 0 1,374,178 4.0 No
Provides direction and
financial control, develop
and implement policies
and procedures in support
of the operations of the
department.
2 Agricultural
Division M D 3,234,093 2,833,928 400,165 32.0 No
Provide enforcement of
State laws and County
ordinances in regard to
pesticide use and worker
safety regulations,
enforcement of quarantine
regulations, exotic pest
eradication and pest
management, organic
produce and quality
assurance programs
involving fruits, nuts,
vegetables, eggs, nursery
stock and seed. Assist the
public with pest
identification and control
techniques using
environmentally safe pest
management practices.
3 Weights &
Measures M D 1,148,421 867,043 281,378 9.0 No
Provide assurance of fair
business practices by
performing inspection of all
point-of-sale systems
(scanners) used in
commercial transactions.
Provide regulatory
services to ensure
commercial sales are
made in compliance with
State laws. Provide
protection for consumers
by enforcing State laws
designed to prevent
deceptive packaging and
ensure accurate units of
measure. Inspect
Weighmasters for
compliance with State law.
Administer exams to for
licensing of device service
agents.
Mandatory/Discretionary Program Listing – By Department
446 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
4 Cooperative
Extension D D 194,279 0 194,279 1.0 No
Program works with
County farmers to assure
a sustainable safe,
productive,
environmentally friendly
and economically viable
food system; provides
educational programs for
youth-serving
professionals in topics
such as positive youth
development, civic
engagement, and
adolescent development;
administers the 4-H Youth
Development Program,
which focuses on science,
life skill acquisition and
citizenship; and provides
research and education on
critical nutrition issues
including childhood obesity
and anemia, especially for
low-income families with
young children.
Animal Services
1 Animal Care &
Housing M M 6,085,554 3,833,966 2,252,278 48.0 No
Provides humane care and
veterinary treatment to
animals that are being
held pending location of
owners or other
disposition. AB 1856 and
SB 1785 have increased
mandated holding times
and require treatment for
sick/injured animals to
become potentially
adoptable.
2 Animal
Licensing M D 176,980 176,980 0 1.0 No
Licensing program for
dogs throughout the
County to assist in
identification of lost
animals and control of
rabies.
3 Field
Enforcement M D 4,383,348 2,710,627 1,672,721 32.0 No
Enforces State laws and
County ordinances in the
unincorporated areas of
the County and within
incorporated cities that
have agreements with the
County.
4 Spay/Neuter
Clinic D D 657,444 657,444 0 2.0 No
Provides low cost pet
spay/neuter services to the
public.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 447
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
Assessor
1 Appraisal M D 7,250,845 730,113 6,520,732 47.0 No
Secured property
appraisal mandated by
R&T Code Sections 50-93,
101-2125.
2 Business M D 2,030,654 213,692 1,816,962 12.0 No
Unsecured property
appraisal mandated by
R&T Code Sections 2901-
2928.1.
3 Support
Services M D 6,810,337 694,499 6,115,838 56.0 Yes
Provides clerical support
for appraisal and business
divisions; exemption
processing; drafting and
GIS mapping; public
service; and information
systems support. The GIS
function is a countywide
system that the office
provides support for. R&T
Code 75.20,
4 Administrative
Services M D 1,438,929 142,461 1,296,468 7.0 No
Functions of Assessor are
mandated. Duties of
Assessor's Office,
however, may be
consolidated with
Treasurer, or Recorder, or
Clerk and Recorder.
5
Property Tax
Administration
Program
M D 3,052,351 3,052,351 0 0.0 No
Provides funding from the
State-County Property Tax
Administration Program to
be used to improve
operations and enhance
computer applications and
systems.
Auditor-Controller
1
Property
Tax/Special
Accounting
M D 1,916,524 1,908,928 7,596 11.5 Yes
Builds the countywide tax
roll and allocates and
accounts for property tax
apportionment and
assessments. Assists in
preparing the budget
documents for the County
and special districts,
including monitoring
expenditures for budget
compliance. Additionally,
the Division assists in
administering the Tax and
Revenue Anticipation
Notes and other bond
programs that greatly
enhance the County's
financial status. The
Division also is
responsible for a variety of
governmental fiscal
reports.
Mandatory/Discretionary Program Listing – By Department
448 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
2 Disbursements M D 2,917,006 1,804,986 1,112,020 23.0 Yes
Processes timely and
accurate payroll for all
County departments, most
fire districts, some special
districts, and some non-
county regional agencies.
Processes demands,
purchase orders, and
contracts.
3 General
Accounting M D 1,193,552 881,351 312,201 7.0 Yes
Manages the countywide
Financial System and
process various types of
fiscal information for
County departments,
special districts, and other
non-county agencies.
Maintains the general
ledger. Enforces
accounting policies,
procedures, and
processes and ensures
financial reporting in
accordance with County
policies and state, and
federal guidelines.
Reconciles fixed asset
activity to County
inventory.
4 Internal Audit M D 813,887 485,467 328,420 6.0 No
Develops and executes
audit programs for the
examination, verification,
and analysis of financial
records, procedures, and
internal controls of the
County departments.
Produces the
Comprehensive Annual
Financial Report.
5 Administration/
Systems M D 2,385,486 645,723 1,739,763 8.5 Yes
Provides general
management of financial
information and accounts
of all departments,
districts, and other
agencies governed by the
Board of Supervisors.
Provides employee
development, personnel,
payroll, and fiscal
administration. Provides
systems development and
support and secretarial
support.
6
Automated
Systems
Development
D D 200,000 200,000 0 0.0 No
Non General-Fund.
Accumulates interest
earnings from the Teeter
Plan borrowing program
and other funding sources
to finance maintenance
and enhancement for
countywide financial
systems.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 449
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
Board of Supervisors
1
Legislation &
Policy
Direction
M D 6,120,579 213,579 5,907,000 31.0 No
Enforces statutes and
enacts legislation,
establishes general
operating policies and
plans, adopts annual
budgets and levies taxes,
determines land use, and
appoints County officials.
2
Municipal
Advisory
Councils
D D 36,000 0 36,000 0.0 No
Advises the Board of
Supervisors 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,
advising on matters of
public health, safety,
welfare, public works, and
planning.
3
Board
Mitigation
Programs
D D 150,000 150,000 0 0.0 No
Provides funding for
mitigation programs out of
the North Richmond
Waste and Recovery Fee
and the Solid Waste
Transfer Facility Host
Community Mitigation Fee.
4
North
Richmond
Waste &
Recovery
Mitigation
Fund
D D 550,000 550,000 0 0.0 No
Defrays annual costs
associated with collection
and disposal of illegally
dumped waste and
associated impacts in
North Richmond and
adjacent areas.
Capital Improvements
1
Minor non-
Capital
Improvements
D D 1,500,000 0 1,500,000 0.0 Yes
Minor repairs and
improvements to County
facilities using in-house
staff, consultants, and
contractors.
2
Facilities
Lifecycle
Improvement
Summary
D D 10,750,000 750,000 10,000,000 0.0 Yes
Addresses deferred
facilities maintenance and
capital renewal in
accordance with the Real
Estate Asset Management
program (RAMP).
Mandatory/Discretionary Program Listing – By Department
450 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
3 Plant
Acquisition D D 5,000,000 0 5,000,000 0.0 Yes
Majority of projects
appropriated by mid-year
adjustments. Used to plan,
design and construct various
repair, improvement and
construction projects for
County facilities using in-
house staff, consultants and
contractors.
Central Support
1 Clerk of the
Board M D 1,069,500 99,500 970,000 8.0 Yes
Provides staff support to
the Board of Supervisors
by recording and compiling
the actions of the Board
taken in open session;
maintaining the official
records; preparing the
weekly agenda and
summary; and maintaining
a roster of various Boards
and Commit
2
Economic
Development/
Arts
Commission
D D 429,346 14,248 415,098 0.0 No
Provides funding to the
Arts Commission to
promote the arts
throughout the County.
3 LAFCO M M 195,000 0 195,000 0.0 No
Encourages orderly
formation and
development of local
government agencies and
approves, amends, or
disapproves applications
to create new cities or
special districts, and
modifies boundaries of
existing agencies.
4 Merit Board M D 87,959 30,959 57,000 0.5 Yes
Hears and makes
determinations on appeals
of employees and
oversees merit system to
ensure that merit
principles are upheld.
5 Mgmt Info
System D D 772,000 350,000 422,000 0.0 Yes
Computer support to small
depts, Productivity
Investment Fund,
Geographic Information
System Program.
6 Risk
Management M D 9,794,792 5,466,638 4,328,154 34.0 Yes
Net cost represents GF
premiums paid to
Insurance Trust Funds.
Risk Management
program is responsible for
the administration of
workers' compensation
claims, liability and
medical malpractice
claims, insurance and self-
insurance programs, and
loss prevention services.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 451
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
Child Support Services
1
Child Support
Enforcement
Program
M M 18,817,709 18,817,709 0 171.0 No
Mandated services assisting
parents to meet their mutual
obligation to support their
children. Operations of this
Department are currently
controlled by the regulations
of the State Department of
Child Support Services.
Clerk – Recorder
1 Elections M M 8,878,835 2,066,076 6,812,759 33.0 No
Conducts federal, State,
local and district elections
in an accurate and timely
manner and according to
State and Federal law.
2 Recorder M M 3,652,891 5,465,650 (1,812,759) 38.0 No
Maintains and preserves
all official records relating
to real property,
subdivision maps,
assessment districts, and
records of surveys offered
for recording; records of all
births, deaths and
marriages occurring within
Contra Costa County.
Produce and maintain
indices of all records held
by the County Clerk-
Recorder.
3
Recorder
Micro/Mod/
VRIP/
Redaction/
ERDS
(Dedicated
funds)
M/D M 11,040,581 11,040,581 0 12.0 No
Provides support,
improvement and full
operation of a modernized
recording system including
infrastructure, technology,
equipment and staff to
efficiently process,
organize, and maintain
official documents and
records in the Clerk-
Recorder Division for easy
location and retrieval by
public and other County
users. Maintains and
improves vital records,
redacts Social Security
Numbers from public
documents and sets up
and maintains an
electronic recording
program.
Mandatory/Discretionary Program Listing – By Department
452 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
Conflict Defense
1 Conflict
Defense M D 5,000,000 0 5,000,000 0.0 No
Mandated legal
representation provided to
indigents by appointed
private attorneys on
criminal cases in which the
Public Defender has a
conflict of interest in
representation.
Conservation and Development
1 Administration M D 1,579,984 1,579,984 0 2.0 No
The legislative body shall
by ordinance assign the
functions of the planning
agency to a planning
department, one or more
planning commissions,
administrative bodies or
hearing officers, the
legislative body itself, or
any combination thereof,
as it deems appropriate
and necessary.
2 Current
Planning M D 7,436,481 7,436,481 0 26.0 No
Facilitate the regulation of
the land use and
development to preserve
and enhance community
identity in keeping with the
County General Plan and
other adopted goals and
policies. At least 5 public
hearings on land use
applications must be
supported for 2 Regional
Planning Commissions,
the County Planning
Commission and the
Zoning Administrator.
3 Advance
Planning M D 243,342 243,342 0 1.0 No
Develop and maintain
long-range policy planning
processes through the
County General Plan to
anticipate and respond to
changes in new legal
mandates and local
priorities.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 453
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
4 Water
Planning D D 1,009,413 1,009,413 0 7.0 No
Develop County's water
policy and administration
of the County Water
Agency, which includes
administration of the
Coastal Impact Assistance
Program, the Open Space
Funding Measure and the
East Contra Costa Habitat
Conservation Plan
Association. The Water
Agency is a County
special district whose
operating budget is
included with the County
Special District budgets.
5 Conservation/
Solid Waste M D 1,434,899 1,434,899 0 5.0 No
Administer the Solid
Waste Management and
Waste Recycling programs
and provide technical
services related to sanitary
landfills, and other
environmental issues.
Participation in 2 solid
waste partnerships and
other solid waste,
recycling programs must
be supported.
6 Transportation
Planning M D 1,683,704 1,683,704 0 6.0 No
Develop an effective
transportation network
throughout the county by
planning for roads and
other types of
transportation systems on
countywide corridors and
with local and
neighborhood areas.
Administer programs
related to Growth
Management, Congestion
Management and trip
reduction. Provide staff
support for other County
efforts requiring
transportation planning
resources. Staff support or
participation in over 10
committees including the
Board's Transportation,
Infrastructure and Water
Committee is required.
Mandatory/Discretionary Program Listing – By Department
454 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
7
Federal
Programs,
CDBG,
Successor
Agency
D D 1,258,746 1,258,746 0 8.0 No
Responsible for
administration of
Community Development
Block Grant and various
housing programs that
promote safe and
affordable housing, a
suitable living environment
and expanded economic
opportunities, principally
for persons of very low-
and low-income.
Successor Agency
oversees dissolution of the
former Redevelopment
Agency and staffs
Oversight Board.
8
Business and
Information
Services
D D 4,103,142 4,103,142 0 23.0 No
Manage the department’s
cost recovery efforts to
ensure program revenues
cover operating costs and
other fiscal and budget
services. Provide
purchasing and personnel
services. Provide
Geographic Information
System support and
development, including
mapping services. Manage
countywide demographic
and Census data. Manage
land use application and
permit tracking electronic
data and department
computer services.
Provide administrative
policy and procedure
guidance for the
department. Respond to
data requests for
demographic information
and public records act.
9
Building
Inspection
Services
M M 6,810,713 6,810,713 0 29.0 No
Review plans, issue
building permits, and
inspect the construction of
buildings.
10 Code
Enforcement M D 1,466,573 1,466,573 0 11.0 No
Respond to building and
zoning complaints,
perform on-site
investigations, abate
hazards, and perform
inspections.
11 Weatherization D D 859,437 859,437 0 9.0 No
Free home weatherization
services to low income
residents.
12 Application &
Permit Center M D 3,438,703 3,438,703 0 27.0 No Manage and help process
applications and permits.
13 Clean Water M D 25,000 25,000 0 0.0 No
Inspection services for
development projects
requiring compliance with
Clean Water regulations.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 455
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
14
Residential
Rental
Inspection
D D 11,455 11,455 0 0.0 No
Inspection services for all
rental units in
unincorporated portions of
the County
15
Vehicle
Abatement
Program
D D 76,909 76,909 0 0.0 No
Inspection services to
remove abandoned
vehicles that possess a
hazard or public nuisance.
16
Service
Contracts/Sate
llite Locations
D D 3,564,500 3,564,500 0 4.0 No
Inspection services to
various contract cities and
remote locations within the
unincorporated county.
17
Multi-Year
Special
Projects
M D 0 0 0 0.0 No
Inspection services for
large projects where fees
received are used to cover
multiple service years.
18 Plant
Acquisition D D 0 0 0 0.0 No
Funding for the acquisition
and rehabilitation of a
department financed
central operations office
19 Energy
Upgrade CA D D 130,883 130,883 0 0.0 No
This is the new BayRen
grant State Energy
Program Grant, with the
Association of Bay Area
Governments as the fiscal
agent which provides
residential retrofit
programs to eligible local
governments for cost-
effective energy efficiency
projects.
20 Keller Canyon
Mitigation Fee D D 1,300,000 1,300,000 0 0.0 No
Funding for mitigation
programs within East
County community.
21
Housing
Rehabilitation
&
Sustainability
Program
D D 540,559 340,559 200,000 2.0 No
Financial assistance to low
and moderate-income
families performing
housing rehabilitation.
Develop organizational
capacity in Sustainability
Programs.
22 HOPWA Grant D D 1,709,663 1,709,663 0 0.0 No
Provide housing
opportunities for people
with HIV/AIDS.
23 HUD Block
Grant D M 4,342,168 4,342,168 0 0.0 No
CDBG provides annual
direct grants that can be
used to revitalize
neighborhoods, expand
affordable housing and
economic opportunities,
and/or improve community
facilities and services,
principally to benefit low-
and moderate-income
persons.
24
HUD
Emergency
Shelter
D D 236,892 236,892 0 0.0 No
Emergency Shelter Grant
program provides
homeless persons with
basic shelter and essential
supportive services.
Mandatory/Discretionary Program Listing – By Department
456 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
25 HUD Home
Block Grants D D 3,922,913 3,922,913 0 0.0 No
Grants for the acquisition,
rehabilitation or new
construction of housing for
rent or ownership, tenant-
based rental assistance,
and assistance to
homebuyers. Funds may
also be used for the
development of non-luxury
housing, such as site
acquisition, site
improvements, demolition
and relocation.
26
Abandoned
Vehicle
Abatement
Service
Authority
D D 0 0 0 0.0 No
Receives funds from
State DMV which are
disbursed to cities and
unincorporated county
related to the abatement of
abandoned vehicles in
Contra Costa
27
Used Oil
Recycling
Grant
D M 160,000 160,000 0 0.0 No
Used Oil Block Grant
funds to help establish or
enhance permanent,
sustainable used oil
recycling programs.
28
Fish and
Game
Protection
M D 136,150 136,150 0 0.0 No
Provide programs from
fines levied for violation of
the California Fish and
Game Code. Funds are
restricted to the
propagation and
conservation of fish and
game in the County.
29 Livable
Communities D D 800,000 800,000 0 0.0 No
Collection of Developer
Fees in the Camino
Tassajara Combined
General Plan Area, to aid
in the implementation of
the Smart Growth Action
Plan.
30
HUD
Neighborhood
Stabilization
D D 1,657,447 1,657,447 0 0.0 No
Provide assistance to the
County to acquire and
redevelop foreclosed
properties that might
otherwise become sources
of abandonment and blight
within the community.
31 Private Activity
Bond D M 1,521,051 1,521,051 0 0.0 No
Bond revenue received
from single and multiple
family housing programs
that is used primarily to
fund program staff costs
and finance property
acquisition related to
affordable housing and
economic development
projects.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 457
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
32 Affordable
Housing D M 130,000 130,000 0 0.0 No
Mortgage payments on
loans made from federal
affordable housing
program. Funds are
reimbursed to the
affordable housing program
and used to provide
financial assistance for
additional affordable
housing and economic
development. These
projects include the North
Richmond Senior Housing
Project and commercial
center and land acquisition
in the Pleasant Hill BART
Redevelopment Area.
33
HUD
Neighborhood
Preservation
D M 1,076,000 1,076,000 0 0.0 No
Grants from HUD's
Community Development
Block Grant program,
expended for the purpose
of funding the Housing
Rehabilitation and
Neighborhood
Preservation Program
loans and program
administration.
34
Transportation
Improvement -
Measure J
D D 2,270,000 2,270,000 0 0.0 No
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.
35
PH Bart
Greenspace
Mtce
D D 400,000 400,000 0 0.0 No
Construction/development
of a green-space/respite
on the Iron Horse Corridor
between Coggins to Treat
Blvd, including the south
portion of former Del
Hombre Lane.
Contingency Reserve
1 Contingency
Reserve D D 7,671,955 0 7,671,955 0.0 Yes
Provide funding for
unforeseen emergencies
or unanticipated new
expenditures occurring
during the fiscal year,
which have no other
funding source.
County Administrator
1 Affirmative
Action D D 365,575 100,000 265,575 2.0 No
Coordinates various state,
federal and locally
approved affirmative
action programs.
Mandatory/Discretionary Program Listing – By Department
458 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
2
Board Support
& Gen
Administration
M D 4,398,000 536,715 3,861,285 16.0 Yes
Coordinates and provides
policy support for the
Board of Supervisors;
administers County
budget; administers
special programs; provides
administrative support and
oversight to departments
in carrying out their
missions by providing
policy guidance, inform
3 CCTV & Public
Info D D 1,044,448 1,044,448 0 6.0 No
Administers cable
franchises and community
access (CCTV).
Supported by cable TV
franchise fees.
4 AB109 D D 4,967,000 4,967,000 0 1.0 No
Administers the AB 109
State Realignment
allocation from the State to
provide for the reentry and
reintegration of the
formerly incarcerated,
including administrative
oversight and data
evaluation.
5 Labor
Relations M D 1,520,222 522,082 998,140 7.0 Yes
Administers County's labor
management relations
programs including the
collective bargaining
process, grievance
investigation, training and
counseling.
County Counsel
1 General Law M D 5,802,877 3,152,877 2,650,000 23.0 Yes
Provides legal services
necessary for the
continued operation of the
County departments and
special districts. Provides
legal services to outside
clients and independent
special districts upon
request.
2 Social Service
Probate M M 2,854,167 2,854,167 0 16.0 No
Provides mandatory legal
services for Employment
and Human Services
Department activities
(adoptions, dependent
children, etc.) and Health
Services Department
activities
(conservatorships, etc.)
3 Risk Mgt/Tort
Unit M D 1,746,716 1,746,716 0 10.0 Yes
Defends the County in tort,
employment and civil
rights actions in State and
Federal court and monitors
outside litigation counsel.
Services are reimbursed
by General Liability Trust
Fund.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 459
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
Crockett/Rodeo Revenues
1 Crockett/Rode
o D D 560,000 0 560,000 0.0 No
Appropriations attributable
to the property tax
increment from the co-
generation facility in
Crockett and the UNOCAL
Reformulated Gasoline
Project at the Rodeo
facility for both capital and
program uses.
Debt Service
1 Debt Service D M 0 0 0 0.0 Yes
Allows County to issue
notes, permitting it to
borrow money in order to
meet short term cash flow
deficiencies, pending
receipt of taxes and
revenues.
2
County/State
West Contra
Costa
Healthcare
District
(WCCHCD)
D M 0 0 0 0.0 Yes
To account for the West
Contra Costa Healthcare
District's allocation of
property tax revenue.
3 Retirement/UA
AL Bond Fund D M 36,917,526 36,917,526 0 0.0 Yes
To accumulate and payout
the principal and interest
costs for the Pension
Obligation bond for
employee retirement
liabilities, covering the
general County group of
funds including the
General, Library and Land
Development Funds. The
bond obligation rate is
adjusted each year to take
into account the prior
year’s variances in
operational costs and
recovery.
4
Notes and
Warrants
Interest
D M 0 0 0 0.0 Yes
To budget for the interest
and administrative costs
associated with Teeter
Plan borrowing program
and other funding sources.
5
Retirement
Litigation
Settlement
Debt Service
D M 2,759,911 2,759,911 0 0.0 Yes
To provide funding for the
Retirement Litigation debt
services repayment
schedule, which resulted
from a court case requiring
the County to pay $28.1
million over a period of
approximately 20 years
(ending February 2024).
Mandatory/Discretionary Program Listing – By Department
460 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
Department of Information Technology
1 Administration D D 2,095,759 2,095,762 (3) 10.0 Yes
Provides accounting and
administrative services to
Dept. Provides a
Customer Service Center
and an Electronic
Government Liaison to
coordinate Countywide
Internet Efforts.
2 Information
Security D D 872,255 872,255 0 1.0 Yes
Maintains the Countywide
Information Security
Program including
Information Security
Awareness, Risk
Assessment and Business
Resumption programs.
3 Network
Services D D 1,744,279 1,786,605 (42,326) 6.2 Yes
Provides business and
technical assistance,
including overall IT
infrastructure design,
implementation, project
mgmt, system integration,
storage services, e-mail &
internet access.
4 Operations D D 4,477,435 4,482,139 (4,704) 9.6 Yes
Responsible for County's
Central Data Center that
houses the IBM
mainframe, AS/400's,
RS/6000's, Sun and IBM
UNIX servers and
customer owned servers.
Performs database
administration duties in
support of Oracle,
Informix, and IDMS data
management systems.
Manages County's off-site
disaster recovery
resources.
5 GIS Support D D 458,484 408,484 50,000 2.1 Yes
Supports Countywide
Geographic Information
System program.
6 Systems and
Programming D D 5,077,887 5,077,887 0 21.6 Yes
Provides information
application services to
Depts via consultation;
proposes solutions to meet
business goals and
incorporating technology
solutions by designing,
implementing and
maintaining departmental
systems.
7 Telecommunic
ations D D 8,957,344 8,862,344 95,000 20.0 Yes
Responsible for planning,
operating, maintaining,
and managing the
County's communication
systems including radio,
telephone, voice mail and
microwave.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 461
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
8
Wide-Area-
Network
Services
D D 3,578,193 3,581,160 (2,967) 5.8 Yes
Insures on-going support
and maintenance of the
County's Wide-Area-
Network (WAN)
Infrastructure.
District Attorney
1 Mainline
Prosecution M D 22,194,587 13,471,847 8,722,740 124.0 No
Attends the courts and
conducts on behalf of the
people all prosecutions for
public offenses occurring
in Contra Costa County,
including homicide, gang
crimes, sexual assault,
juvenile, general felony,
and misdemeanor crimes
2 Special
Prosecution M D 3,847,139 2,423,727 1,423,412 18.0 No
Attends the courts and
conducts on behalf of the
people all special
prosecutions, including
auto, real estate, and
worker's compensation
fraud; environmental
crimes, high-tech crimes,
and family violence crimes
3 Investigation M D 4,052,866 555,000 3,497,866 19.0 No
Investigates all types of
crime under the District
Attorney's jurisdiction,
locates and interviews
suspects and witnesses,
assists in grand jury
investigations, writes
search warrant affidavits,
serves search warrants,
conducts searches for
fugitives, conducts
surveillance, makes
arrests and appears and
testifies as witnesses in
criminal and civil cases.
4 Victim/Witness
Advocacy M D 754,210 809,447 (55,237) 9.5 No
Victim liaison providing
assistance in obtaining
protective orders and
restitution, advice to the
Bench on bail levels, and
victim advocacy
5 Public
Administrator M D 293,406 200,000 93,406 2.0 No
As ordered by the court
where the decedent had
no known will or heirs, or
had not appointed an
executor, investigates
cases to locate a will, heirs
or relatives; if none,
continues to locate and
protect assets, arranges
for burial, and administers
estate
Mandatory/Discretionary Program Listing – By Department
462 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
6
Public
Assistance
Fraud
M D 267,802 414,000 (146,198) 1.0 No
Works with personnel from
various social service
agencies to detect,
investigate and
successfully prosecute
individuals who attempt to
defraud various public
assistance programs.
7 Administration M D 3,054,186 108,000 2,946,186 10.0 No
Operations, fiscal,
personnel, procurement,
and facilities management,
and resource development
8 AB 109 M D 1,560,751 1,642,926 (82,175) 9.0 No
Public Safety Realignment
Act which transfers
responsibility for
supervising specific low-
level inmates and parolees
from CDCR to counties,
including parole revocation
proceedings.
Employee/Retiree Benefits
1 Employee
Benefits M D 4,554,929 93,000 4,461,929 0.0 Yes Funds PeopleSoft Project
(Payroll).
2 Retiree Health
Benefits M D 1,353,467 300,000 1,053,467 0.0 Yes
Retiree health costs for
Court employees not paid
for by the State as well as
for former employees
retired from defunct
departments.
Employment and Human Services
Aging and Adult Services Bureau
1
General
Assistance
Eligibility
M M 4,445,890 0 4,445,890 25.9 No
Provides eligibility
determination for General
Assistance (GA). GA is
cash assistance for
indigent adults not
currently eligible for state
or federally funded
assistance programs.
Included are other
services required to
maintain eligibility (or full
cash assistance) such as
mental health, substance
abuse treatment and
shelter beds. On-going
case management is also
included.
2 GA Assistance
Payments M D 3,176,692 0 3,176,692 0.0 No
Provides cash assistance
to adults not eligible for
state or federal assistance.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 463
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
3 SSI Advocacy D D 749,728 749,728 0 6.5 No
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 (SSI)
benefits and, as needed,
to appeal denial of
benefits.
4 Adult Social
Services M D 4,648,801 4,630,942 17,859 33.4 No
Provides social worker
response to investigate
reports that older or
dependent adults are
exploited, neglected or
physically abused.
Includes allocated clerical
and administrative staff.
5
Agency on
Aging Title
III/VII Grants
M D 4,041,154 3,878,718 162,436 7.0 No
Provides supportive social
services, congregate
meals, home delivered
meals, in-home services
and elder abuse
prevention to over 19,500
seniors annually.
6 Agency on
Aging HICAP D M 338,857 338,857 0 2.0 No
Health Insurance
Counseling and Advocacy
Program provides health
insurance counseling and
community education
services to over 8,200
individuals.
7 Indigent
Interment M M 123,776 16,420 107,356 0.0 No
Provides cremation and
burial, in cemetery lots or
niches, of indigent
decedents.
8
In-Home
Supportive
Services
Provider Costs
M M 27,443,992 25,088,201 2,355,791 0.0 No
Provides funds for wages,
health and retirement
benefits for individuals
who provide in-home
supportive services to
eligible individuals who are
unable to care for
themselves.
9
In-Home
Supportive
Services
Administration
M D 10,059,479 8,726,212 1,333,267 69.7 No
Funds for administration to
determine eligibility for
recipients who are unable
to care for themselves at
home.
10 Public
Authority M D 2,447,017 2,447,017 0 0.0 No
Provides registry and
referral services, screens
registry applicants, assists
IHSS recipients with hiring
IHSS provider. The
program also trains
providers and recipients
and serves as employer of
record for providers. NCC
for this special fund is
provided through In Home
Supportive Serivces.
Mandatory/Discretionary Program Listing – By Department
464 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
11
Senior
Community
Service
Employment
Program
D M 543,406 543,406 0 0.0 No
Provides Seniors with low
employment prospects
subsidized employment
with Community Service
Agencies, non-profits or
Government Agencies.
Enrollment prority for
those Most in Need:
Veterans, 65 or older, the
disabled, seniors with
limited English proficiency
or low literacy skills and
those at risk of
homelessness.
Children and Family Services Bureau
12 Adoptions D M 2,686,134 2,681,538 4,596 18.5 No
Provides adoption services
to children who are free for
adoption under the Civil
Code and Welfare &
Institutions Code. It also
provides services, on a fee
basis, for stepparent
adoptions.
13
Foster
Care/Adoption
Assistance
Eligibility
M M 3,790,893 3,730,893 60,000 24.6 No
Provides eligibility
determination for cash
assistance for care of
children placed in out of
home care.
14 Child Abuse
Prevention D M 319,185 287,267 31,918 0.0 No
Provides child abuse
prevention services
authorized by AB 1733;
supports the Zero
Tolerance for Domestic
Violence implementation
plan.
15 Child Welfare
Services M M 43,319,280 43,238,835 80,445 239.5 No
Provides 24-hour
response to allegations of
child abuse; services to
maintain children in their
own homes; services to
remedy conditions which
caused the Juvenile Court
to order a child removed
from home due to abuse
or neglect; and planning
services to assist children
in establishing
permanency through
adoption, legal
guardianship, or a
permanent living
arragement.
16
Family
Preservation
Program
D M 1,457,611 1,396,939 60,672 0.0 No
Provides intensive social
work services to children
and families when the
child is at risk of out-of-
home placement.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 465
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
17 Foster Home
Licensing D M 1,185,114 1,133,301 51,813 4.9 No
Processes applications for
county foster home
licenses and provides
support services to
licensed foster care
parents.
18
Aid to
Adoptions
Program
M M 17,011,811 16,692,479 319,332 0.0 No
Provides payments to
families in the adoption
process or who have
adopted children .
19 Foster Care
Payments M M 30,346,918 30,196,071 150,847 0.0 No
Federal, state and county
funded program that
provides payment for care
of foster children in the
custody of the county.
20 Independent
Living Skills M D 836,417 836,417 0 6.0 No
Provides individual and
group support services,
including practical skill
building for current and
former foster youth that
are eligible for federal
foster care funds when
transitioning out of the
foster care system.
21
Ann Adler
Children &
Family Trust
D D 80,000 80,000 0 0.0 No
Provides support
programs for care of
abused, neglected and at
risk children.
22
County
Children's
Trust Fund
D D 185,000 185,000 0 0.0 No
Provides child abuse
prevention services.
Workforce Services Bureau
23
CalWORKs
Eligibility
Services
M M 21,195,247 21,195,247 0 216.7 No
Provides eligibility
determination for
CalWORKs cash aid,
supportive services, and
includes ongoing case
management. Eligibility is
limited to a maximum of 48
months.
24
CalWORKs
Employment
Services
M D 27,647,969 27,647,969 0 155.0 No
Provides case
management of
CalWORKs recipients who
have a Welfare-to-Work
(WtW) requirement and
includes supportive
services including special
employment and training
services/programs.
Eligibility is limited to 48
months with the last 24
months being contingent
on specific work-related
activity engagement.
Mandatory/Discretionary Program Listing – By Department
466 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
25 CalWORKs
Cal-Learn M D 1,003,007 1,003,007 0 4.0 No
Provides eligibility
determination and related
service costs of providing
intensive case
management, supportive
services and fiscal
incentives/disincentives to
eligible teen recipients
who are pregnant or
parenting and participating
in the Cal-Learn Program.
26
CalWORKs
Child Care
Program -
Stage One
M M 6,175,184 6,175,184 0 18.0 No
Eligibility and ongoing
case management under
Stage One subsidized
child care.
27
Mental
Health/Substa
nce Abuse
M D 1,839,952 1,839,952 0 0.0 No
Provides CalWORKs case
management and
treatment services for
mental health and
substance abuse.
28 CalWORKs SB
1569 M M 51,051 41,845 9,206 0.2 No
Provides case
management of
CalWORKs recipients who
are victims of trafficking or
crime.
29
CalWORKs
Family
Stabilization
Program
M M 587,310 587,310 0 3.8 No
Provides comprehensive
evaluations and
wraparound services to
Welfare-to-Work families
who are experiencing
identified situations and/or
crises.
30
CalWORKs
Expanded
Subsidized
Employment
M D 3,937,393 3,937,393 0 12.1 No
Provides funds for wage,
non-wage and operational
costs for six-month job
placements for Welfare-to-
Work clients.
31
CalWORKs
Housing
Support
Program
D D 1,085,850 1,085,850 0 0.0 No
Provides funds for support
services and
administrative activities for
homeless CalWORKs
families.
32
CalWORKs
Cash
Assistance
(TANF)
Temporary
Assistance to
Needy
Families
M M 59,433,932 58,054,581 1,379,351 0.0 No
Provides cash assistance
to eligible families based
on income levels. Eligibility
limited to a maximum of 24
months.
33 Medi-Cal
Eligibility M M 54,825,004 53,760,079 1,064,925 353.3 No
Provides eligibility
determination for Medi-Cal
programs including
determinations for the new
MAGI Medi-Cal Program
implemented as an
expansion of the Medi-Cal
Program mandated by
Health Care Reform.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 467
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
34 CalFresh
Eligibility M M 40,266,706 36,894,976 3,371,730 227.4 No
Provides eligibility
determination and ongoing
case management for
CalFresh benefits for
eligible low-income
individuals and families.
35
Work Incentive
Nutritional
Supplement
Eligibility
M M 94,157 94,157 0 0.7 No
Provides eligibility
determination for eligible
CalFresh and California
Food Assistance Program
households.
36
Work Incentive
Nutritional
Supplement
Program
M M 323,190 323,190 0 0.0 No
Provides a $10 per month
additional food supplement
for eligible CalFresh and
California Food Assistance
Program households.
37
Standard Utility
Assistance
Subsidy
Program
M M 362,179 362,179 0 0.0 No
Provides an annual $20.01
utility assistance benefit to
eligible CalFresh
households.
38
Refugee
Programs
Administration
M M 90,824 90,824 0 0.1 No
Provides eligibility
determination and grant
maintenance activities for
the Refugee Cash
Assistance (RCA) and
Cash Assistance Program
for Immigrants (CAPI)
programs.
39
Refugee
Assistance
Payments
M M 198,235 198,235 0 0.0 No
Provides funds for cash
assistance payments for
immigrants.
40
Covered
California Call
Center (Under
Contract)
M M 13,766,962 13,766,962 0 201.0 No
The only county-operated
statewide Call Center
which provides healthcare
enrollment services under
the Affordable Care Act to
California residents.
Workforce Development Board
41
WIA
Employment &
Training/Adult/
Dislocated
Worker
Programs
M D 9,230,552 9,230,552 0 14.0 No
Provides employment
services (such as job
search and placement
assistance, and initial
assessment of skills),
career counseling, access
to job training, adult
education and literacy, and
employment services to
individuals seeking to find
new or better employment
opportunities.
42 WIA Small
Business Dev D M 500,000 500,000 0 1.0 No
Provides training,
counseling, and technical
assistance to small
businesses and startups to
support economic
development and stimulate
job growth in Contra Costa
County and the region.
Mandatory/Discretionary Program Listing – By Department
468 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
Service Integration Program
43 SIT D D 135,000 135,000 0 0.0 No
Provides integrated
delivery of human services
provided by various county
departments.
Community Services Bureau
44 Child
Development D M 23,310,612 23,310,612 0 99.0 No
State-funded general
childcare program serving
1,315 children in 12
centers with 43
classrooms and six partner
agencies throughout the
County. Include childcare
services to families who
receive Child Protective
Services, children at risk of
abuse and neglect,
children with special
needs, low-income
families, and current and
former CalWORKs
participants.
45 Child Nutrition D M 1,090,823 1,090,823 0 12.0 No
Nutritional counseling for
families and meal services
for low-income and
disabled children serving
approximately 1,261
children and families and
delivers approximately
451,163 meals..
46 Child Start D M 7,749,772 7,749,772 0 69.0 No
Combines Head Start,
Early Head Start, and
Child Development funds
to provide full-day, full-
year childcare for 715
children of low-income
working parents.
47 Community
Action D M 3,218,421 3,075,240 143,181 26.0 No
Community Action
programs help low-income
families achieve self-
sufficiency and support
activities that can achieve
measurable outcomes in
improving educational
capability, literacy skills,
housing attainment,
income enhancement, and
disaster preparedness.
48 Early Head
Start D M 5,106,942 5,106,942 0 5.0 No
Federally-funded childcare
program for infants and
toddlers ages 0-3, serving
311 income eligible and
disabled infants and
toddlers and their families.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 469
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
49 Head Start D M 20,675,931 20,675,931 0 92.5 No
Federally-funded childcare
services that provide part-
day and full-day
educational and
comprehensive services
for children ages 3-5,
serving 1,571 income
eligible and disabled
children and families.
50 Housing &
Energy D M 2,276,525 2,260,918 15,607 6.0 No
Federally-funded program
that provides utility bill
payment assistance,
energy education, and
weatherization services to
approximately 4,269 low-
income residents of the
County.
51 Childcare
Enterprise D M 74,089 74,089 0 0.0 No
Childcare enterprise
provides childcare at
below market rates to
families who do not qualify
for subsidized Head Start
or Child Development
programs due to higher
family income.
Zero Tolerance - Domestic Violence
52 General Fund D D 3,359,809 2,031,562 1,328,247 0.0 No
Coordinated Services
designed to reduce
domestic and family
violence and elder abuse.
53 Special
Revenue Fund M D 357,382 357,382 0 2.0 No
Provides oversight and
coordination of domestic
violence programs.
Supported by recording
fees authorized by State
law (SB 968)
54 Victim
Assistance M M 139,000 139,000 0 0.0 No
Provides funding for
emergency shelter,
counseling, health and
social welfare services to
victims of domestice
violence. Supported by
marriage license fees as
authorized in SB 91, the
Domestic Vilence Center
Act and codified under
Welfare & Institutions
Code 18290-18307.
Administration
55 Administration D D 5,008,689 4,679,850 328,839 193.0 Yes
Provides administrative
support to all areas of the
Department
General Purpose Revenue
1
General
County
Revenues
M D 0 384,880,000 (384,880,000) 0.0 No
Receives revenues which
are not attributable to a
specific County services
and which are available for
County General Fund
expenditures.
Mandatory/Discretionary Program Listing – By Department
470 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
Health Services
Hospital & Ambulatory Care Centers
1 Administrative
Services D D 12,212,460 0 12212460 120.0 Yes
Provides centralized
Department-wide
administrative support to
all Health Services
divisions, e.g. IT, Payroll,
Personnel.
2 Ambulatory
Care Centers M M 119,558,880 115,609,733 3,949,147 623.5 No
Provides for operation of
the 12 medical ambulatory
care centers located
throughout the County.
3
Charges from
Other County
Depts
M D 20,844,369 20844369 0 0.0 Yes
Provides centralized
charges to Health Services
Department from other
County departments, e.g.
GSD.
4
Emergency
Medical
Services
M M 1,439,414 1,439,414 0 4.0 Yes
Provides overall
coordination of the
emergency ambulance
services throughout the
County, and coordination
of medical disaster
response efforts.
5 Hospital
Capital Project D D 14,048,118 14,048,118 0 0.0 No
Debt services principal
payments, and acquisition
of new and replacement
capital equipment.
6
Hospital &
Emergency
Care
M M 262,233,518 255,057,978 7,175,540 1,182.8 No
Provides for operation of
the 167 beds at Contra
Costa Regional Medical
Center and the medical
and psychiatric emergency
rooms.
7 Physician
Services M M 100,976,178 97,640,837 3,335,341 253.3 No
Provides for operation of
medical staff at the
Medical Center and at the
12 ambulatory care clinics
and the Family Practice
Residency Program.
Contra Costa Health Plan - EF2
8 Medi-Cal
Members M M 382,565,862 382,565,862 0 156.0 No
Serves County residents
enrolled in Contra Costa
Health Plan that qualify for
Medi-Cal and are not
seniors or persons with a
disability.
9
Medi-Cal
Seniors and
Persons with
Disabilities
Members
D M 150,926,258 150,926,258 0 0.0 No
Serves County residents
enrolled in Contra Costa
Health Plan who are
seniors or persons with a
disability that qualify for
Medi-Cal.
10
Charges from
Other County
Depts
D D 2,997,115 2,997,115 0 0.0 No
Provides centralized
charges to Health Services
Department from other
County departments.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 471
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
Contra Costa Community Health Plan - EF3
11
Commercial
Groups,
including Basic
Health Care
D M 61,759,186 61,759,186 0 0.0 No
Serves county residents
enrolled in CCHP whose
premiums are paid by
themselves or their
employers. Includes those
who qualify for Medicare
coverage. BHC: serves
medically indigent County
residents where house-
hold income is 300% of
the Federal Poverty Level
or less, whose medical
care is managed by
CCHP. Includes Health
Care for Indigent eligibles.
12
In-Home
Supportive
Services
D M 10,284,048 6,547,760 3,736,288 0.0 No
Serves county residents
enrolled in CCHP whose
premiums are paid by
either themselves or their
employers. Also includes
those who qualify for
Medicare coverage. BHC:
Serves medically indigent
County residents where
household income is 300%
of the Federal Poverty
Level or less, whose
medical care is managed
by CCHP. Includes Health
Care for Indigent eligibles.
Behavioral Health Division - Alcohol and Other Drug
13
Narcotic
Treatment
Program
D D 3,552,816 3,552,816 0 0.0 No
Provides outpatient
methadone maintenance
for opiate dependent
adults, especially those
persons at risk of HIV
infection through IV drug
use.
14
Non-
Residential
Program
D D 856,238 856,238 0 0.0 No
Provides outpatient
substance abuse recovery
services for adults,
youth/adolescents and
family members who have
alcohol and other drug
problems, persons at risk
or addicted to alcohol and
other drugs.
15 Prevention
Services D D 1,553,587 1,553,587 0 5.0 No
Provides alcohol and other
drugs education, drug-free
activities, community-
based initiatives, problem
identification and referral
for youth and adults.
16
Residential
Services
Program
D D 3,968,417 3,818,287 150,130 17.0 No
Provides recovery services
for men, women, women
and their children, and
adolescents, and
detoxification for adults.
17 Special
Programs D D 3,232,553 3,232,553 0 0.0 No
Time-limited federal and
State special initiatives and
demonstration projects.
Mandatory/Discretionary Program Listing – By Department
472 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
18
Support
Services and
Countywide
Prevention
D D 1,267,950 1,087,950 180,000 9.0 No
Management of all
substance abuse services,
including personnel,
budgets, program planning
and evaluation, contracted
services, Countywide
prevention activities and
monitoring service
delivery.
Behavioral Health Division - Homeless Program
19 Administration D D 676,119 170,999 505,120 5.5 Yes
Administration includes
staffing (except for Shelter
Plus Care), occupancy
costs, costs incurred for
the Continuum of Care
Board, and costs
associated with grant
writing and consultation.
20
Outreach and
Engagement
Services
D D 46,958 46,958 0 0.0 No
These services are aimed
at identifying homeless
individuals and families in
need of services and
assisting them in
accessing the services
necessary to end their
homelessness. Outreach
and engagement services
include an interim housing
intake line, outreach
teams, and multi-service
centers.
21
Interim
Housing and
Support
Services
D D 1,708,782 748,621 960,161 1.0 No
Interim Housing and
Support Services offer
short-term shelter and
support services that allow
for stabilization, referral
and preparation for
permanent housing and/or
mental health and
treatment services.
22
Supportive
Housing
Program
D D 1,190,709 1,190,709 0 0.0 No
The Supportive Housing
Program provides a variety
of permanent housing
options for homeless
adults, families, and
transition age youth with
disabilities. All housing
options come with
supportive services aimed
at assisting the resident in
maintaining their housing.
23
Contra Costa
Youth
Continuum of
Services for
Runaway and
Homeless
Youths
D D 582,151 426,266 155,885 1.0 No
Contra Costa's Youth
Continuum of Services
provides outreach, shelter,
transitional, and
permanent housing and
services to youth ages 14-
21.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 473
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
24
Homeless
Management
Information
System
D D 233,658 194,783 38,875 1.0 No
The Homeless
Management Information
System (HMIS) is a shared
homeless service and
housing database system
administered by the
County Homeless
Program and includes
community based
homeless service
providers. HMIS enables
the collection and sharing
of uniform client data
information; analysis of
program effectiveness;
longitudinal data collection
for analysis of client and
program outcomes, in
reference to the goals &
objectives of the 10 Year
Plan to End
Homelessness. Also
includes participation in a
Bay Area Wide data
collection system for
analysis of client outcome
data and service utilization
patterns of homeless
persons.
Behavioral Health Division - Mental Health
25 Adult Services M D 45,641,868 41,212,165 4,429,703 121.9 No
Provides comprehensive
mental health services to
seriously and persistently
mentally disabled adults
including hospitalization,
residential care, intensive
day treatment, outpatient,
outreach and case
management.
26
Child &
Adolescent
Services
M D 46,841,581 46,508,150 333,431 82.4 No
Provides comprehensive
mental health services to
seriously emotionally
disabled children and
youth 0-17 and their
families, including
hospitalization, intensive
day treatment, outpatient,
outreach, case
management and
wraparound services.
27
Local Hosp
Inpatient
Psychiatric
M M 10,080,577 7,711,009 2,369,568 0.0 No
Provides acute inpatient
psychiatric care at Contra
Costa Regional Medical
Center, involuntary
evaluation and short-term
treatment for seriously and
persistently mentally ill
clients who may be a
danger to themselves or
others.
Mandatory/Discretionary Program Listing – By Department
474 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
28 Medi-Cal
Managed Care M M 8,509,854 8,509,854 0 11.0 No
Provides community-
based acute psychiatric
inpatient hospital services
and outpatient specialty
mental health services for
Medi-Cal eligible adults
and children.
29 Crisis
Stabilization M M 11,432,014 7,177,981 4,254,033 0.0 No
Provides crisis intervention
and stabilization,
psychiatric diagnostic
assessment, medication,
emergency treatment,
screening for
hospitalization and intake,
disposition planning and
placement/referral
services.
30 Mental Health
Services Act M D 43,114,746 43,114,746 0 142.9 No
Expands Mental Health
care programs for children,
transition age youth, adults
and older adults.
(Proposition 63)
31 Support
Services D D 11,526,372 11,526,372 0 54.5 No
Provides personnel
administration, contract
negotiation, program
planning and
development, monitoring
service delivery and
quality assurance, and
interagency coordination.
Public Health
32
Communicable
Disease
Control
M/D D 8,555,899 5,472,880 3,083,019 44.6 No
Identification, investigation
and treatment of persons
who have communicable
disease or who have been
exposed or are at risk for a
communicable disease.
33
Community
Wellness &
Prevention
D D 2,743,288 2,083,354 659,934 15.9 No
Provides for prevention of
chronic disease and
injuries.
34
Family,
Maternal &
Child Health
M/D D 9,067,075 6,894,121 2,172,954 71.4 No
Promotes health and
welfare of families and
children.
35 Fixed Assets D D 345,000 0 345,000 0.0 No
Provides for acquisition of
capital equipment and for
needed capital
improvement projects.
36
PH
Administration
& Management
D D 6,900,619 5,036,350 1,864,269 34.1 Yes
Provides program
oversight.
37
Public Health
Clinical
Services
D D 13,757,437 8,232,387 5,525,050 83.4 No
Provides full scope
pediatric clinics, women's
health and family planning,
sexually transmitted
disease clinics,
occupational health clinics,
immunization clinics,
public health nursing visits
to new babies and
mothers, and health care
for the homeless.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 475
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
38 AIDS/HIV and
STD Program M/D D 4,002,572 3,268,573 733,999 30.4 No
Provides access to care,
monitoring and
surveillance, community
education and prevention
services
39
Senior
Nutrition
Program
D D 1,721,324 1,705,622 15,702 3.5 No
Provides 450,000 meals
per year including 250,000
meals delivered to the
residences of frail
homebound elders and
AIDS patients Countywide
via 60+ volunteer driven
delivery routes, and
200,000 meals served in
21 community and senior
centers.
Environmental Health
40 Environmental
Health M M 10,840,486 10,927,564 (87,078) 60.0 No
Provides retail food
programs, consumer
protection programs, solid
waste program, medical
waste program and land
use programs.
41 Fixed Assets D D 44,068 44,068 0 0.0 No
Provides for acquisition of
capital equipment and for
needed capital
improvement projects.
42
Hazardous
Materials
Program
M M 9,103,587 9,176,919 (73,332) 37 No
Provides emergency
response, hazardous
waste, hazardous material,
underground tank and
accidental release
programs.
Detention Facility Program
43
Detention
Facility Med
Services
M D 20,780,117 1,059,324 19,720,793 65.7 No
Provides primary care
medical services for
inmates in County
detention facilities.
44
Detention
Facility MH
Services
M D 1,939,412 56,492 1,882,920 14.6 No
Provides assistance to
Sheriff's Department in
identification and
management of mentally ill
in the main County
detention facility.
45
Juvenile Hall
Medical
Services
M D 1,762,412 1,453,848 308,564 10.4 No
Provides primary care
medical services to
inmates at Juvenile Hall.
Expenditures are
transferred to the
Probation Department.
46
Juvenile
Justice
Facilities
D D 699,687 699,687 0 0.0 No
Crisis intervention,
medication evaluation and
consultation.
California Children's Services Program
47
California
Children's
Services
M M 9,803,541 7,101,116 2,702,425 57.0 No
Provides habilitation or
rehabilitation of children
with specific handicapping
conditions, in need of
specialist care, and whose
families are unable to pay
for the required care.
Mandatory/Discretionary Program Listing – By Department
476 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
Conservatorship/Guardianship Program
48
Conservatorshi
p/
Guardianship
M M 3,163,958 403,859 2,760,099 19 No
Controls the financial
affairs and daily support
coordination of clients who
are mentally ill, frail elderly
or otherwise deemed to be
incapable of caring for
themselves in these areas.
Emergency Medical Services SB-12
49 Administration D D 161,934 161,934 0 0.0 No
Reimbursement for County
incurred costs related to
Emergency Medical
Services program
collections and
disbursements.
50
Emergency
Medical
Services
D M 247,687 247,687 0 0.0 No
Reimbursement for County
operated Emergency
Medical Services program.
51 Hospitals D M 364,241 364,241 0 0.0 No
Payments to hospitals for
emergency room care
provided to indigents.
52 Physicians D M 845,042 845,042 0 0.0 No
Payments to physicians for
emergency services to
indigents.
53
Pediatric
Trauma
Centers
D M 73,499 73,499 0 0.0 No
Reimbursement to
physicians and hospitals
for uncompensated
services provided at
pediatric trauma centers.
Ambulance Services Areas (Measure H)
54 Zone A D M 227,645 227,645 0 0.0 No
Funds EMS first responder
medical and
communication equipment,
supplies, and training of
medical dispatchers.
55 Zone B D M 5,284,356 5,284,356 0 8.0 No
Provides funds for pre-
hospital care coordinators,
EMS data analyst, EMS
first responder equipment,
communications
equipment, hazardous
materials charges and
ambulance services.
Major Risk Medical Insurance Program
56
Major Risk
Medical
Insurance
D M 800,000 800,000 0 0.0 No
Provides services to
County residents who
qualify for the Access for
Infants and Mothers
program and the Major
Risk Medical Insurance
Program (MRMIB). CCHP
is a contracted health plan
carrier for these programs,
which are administered by
the State.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 477
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
Human Resources
1
Employee
Benefits
Administration
M D 5,306,156 5,306,156 0 13.0 Yes
Formulates & implements
policies for administration
of benefit programs and
services that assist the
County in maintaining a
competitive compensation
package and that
contribute to the well-being
of employees and retirees.
2 Employee
Child Care D M 46,586 46,586 0 0.0 No
Board mandate & must
follow IRS regs. Provides
for the funding and
development of child care
programs for employees.
Funded by benefit admin
fee and forfeited
Dependent Care
Assistance Program
monies.
3 Administration M D 1,469,707 1,719,608 (249,901) 5.0 Yes
Develops, administers and
maintains merit and
exempt employment
systems.
4 Personnel
Services M M 3,214,901 165,000 3,049,901 28.0 Yes
Develops and administers
programs and policies to
help ensure that the
County recruits and
selects a highly skilled and
diversified workforce that
is properly classified and
compensated. Maintains
all personnel history files
and records.
Justice System Development/Planning
1 Law & Justice
System Dev D D 2,785,944 387,579 2,398,365 3.0 Yes
Develops and installs
automated info systems
for justice departments.
2 Automated ID
& Warrant D M 2,804,252 2,804,252 0 0.0 No
Special fund to finance a
Countywide warrant
system and to replace and
enhance the automated
fingerprint identification
equipment.
3 Vehicle Theft
Program D M 930,000 930,000 0 0.0 No
Provides local funding
programs relating to
vehicle theft crimes.
4 DNA
Identification D M 285,000 285,000 0 0.0 No
Provides for the collection
of DNA specimens,
samples and print
impressions.
Mandatory/Discretionary Program Listing – By Department
478 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
5
Local
Community
Corrections
M D 25,237,218 25,237,218 0 0.0 No
Special fund created for
Communities Corrections
Grant under AB109 as a
pass-through for the cities'
share of SLESF funding.
6 SLESF -
AB109 M M 6,316,840 6,316,840 0 0.0 No
Within the County's Local
Revenue Fund pursuant to
AB 109 and AB 118, this
account provides the State
Supplemental Law
Enforcement funding for
the Sheriff and Contra
Costa cities.
Library
1 Administration D D 4,999,255 4,999,255 0 19.3 No
Provides administrative,
shipping, and volunteer
services management
while organizing and
directing the operation of
the County Library.
2 Countywide
Services D D 1,784,273 1,784,273 0 11.3 No
Directly provides library
service to patrons
countywide and supports
community library services
and operations, including
telephone reference
service, periodicals, and
program support in adult,
young adult, and youth
services.
3 Lib-Community
Services D D 16,461,310 16,461,310 0 120.8 No
Includes the provision of
community library services
through 26 County Library
facilities. These services
include materials
collections, public
services, and programs
that are tailored for each
community.
4 Support
Services D D 4,634,126 4,634,126 0 27.2 No
Support Services includes
automation, Virtual Library,
circulation, technical
services, and collection
management.
5 Casey Library
Gift D D 100 100 0 0.0 No
Established from proceeds
from the estate of Nellie
Casey. Funds are
restricted for use in the
Ygnacio Valley Library.
Probation
Care of Court Wards
1 Out-of-Home
Placement M M 8,910,000 4,781,488 4,128,512 0.0 No
Court-ordered board and
care costs for minors
placed outside of County
facilities by the Juvenile
Court.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 479
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
2
California
Dept. of Juv.
Justice Fees
M M 200,000 0 200,000 0.0 No
Fees paid to the California
Division of Juvenile Justice
for incarceration costs of
juveniles.
3
Medical
Services in
Juvenile
Facilities
M M 2,153,535 335,000 1,818,535 0.0 No
Fees paid to Health
Services for medical care
of juvenile residents in
County facilities.
Juvenile Facilities
4 Juvenile Hall M M 20,177,305 263,500 19,913,805 118.5 No
Maximum security facility
designed for the mandated
detention of minors before
and after Court hearings.
Approximately 1,600
juveniles are booked
annually. (W&I 850)
5
Orin Allen
Youth
Rehabilitation
D M 7,206,115 7,366,385 (160,270) 41.0 No
Correctional facility
providing 100 beds for
seriously delinquent boys
committed by the courts.
Approximately 225
juveniles are committed
annually for an average
stay of six months. (W&I
880)
6 Home
Supervision M M 287,996 382,000 (94,004) 1.0 No
Provides electronic
monitoring / GPS support
to juvenile probation
deputies and intensive
supervision to minors
released to the community
prior to sentencing.
7
Youthful
Offender
Treatment
Program
D M 282,319 3,208,367 (2,926,048) 1.0 No
Specific commitment
treatment program for
male youthful offenders
utilizing
cognitive/evidence-based
practices. The program
encompasses a
specialized living unit for
participants who are in
custody.
Probation Programs
8
Adult
Investigations
& Supervision
M D 9,725,371 7,552,861 2,172,510 64.0 No
Over 3,500 felony
investigative reports are
prepared annually for the
Coordinated Trial Courts.
These include pre-plea
reports for plea and bail
considerations and
assessment and
recommendation reports
for sentencing. (PC 1191).
Includes AB109, SB678
and Smart Probation
funded positions.
9 Drug
Enforcement D M 170,321 0 170,321 1.0 No
Intensive monitoring of
drug usage and
supervision of 75
offenders annually.
Mandatory/Discretionary Program Listing – By Department
480 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
10 Vehicle Theft
(Adult) D M 192,187 180,967 11,220 1.0 No
Cooperative program
among the California
Highway Patrol, Sheriff,
District Attorney and
Probation depts. Provides
close supervision to a
caseload of auto thieves
placed on felony
probation. This program is
partially funded by the
State via vehicle license
fees.
11 Domestic
Violence D M 496,977 2,000 494,977 6.0 No
Intensive supervision of
felony/misdemeanor cases
that may involve court-
ordered participation in a
52 week batterer's
program. All batterer's
programs are mandated to
be certified by the
Probation Department.
(PC 1203.097)
12
Office of Traffic
Safety DUI
Program
D M 309,063 280,000 29,063 2.0 No
California Office of Traffic
Safety provides grant
funding for intensified
supervision of felony drunk
drivers. The grant does
not cover indirect costs.
13
Juvenile
Investigation/S
upervision/
Special
Services
M D 6,269,595 676,660 5,592,935 45.0 No
Further investigation into
alleged offenses, including
recommendations
regarding the continuing
disposition of the minor
offender. The department
performs over 3,500 intake
and court investigations
annually.
14 Field Services
Support D D 1,985,252 0 1,985,252 23.0 No
Provides support services
to Deputy Probation Office
staff in adult and juvenile
programs.
15
School
Probation
Officers
D M 1,225,908 1,518,236 (292,328) 9.0 No
Case management
services for juveniles
referred by school districts
as well as those on active
probation.
16 Community
Probation D M 789,414 1,138,677 (349,263) 6.0 No
Partners deputy probation
officers with eight police
jurisdictions to provide
intensive supervision to
high-risk youth.
17
Youthful
Offender
Treatment
Program
D M 708,311 300,000 408,311 5.0 No
Aftercare supervision for
institution commitment
treatment program for
male youthful offenders.
18 Training M D 99,567 151,580 (52,013) 3.0 Yes
State required and
approved training for
Probation staff. (PC 6035)
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 481
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
19
Administration/
Personnel /
Info Tech
M D 8,631,280 0 8,631,280 16.0 Yes
Services include fiscal and
personnel management,
central records, automated
systems, contract
management, employee
and facility safety,
purchasing and payroll,
facility and office
management, and
resource development.
20
Probation
Collections
Unit
D D 462,205 645,000 (182,795) 4.0 No
Collections unit was added
to the Probation
Department in FY 2010/11
upon the closure of the
Office of Revenue
Collections. The unit is
responsible for collecting
fees.
21
Supplemental
Law
Enforcement
Services Fund
D D 3,158,420 3,158,420 0 0.0 No
Provides state resources
from the Juvenile Justice
Crime Prevention Act of
2000 to support juvenile
prevention initiatives.
22 Probation
Ward Welfare D D 262,500 262,500 0 0.0 No
Provides for the revenues
associated with the
detention commissary and
commission from detention
pay telephones.
Revenues used to fund
essential clothing and
transportation for
emancipating youth and
educational opportunities
for detained youth.
23
Community
Corrections
Performance
Incentives
Fund
D D 3,677,015 3,677,015 0 0.0 No
Provides revenue realized
by the California
Department of Corrections
and Rehabilitation to be
used for evidence-based
probation supervision
activities.
Public Defender
1 Administration M D 4,180,992 0 4,180,992 9.0 No
Provides management,
administrative support,
and oversight of all
Departmental functions.
2 Investigations M D 1,512,701 0 1,512,701 11.8 No
Conducts defense
investigations of adult
criminal and juvenile cases
as needed to ensure
effective representation of
all clients.
3 Criminal
Defense M M 11,417,645 183,407 11,234,238 63.8 No
Provides effective
assistance of counsel for
all qualifying adults and
juveniles charged with
criminal offenses.
Mandatory/Discretionary Program Listing – By Department
482 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
4 AB 109 M D 1,499,552 1,499,552 0 8.5 No
Provides support and
services to reduce
recidivism for low level
felony offenders; furthers
the goals of AB109.
5
Alternate
Defender
Office
M D 2,772,069 0 2,772,069 13.0 No
Provides effective
assistance of counsel for
qualifying adults and
juvenile clients for whom
the main office has
declared a conflict of
interest.
Public Works
1
Public Works
Services
/Administration
(0650)
M D 44,757,761 43,582,365 1,175,396 265.8 No
Administrative support to
the department to ensure
completion of projects.
This support includes
personnel, clerical,
finance/budget and
surveyor functions. The
budget for all Public Works
personnel are in this
program.
2
Non-County
Funded Road
Construction
(0661)
M D 11,830,000 11,830,000 0 0.0 No
Non-county road
construction projects
funded by other
governmental agencies.
3
County
Drainage
Maintenance
(0330)
M D 744,000 44,000 700,000 0.0 No
Drainage maintenance for
County owned drainage
facilities.
4
Rd Fund-
Construction &
Road
Planning/
Admin
M D 32,060,537 32,060,537 0 0.0 No
Road construction projects
for county roads. Includes
administration and
planning costs.
5
Rd Fund
Maintenance &
Misc. Property
M D 16,743,278 16,743,278 0 0.0 No
Maintenance for county
streets and roads.
6 PW Land
Development M M 2,510,000 2,510,000 0 0.0 No
Engineering services and
regulation of land
development.
7 Airport D D 3,941,669 3,941,669 0 17.0 No Operation and capital
development of airports.
8 Other Special
Rev. Funds D M 26,624,303 26,624,303 0 0.0 No Use based on special
revenue agreements.
9 Area of Benefit
Fees D M 2,037,200 2,037,200 0 0.0 No Fees on development for
future road projects.
10 Purchasing M D 1,067,588 442,588 625,000 6.0 Yes Purchasing services for all
County departments.
11
Fleet Services/
D D 15,393,802 15,393,802 0 17.0 Yes
Maintenance, repair, and
vehicle acquisition for
County departments & fire
district.
Fleet Services
ISF
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 483
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
12
General
County
Building
Occupancy
D D 14,214,254 139,254 14,075,000 0.0 Yes
General funded building
and grounds maintenance.
This program area
includes fixed costs for
expenses related to
utilities, taxes, debt
service, building
insurance, custodial
contracts, common area
maintenance, rents, and
elevator maintenance.
13
GSD Outside
Agency
Services
D D 942,669 942,669 0 0.0 Yes
Outside Agency services.
This program area
includes occupancy costs,
print & mail services, and
fleet services.
14
Facilities
Maintenance D D 95,454,588 95,137,588 317,000 174.0 Yes
General maintenance and
repairs of County buildings
& facilities. Building &
Grounds
15 Print and Mail
Services D D 4,958,027 4,958,027 0 20.0 Yes
Copy, printing, and mail
services for County
departments.
16 Resource
Recovery M D 494,132 494,132 0 0.0 Yes Recycling services for
County departments.
Sheriff-Coroner
Administrative Services Bureau
1 Central
Administration D D 18,467,312 1,371,480 17,095,832 36.0 No
Comprised of the Sheriff's
executive, fiscal, and
personnel units which
provide centralized
administrative oversight of
the Office of the Sheriff.
Custody Services Bureau
2
Custody
Services
Admin
M D 3,322,072 28,121,477 (24,799,405) 17.0 No
Provides inmate
classification, training, and
other detention
management services.
3
Martinez
Detention
Facility
M M 25,788,446 106,000 25,682,446 132.0 No
Maximum-security
institution, located in
Martinez that houses
many of the County's
unsentenced inmates
while they are awaiting
trial. It also serves as the
booking and intake center
for all law enforcement
agencies within the
County.
4
West County
Detention
Facility
M M 22,613,025 5,500 22,607,525 126.0 No
WCDF is a program-
oriented facility for medium
security prisoners, located
in Richmond. Inmates
who present behavioral
problems are returned to
the MDF in Martinez.
Mandatory/Discretionary Program Listing – By Department
484 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
5
Marsh Creek
Detention
Facility
M M 4,041,631 1,500 4,040,131 22.0 No
Located in Clayton, this
facility is primarily
responsible for the care,
custody, and control of
sentenced minimum-
security male inmates, but
unsentenced inmates may
also be held at this facility.
6
Custody
Alternative/Co
unty Parole
Program
M M 3,642,802 1,300,000 2,342,802 21.0 No
Diverts persons who would
be incarcerated into
programs such as Work
Alternative Program.
Work Alternative is
operated for those inmates
sentenced to jail for 30
days or less. Inmates
accepted into the program
provide public service
labor.
7 Detention
Transportation D D 4,246,125 3,500 4,242,625 20.0 No
Provides inmate
transportation between
detention facilities and the
Courts.
8 AB109
Program M M 9,466,951 9,466,951 0 30.0 No
Programming primarily at
the West County Detention
and Marsh Creek
Detention Facilities
including supervision and
operating costs related to
non-serious, non-violent,
non-sexual offenders in
county custody pursuant to
AB109 Public Safety
Realignment.
Field Operations Bureau
9 Cities/Districts
Contracts D M 22,375,113 22,375,113 0 98.0 No
Contract city law
enforcement services
provided in the cities of
Danville, Lafayette,
Oakley, and Orinda; and to
AC transit and Diablo.
10 Coroner M D 2,866,559 185,000 2,681,559 10.0 No
Determine the cause of
death, specifically in the
area of homicide, suicide,
accidental and
unexplained natural
deaths. Coroner's deputies
are on duty 24 hours a
day, 7 days per week, and
remove the deceased from
place of death.
11 Special
Investigations D M 240,421 230,000 10,421 1.0 No
Provides Investigation
services to the District
Attorney's Office.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 485
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
12 Investigations M D 9,090,834 350,805 8,740,029 39.0 No
This division conducts
narcotics enforcement and
follow-up investigation of
all reported serious crimes
that occur in the
unincorporated area of
Contra Costa County, as
well as in the cities and
districts that contract for
investigative services.
13
Property and
Evidence
Services
M M 660,983 94,000 566,983 4.0 No
Provides storage, security
and disposition of items of
evidence, seized
contraband, safekeeping
weapons and found
property for the Sheriff's
Office, its 5 contract cities,
West Narcotics
Enforcement Team and
the Superior Court.
14 Marine Patrol D D 3,939,743 1,168,620 2,771,123 12.0 No
Responsible for patrol of
the navigable waterways
within the County and
enforcement of all
applicable laws.
15 Avoid the 25 D M 161,172 120,000 41,172 0.0 No
Avoid the 25 is a grant
sponsored by the State of
California to fight DUIs on
County roadways.
16
Sheriff's
Helicopter
Program
D D 1,389,430 1,389,430 0 0.0 No
Provides air support
throughout the County and
through contract with the
City of Vallejo.
17 Unincorporated
Patrol M D 28,381,344 41,663,206 (13,281,862) 156.0 No
Provides patrol services
throughout the
unincorporated area of the
County using a community
based policing model.
Contract Services Budget
18
Facility
Security
Contracts
D M 4,796,259 4,796,259 0 42.0 No
Contract facility security
services for the Health
Services Department and
the Employment and
Human Services
Department.
19 Court Security M M 13,857,264 13,857,264 0 72.0 No
Provides bailiff and court
security services for the
Superior Court. This
division is responsible for
all security in and around
court buildings, and must
provide officers for
additional security at all
court appearances of high-
risk cases.
Mandatory/Discretionary Program Listing – By Department
486 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
Support Services Bureau
20 Sheriff's
Recruiting M D 1,813,211 8,000 1,805,211 10.0 No
Responsible for
employment services
including recruiting,
background investigations,
and hiring, examining the
status of operations and
procedures within the
office as a whole, changes
to the Policies and
Procedure Manual,
providing m,mbackground
information.
21
Resources/
Plans/
Standards
D D 2,631,444 224,000 2,407,444 5.0 No
Inspection and Control is
instrumental in
organizational
development by surveying
current law enforcement
management theory and
practice to compare
department procedures
and systems against those
in other jurisdictions.
Professional Standards is
responsible for formulating
policies and procedures,
Internal Affairs and risk
management litigation.
22 Civil M M 1,981,712 420,000 1,561,712 13.0 No
Serves protective orders
when protected person
has fee waiver, performs
postings, evictions, levies,
civil processes. Civil unit
also completes the
extradition function for this
agency and numerous
other agencies on a
contract basis.
23
AB 1109
Vehicle
Program
M M 87,144 87,144 0 0.0 No
Restricted funding for
vehicle usage by the Civil
unit.
24
AB 709
Automated
Program
M M 408,153 408,153 0 0.0 No
Restricted funding for
automation services by the
Civil unit.
25 Communicatio
ns/ Dispatch M M 7,639,973 3,282,000 4,357,973 58.0 No
Provides a basic
emergency telephone
answering system as
provided in articles 53100-
53120 of the Calif. Govt
Code. Shall provide public
safety answering point
system for
telecommunications from
the public for reporting,
police, fire, ambulance,
and medical related
incidents.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 487
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
26
Automated
Regional
Information
Exchange
Systems
(ARIES)
D D 716,792 716,792 0 2.0 No
The ARIES database has
been established to collect
data from several
California jurisdictions to
share information to
support increased
monitoring and
enforcement of the law.
27 Criminalistics M M 9,872,003 3,872,346 5,999,657 46.0 No
Conducts firearms,
forensic biology and trace
evidence examinations.
Conducts DNA profiling on
evidence materials;
submits DNA profiles to
the Calif. Dept of Justice
database of unsolved
crimes. Responds to
crime scenes to document
and collect evidence. Also
includes federal grants for
Criminalistics supplies and
equipment.
28 Information
Services D D 5,755,678 276,000 5,479,678 17.0 No
Provides communication
and programming for
networks, jail
management,
communication system
and ARIES.
29 Records M M 2,697,299 61,000 2,636,299 28.5 No
Provides for the release,
inspection and production
of law enforcement
records, and fingerprint
identification.
30 CAL-ID D D 2,899,001 2,899,001 0 12.0 No
Operates a computerized
system for the
identification of
fingerprints.
31
Technical
Services
Administration
D D 248,423 0 248,423 0.0 No
Provides administrative
oversight for the Technical
Services Division.
32 Vehicle Anti-
Theft Program D D 3,706 474,500 (470,794) 0.0 No
Investigates and gathers
evidence on stolen
vehicles throughout Contra
Costa County.
Office of Emergency Services
33
Emergency
Services
Support
D D 1,178,548 32,500 1,146,048 4.0 No
Provides management
oversight 24-hours a day
for response to critical
incidents, major crimes, or
other significant events
and provides direction at
the command level.
Operates the Volunteer
Services Unit and Search
and Rescue (SAR)
response teams.
Mandatory/Discretionary Program Listing – By Department
488 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
34 Emergency
Services D D 2,311,769 215,000 2,096,769 10.0 No
Provides emergency
preparedness planning
and coordination along
with vulnerability
assessment; manages the
homeland security grant
funds for the operational
area; gathers and
disseminates crime
analysis and intelligence
data.
35
Community
Warning
System
D D 1,293,673 1,293,673 0 3.0 No
Manages the countywide
all hazard Community
Warning System. The
CWS is funded entirely
from private industry funds
and/or fines.
36
Homeland
Security
Grants
D D 2,764,776 2,764,776 0 0.0 No
Homeland Security grant
management and
centralization.
37
Special
Weapons and
Tactics
(SWAT) Team
D D 380,199 20,000 360,199 0.0 No
The Special Weapons and
Tactics team is used in
situations involving
hostage taking, armed
barricaded subjects,
snipers, or other situations
that present a high degree
of danger to life or
property.
Special Funds
38 Central ID
Bureau D M 4,247,100 4,247,100 0 0.0 No
Provides for operation of
the Alameda-Contra Costa
fingerprint database
(which is a component of
the state-wide database)
Automated Fingerprint
Identification System
(AFIS) and Livescans in
place in county law
enforcement agencies.
39
County Law
Enforcement
Capital
Projects
D D 1,158,221 1,158,221 0 0.0 No
Supports replacement and
enhancement of a
Countywide law
enforcement message
switching computer;
accumulates funds to
partially finance Sheriff's
communication equipment
replacement; and
accumulates funds to
finance major equipment
replacement for the
Helicopter Program.
40
Controlled
Substance
Analysis
D D 7,000 7,000 0 0.0 No
Provides criminalistics
laboratory analysis of
controlled substances, in
order to increase the
effectiveness of criminal
investigation and
prosecution.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 489
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
41
Law
Enforcement
Training
Center
D D 1,519,603 1,519,603 0 4.0 No
Established as an
enterprise fund, this
Division of the Sheriff with
the Contra Costa College
District at Los Medanos
Community College
provides specialized
training to law
enforcement personnel.
42 Narcotic
Forfeiture D M 63,825 63,825 0 0.0 No
Within the Investigation
Division, Asset Forfeiture
provides the necessary
support for tracking the
assets of persons involved
in narcotics crimes in
addition to ongoing
narcotics enforcement
efforts, to maximize
forfeited assets, and to
augment traditional
investigations.
43 Inmate Welfare
Summary D M 2,937,972 2,937,972 0 6.0 No
Provides for the revenues
associated primarily with
detention commissary and
commission from detention
pay telephones. Funds
are restricted to funding
educational opportunities
for inmates and enhancing
inmate welfare.
44
Supplemental
Law
Enforcement
Services
Funds
D M 585,634 585,634 0 0.0 No
Pursuant to Government
Code 30061-30063, the
State supplements
otherwise available
funding for local public
safety services. These
funds are used for jail
operations and
enhancement of Patrol
Division services.
45 Traffic Safety M M 394,560 394,560 0 0.0 No
Provides for the cost of
official traffic control
devices, the maintenance
thereof, equipment and
supplies for traffic law
enforcement and traffic
accident prevention, the
maintenance,
improvement or
construction of public
streets, bridges and
culverts.
46 Trial Court
Security M D 15,130,301 15,130,301 0 0.0 No
Provides AB 109 Public
Safety Realignment
(State) funding for bailiff
and court security services
for the Superior Court.
Mandatory/Discretionary Program Listing – By Department
490 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
47
Countywide
Gang and
Drug Trust
D D 81,000 81,000 0 0.0 No
Provides expenditures and
revenues for preventing,
enforcing and prosecuting
illegal gang and/or drug
activity. Expenditures must
be approved by a panel
consisting of the Sheriff,
District Attorney, Chief
Probation Officer, and a
representative from the
County Police Chiefs’
Association.
Superior Court
1 Civil Grand
Jury M D 155,500 0 155,500 0.0 No
An investigative body
which examines County
accounts, and inquiries
into any alleged
misconduct in office or
public officials. It may also
inquire into all public
offenses committed within
the county, conduct
confidential investigations,
and bring indictments
when deemed appropriate.
2 Criminal Grand
Jury M D 88,000 0 88,000 0.0 No
Examine evidence
presented by the District
Attorney and return
criminal indictments
directly to the Superior
Court.
3 Trial Ct.
Programs M M 17,058,296 6,770,161 10,288,135 0.0 No
Provide for all court
services not eligible under
California Rule of Court
810 (e.g., capital case
costs) and fund the
General Fund subsidy for
Court operations to the
State of California.
4 Dispute
Resolution M D 243,000 243,000 0 0.0 No
Provides for local dispute
resolution services
including small claims,
guardianship, and unlawful
detainer/civil harassment
mediation, as an
alternative to formal court
proceedings.
5 Courthouse
Construction D M 2,009,173 2,009,173 0 0.0 Yes
Special fund created for
penalty assessments
levied on court fines for
the purpose of courthouse
construction.
6
Criminal
Justice Facility
Construction
D M 1,670,647 1,670,647 0 0.0 Yes
Special fund created for
penalty assessments
levied on court fines for
the purpose of criminal
justice facility construction,
systems development and
operations.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2015-2016 Recommended Budget 491
ProgramServiceLevelExpendituresFunding
Sources
General
FundNCCFTESupportExplanation
7
Family Law
Center - Debt
Service
D M 2,087,030 2,087,030 0 0.0 Yes
Provides for the Superior
Court's share of the
annual debt service
payment obligations for
the Family Law Center.
Treasurer-Tax Collector
1 Treasurer M D 1,303,892 49,900 1,253,992 6.6 No
Provides for the
safekeeping of funds for
the County, 18 School
Districts, a Community
College District, a Board of
Education, and 21
Voluntary Special Districts.
Administers a
comprehensive investment
program for the County
and districts to ensure
maximum yield on
investments.
2 Tax
Collections M M 3,468,549 2,727,500 741,049 19.7 No
Collects property taxes
and special levies for all
cities, school districts,
special districts and
County government.
3 Business
License M D 129,409 124,450 4,959 1.2 No
Chapter 64-14.202
Purpose and authority:
The purpose of this
chapter is to effectuate
Revenue and Taxation
Code Section 7284 (CH
466, Stats. 1990; Cal.
Const. Art. IV, § 8(c)(2)) in
order to levy a business
license tax in the
unincorporated area of the
county. (Ord. 91-35 § 1).
State law permits the levy
of such tax.
Veterans Service
1 Veterans
Service D D 1,016,700 201,700 815,000 7.5 No
Provides assistance to
veterans, their dependents
and survivors in obtaining
veteran's benefits.
Service Key:
M = Mandated by law (must be legal mandate NOT a Board mandate)
D = Discretionary
Level Key:
M = Mandated by law
D = Discretionary
Mandatory/Discretionary Program Listing – By Department
492 County of Contra Costa FY 2015-2016 Recommended Budget
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 493
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
1
HSD - Contra
Costa Health
Plan
Medi-Cal
Members M M 382,565,862 382,565,862 0 156.0 No
Serves County residents
enrolled in Contra Costa
Health Plan that qualify for
Medi-Cal and are not
seniors or persons with a
disability.
2
HSD -
Hospital &
Ambulatory
Care
Hospital &
Emergency
Care
M M 262,233,518 255,057,978 7,175,540 1,182.8 No
Provides for operation of the
167 beds at Contra Costa
Regional Medical Center
and the medical and
psychiatric emergency
rooms.
3
HSD -
Hospital &
Ambulatory
Care
Ambulatory
Care Centers M M 119,558,880 115,609,733 3,949,147 623.5 No
Provides for operation of the
12 medical ambulatory care
centers located throughout
the County.
4
HSD -
Hospital &
Ambulatory
Care
Physician
Services M M 100,976,178 97,640,837 3,335,341 253.3 No
Provides for operation of
medical staff at the Medical
Center and at the 12
ambulatory care clinics and
the Family Practice
Residency Program.
5
EHSD -
Workforce
Services
Temporary
Assistance to
Needy Families
M M 59,433,932 58,054,581 1,379,351 0.0 No
Provides cash assistance to
eligible families based on
income levels. Eligibility
limited to a maximum of 24
months.
6
EHSD -
Workforce
Services
Medi-Cal
Eligibility M M 54,825,004 53,760,079 1,064,925 353.3 No
Provides eligibility
determination for Medi-Cal
programs including
determinations for the new
MAGI Medi-Cal Program
implemented as an
expansion of the Medi-Cal
Program mandated by
Health Care Reform.
7
EHSD -
Children and
Family
Services
Child Welfare
Services M M 43,319,280 43,238,835 80,445 239.5 No
Provides 24-hour response
to allegations of child abuse;
services to maintain children
in their own homes; services
to remedy conditions which
caused the Juvenile Court
to order a child removed
from home due to abuse or
neglect; and planning
services to assist children in
establishing permanency
through adoption, legal
guardianship, or a
permanent living
arragement.
8
EHSD -
Workforce
Services
CalFresh
Eligibility M M 40,266,706 36,894,976 3,371,730 227.4 No
Provides eligibility
determination and ongoing
case management for
CalFresh benefits for
eligible low-income
individuals and families.
Mandatory/Discretionary Program Listing – By Service and Level
494 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
9
EHSD -
Children and
Family
Services
Foster Care
Payments M M 30,346,918 30,196,071 150,847 0.0 No
Federal, state and county
funded program that
provides payment for care
of foster children in the
custody of the county.
10
EHSD - Aging
and Adult
Services
In-Home
Supportive
Services
Provider
Costs
M M 27,443,992 25,088,201 2,355,791 0.0 No
Provides funds for wages,
health and retirement
benefits for individuals who
provide in-home supportive
services to eligible
individuals who are unable
to care for themselves.
11
Sheriff-
Coroner -
Custody
Services
Martinez
Detention
Facility
M M 25,788,446 106,000 25,682,446 132.0 No
Maximum-security
institution, located in
Martinez that houses many
of the County's
unsentenced inmates while
they are awaiting trial. It
also serves as the booking
and intake center for all law
enforcement agencies
within the County.
12
Sheriff-
Coroner -
Custody
Services
West County
Detention
Facility
M M 22,613,025 5,500 22,607,525 126.0 No
WCDF is a program-
oriented facility for medium
security prisoners, located
in Richmond. Inmates who
present behavioral problems
are returned to the MDF in
Martinez.
13
EHSD -
Workforce
Services
CalWORKs
Eligibility
Services
M M 21,195,247 21,195,247 0 216.7 No
Provides eligibility
determination for
CalWORKs cash aid,
supportive services, and
includes ongoing case
management. Eligibility is
limited to a maximum of 48
months.
14
Probation -
Juvenile
Facilities
Juvenile Hall M M 20,177,305 263,500 19,913,805 118.5 No
Maximum security facility
designed for the mandated
detention of minors before
and after Court hearings.
Approximately 1,600
juveniles are booked
annually. (W&I 850)
15 Child Support
Services
Child Support
Enforcement
Program
M M 18,817,709 18,817,709 0 171.0 No
Mandated services assisting
parents to meet their mutual
obligation to support their
children. Operations of this
Department are currently
controlled by the regulations
of the State Department of
Child Support Services.
16 Superior Court Trial Ct.
Programs M M 17,058,296 6,770,161 10,288,135 0.0 No
Provide for all court services
not eligible under California
Rule of Court 810 (e.g.,
capital case costs) and fund
the General Fund subsidy
for Court operations to the
State of California.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 495
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
17
EHSD -
Children and
Family
Services
Aid to
Adoptions
Program
M M 17,011,811 16,692,479 319,332 0.0 No
Provides payments to
families in the adoption
process or who have
adopted children .
18
Sheriff -
Coroner -
Contract
Services
Court Security M M 13,857,264 13,857,264 0 72.0 No
Provides bailiff and court
security services for the
Superior Court. This
division is responsible for all
security in and around court
buildings, and must provide
officers for additional
security at all court
appearances of high-risk
cases.
19
EHSD -
Workforce
Services
Covered
California Call
Center (Under
Contract)
M M 13,766,962 13,766,962 0 201.0 No
The only county-operated
statewide Call Center which
provides healthcare
enrollment services under
the Affordable Care Act to
California residents.
20 HSD - Mental
Health
Crisis
Stabilization M M 11,432,014 7,177,981 4,254,033 0.0 No
Provides crisis intervention
and stabilization, psychiatric
diagnostic assessment,
medication, emergency
treatment, screening for
hospitalization and intake,
disposition planning and
placement/referral services.
21 Public
Defender
Criminal
Defense M M 11,417,645 183,407 11,234,238 63.8 No
Provides effective
assistance of counsel for all
qualifying adults and
juveniles charged with
criminal offenses.
22
HSD -
Environmental
Health
Environmental
Health M M 10,840,486 10,927,564 (87,078) 60.0 No
Provides retail food
programs, consumer
protection programs, solid
waste program, medical
waste program and land use
programs.
23 HSD - Mental
Health
Local Hosp
Inpatient
Psychiatric
M M 10,080,577 7,711,009 2,369,568 0.0 No
Provides acute inpatient
psychiatric care at Contra
Costa Regional Medical
Center, involuntary
evaluation and short-term
treatment for seriously and
persistently mentally ill
clients who may be a
danger to themselves or
others.
24
Sheriff -
Coroner -
Support
Services
Criminalistics M M 9,872,003 3,872,346 5,999,657 46.0 No
Conducts firearms, forensic
biology and trace evidence
examinations. Conducts
DNA profiling on evidence
materials; submits DNA
profiles to the Calif. Dept of
Justice database of unsolved
crimes. Responds to crime
scenes to document and
collect evidence. Also
includes federal grants for
Criminalistics supplies and
equipment.
Mandatory/Discretionary Program Listing – By Service and Level
496 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
25
HSD -
California
Children's
Services
California
Children's
Services
M M 9,803,541 7,101,116 2,702,425 57.0 No
Provides habilitation or
rehabilitation of children with
specific handicapping
conditions, in need of
specialist care, and whose
families are unable to pay
for the required care.
26
Sheriff-
Coroner -
Custody
Services
AB109
Program M M 9,466,951 9,466,951 0 30.0 Np
Programming primarily at
the West County Detention
and Marsh Creek Detention
Facilities including
supervision and operating
costs related to non-serious,
non-violent, non-sexual
offenders in county custody
pursuant to AB109 Public
Safety Realignment.
27
HSD -
Environmental
Health
Hazardous
Materials
Program
M M 9,103,587 9,176,919 (73,332) 37.0 No
Provides emergency
response, hazardous waste,
hazardous material,
underground tank and
accidental release
programs.
28
Probation -
Care of Court
Wards
Out-of-Home
Placement M M 8,910,000 4,781,488 4,128,512 0.0 No
Court-ordered board and
care costs for minors placed
outside of County facilities
by the Juvenile Court.
29 Clerk –
Recorder Elections M M 8,878,835 2,066,076 6,812,759 33.0 No
Conducts federal, State,
local and district elections in
an accurate and timely
manner and according to
State and Federal law.
30 HSD - Mental
Health
Medi-Cal
Managed
Care
M M 8,509,854 8,509,854 0 11.0 No
Provides community-based
acute psychiatric inpatient
hospital services and
outpatient specialty mental
health services for Medi-Cal
eligible adults and children.
31
Sheriff -
Coroner -
Support
Services
Communications/
Dispatch M M 7,639,973 3,282,000 4,357,973 58.0 No
Provides a basic emergency
telephone answering
system as provided in
articles 53100-53120 of the
Calif. Govt Code. Shall
provide public safety
answering point system for
telecommunications from
the public for reporting,
police, fire, ambulance, and
medical related incidents.
32
Conservation
and
Development
Building
Inspection
Services
M M 6,810,713 6,810,713 0 29.0 No
Review plans, issue building
permits, and inspect the
construction of buildings.
33
Justice
Systems
Planning
SLESF -
AB109 M M 6,316,840 6,316,840 0 0.0 No
Within the County's Local
Revenue Fund pursuant to
AB 109 and AB 118, this
account provides the State
Supplemental Law
Enforcement funding for the
Sheriff and Contra Costa
cities.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 497
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
34
EHSD -
Workforce
Services
CalWORKs
Child Care
Program -
Stage One
M M 6,175,184 6,175,184 0 18.0 No
Eligibility and ongoing case
management under Stage
One subsidized child care.
35 Animal
Services
Animal Care &
Housing M M 6,085,554 3,833,275 2,252,279 48.0 No
Provides humane care and
veterinary treatment to
animals that are being held
pending location of owners
or other disposition. AB
1856 and SB 1785 have
increased mandated holding
times and require treatment
for sick/injured animals to
become potentially
adoptable.
36
EHSD - Aging
and Adult
Services
General
Assistance
Eligibility
M M 4,445,890 0 4,445,890 25.9 No
Provides eligibility
determination for General
Assistance (GA). GA is
cash assistance for indigent
adults not currently eligible
for state or federally funded
assistance programs.
Included are other services
required to maintain
eligibility (or full cash
assistance) such as mental
health, substance abuse
treatment and shelter beds.
On-going case management
is also included.
37
Sheriff-
Coroner -
Custody
Services
Marsh Creek
Detention
Facility
M M 4,041,631 1,500 4,040,131 22.0 No
Located in Clayton, this
facility is primarily
responsible for the care,
custody, and control of
sentenced minimum-
security male inmates, but
unsentenced inmates may
also be held at this facility.
38
EHSD -
Children and
Family
Services
Foster
Care/Adoption
Assistance
Eligibility
M M 3,790,893 3,730,893 60,000 24.6 No
Provides eligibility
determination for cash
assistance for care of
children placed in out of
home care.
39 Clerk –
Recorder Recorder M M 3,652,891 5,465,650 (1,812,759) 38.0 No
Maintains and preserves all
official records relating to
real property, subdivision
maps, assessment districts,
and records of surveys
offered for recording;
records of all births, deaths
and marriages occurring
within Contra Costa County.
Produce and maintain
indices of all records held by
the County Clerk-Recorder.
Mandatory/Discretionary Program Listing – By Service and Level
498 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
40
Sheriff-
Coroner -
Custody
Services
Custody
Alternative/
County Parole
Program
M M 3,642,802 1,300,000 2,342,802 21.0 No
Diverts persons who would
be incarcerated into
programs such as Work
Alternative Program. Work
Alternative is operated for
those inmates sentenced to
jail for 30 days or less.
Inmates accepted into the
program provide public
service labor.
41 Treasurer -
Tax Collector
Tax
Collections M M 3,468,549 2,727,500 741,049 19.7 No
Collects property taxes and
special levies for all cities,
school districts, special
districts and County
government.
42 Human
Resources
Personnel
Services M M 3,214,901 165,000 3,049,901 28.0 Yes
Develops and administers
programs and policies to
help ensure that the County
recruits and selects a highly
skilled and diversified
workforce that is properly
classified and compensated.
Maintains all personnel
history files and records.
43
HSD -
Conserv/
Guardianship
Conserv/
Guardianship M M 3,163,958 403,859 2,760,099 19.0 No
Controls the financial affairs
and daily support
coordination of clients who
are mentally ill, frail elderly
or otherwise deemed to be
incapable of caring for
themselves in these areas.
44 County
Counsel
Social Service
Probate M M 2,854,167 2,854,167 0 16.0 No
Provides mandatory legal
services for Employment
and Human Services
Department activities
(adoptions, dependent
children, etc.) and Health
Services Department
activities (conservatorships,
etc.)
45
Sheriff -
Coroner -
Support
Services
Records M M 2,697,299 61,000 2,636,299 28.5 No
Provides for the release,
inspection and production of
law enforcement records,
and fingerprint identification.
46 Public Works PW Land
Development M M 2,510,000 2,510,000 0 0.0 No
Engineering services and
regulation of land
development.
47
Probation -
Care of Court
Wards
Medical
Services in
Juvenile
Facilities
M M 2,153,535 335,000 1,818,535 0.0 No
Fees paid to Health
Services for medical care of
juvenile residents in County
facilities.
48
Sheriff -
Coroner -
Support
Services
Civil M M 1,981,712 420,000 1,561,712 13.0 No
Serves protective orders
when protected person has
fee waiver, performs
postings, evictions, levies,
civil processes. Civil unit
also completes the
extradition function for this
agency and numerous other
agencies on a contract
basis.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 499
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
49
HSD -
Hospital &
Ambulatory
Care
Emergency
Medical
Services
M M 1,439,414 1,439,414 0 4.0 Yes
Provides overall
coordination of the
emergency ambulance
services throughout the
County, and coordination of
medical disaster response
efforts.
50
Sheriff-
Coroner -
Field
Operations
Property and
Evidence
Services
M M 660,983 94,000 566,983 4.0 No
Provides storage, security
and disposition of items of
evidence, seized
contraband, safekeeping
weapons and found
property for the Sheriff's
Office, its 5 contract cities,
West Narcotics
Enforcement Team and the
Superior Court.
51
EHSD -
Workforce
Services
CalWORKs
Family
Stabilization
Program
M M 587,310 587,310 0 3.8 No
Provides comprehensive
evaluations and wraparound
services to Welfare-to-Work
families who are
experiencing identified
situations and/or crises.
52
Sheriff -
Coroner -
Support
Services
AB 709
Automated
Program
M M 408,153 408,153 0 0.0 No
Restricted funding for
automation services by the
Civil unit.
53
Sheriff-
Coroner -
Special Funds
Traffic Safety M M 394,560 394,500 0 0.0 No
Provides for the cost of
official traffic control
devices, the maintenance
thereof, equipment and
supplies for traffic law
enforcement and traffic
accident prevention, the
maintenance, improvement
or construction of public
streets, bridges and
culverts.
54
EHSD -
Workforce
Services
Standard
Utility
Assistance
Subsidy
Program
M M 362,179 362,179 0 0.0 No
Provides an annual $20.01
utility assistance benefit to
eligible CalFresh
households.
55
EHSD -
Workforce
Services
Work
Incentive
Nutritional
Supplement
Program
M M 323,190 323,190 0 0.0 No
Provides a $10 per month
additional food supplement
for eligible CalFresh and
California Food Assistance
Program households.
56
Probation -
Juvenile
Facilities
Home
Supervision M M 287,996 382,000 (94,004) 1.0 No
Provides electronic
monitoring / GPS support to
juvenile probation deputies
and intensive supervision to
minors released to the
community prior to
sentencing.
57
Probation -
Care of Court
Wards
California
Dept. of Juv.
Justice Fees
M M 200,000 0 200,000 0.0 No
Fees paid to the California
Division of Juvenile Justice
for incarceration costs of
juveniles.
58
EHSD -
Workforce
Services
Refugee
Assistance
Payments
M M 198,235 198,235 0 0.0 No
Provides funds for cash
assistance payments for
immigrants.
Mandatory/Discretionary Program Listing – By Service and Level
500 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
59 Central
Support LAFCO M M 195,000 0 195,000 0.0 No
Encourages orderly
formation and development
of local government
agencies and approves,
amends, or disapproves
applications to create new
cities or special districts,
and modifies boundaries of
existing agencies.
60 EHSD - Zero
Tolerance
Victim
Assistance M M 139,000 139,000 0 0.0 No
Provides funding for
emergency shelter,
counseling, health and
social welfare services to
victims of domestice
violence. Supported by
marriage license fees as
authorized in SB 91, the
Domestic Vilence Center
Act and codified under
Welfare & Institutions Code
18290-18307.
61
EHSD - Aging
and Adult
Services
Indigent
Interment M M 123,776 16,420 107,356 0.0 No
Provides cremation and
burial, in cemetery lots or
niches, of indigent
decedents.
62
EHSD -
Workforce
Services
Work
Incentive
Nutritional
Supplement
Eligibility
M M 94,157 94,157 0 0.7 No
Provides eligibility
determination for eligible
CalFresh and California
Food Assistance Program
households.
63
EHSD -
Workforce
Services
Refugee
Programs
Administration
M M 90,824 90,824 0 0.1 No
Provides eligibility
determination and grant
maintenance activities for
the Refugee Cash
Assistance (RCA) and Cash
Assistance Program for
Immigrants (CAPI)
programs.
64
Sheriff -
Coroner -
Support
Services
AB 1109
Vehicle
Program
M M 87,144 87,144 0 0.0 No
Restricted funding for
vehicle usage by the Civil
unit.
65
EHSD -
Workforce
Services
CalWORKs
SB 1569 M M 51,051 41,845 9,206 0.2 No
Provides case management
of CalWORKs recipients
who are victims of trafficking
or crime.
66 HSD - Mental
Health
Child &
Adolescent
Services
M D 46,841,581 46,508,150 333,431 82.4 No
Provides comprehensive
mental health services to
seriously emotionally
disabled children and youth
0-17 and their families,
including hospitalization,
intensive day treatment,
outpatient, outreach, case
management and
wraparound services.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 501
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
67 HSD - Mental
Health Adult Services M D 45,641,868 41,212,165 4,429,703 121.9 No
Provides comprehensive
mental health services to
seriously and persistently
mentally disabled adults
including hospitalization,
residential care, intensive
day treatment, outpatient,
outreach and case
management.
68 Public Works
Public Works
Services /
Administration
(0650)
M D 44,757,761 43,582,365 1,175,396 265.8 No
Administrative support to
the department to ensure
completion of projects. This
support includes personnel,
clerical, finance/budget and
surveyor functions. The
budget for all Public Works
personnel are in this
program.
69 HSD - Mental
Health
Mental Health
Services Act M D 43,114,746 43,114,746 0 142.9 No
Expands Mental Health care
programs for children,
transition age youth, adults
and older adults.
70 Public Works
Rd Fund-
Construction &
Road
Planning/Admin
M D 32,060,537 32,060,537 0 0.0 No
Road construction projects
for county roads. Includes
administration and planning
costs.
71
Sheriff-
Coroner -
Field
Operations
Unincorporated
Patrol M D 28,381,344 41,663,206 (13,281,862) 156.0 No
Provides patrol services
throughout the
unincorporated area of the
County using a community
based policing model.
72
EHSD -
Workforce
Services
CalWORKs
Employment
Services
M D 27,647,969 27,647,969 0 155.0 No
Provides case management
of CalWORKs recipients
who have a Welfare-to-
Work (WtW) requirement
and includes supportive
services including special
employment and training
services/programs.
Eligibility is limited to 48
months with the last 24
months being contingent on
specific work-related activity
engagement.
73
Justice
Systems
Planning
Local
Community
Corrections
M D 25,237,218 25,237,218 0 0.0 No
Special fund created for
Communities Corrections
Grant under AB109 as a
pass-through for the cities'
share of SLESF funding.
74 District
Attorney
Mainline
Prosecution M D 22,194,587 13,471,847 8,722,740 124.0 No
Attends the courts and
conducts on behalf of the
people all prosecutions for
public offenses occurring in
Contra Costa County,
including homicide, gang
crimes, sexual assault,
juvenile, general felony, and
misdemeanor crimes
Mandatory/Discretionary Program Listing – By Service and Level
502 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
75
HSD -
Hospital &
Ambulatory
Care
Charges from
Other County
Depts
M D 20,844,369 20,844,369 0 0.0 Yes
Provides centralized
charges to Health Services
Department from other
County departments, e.g.
GSD.
76
HSD -
Detention
Facilities
Detention
Facility Med
Services
M D 20,780,117 1,059,324 19,720,793 65.7 No
Provides primary care
medical services for inmates
in County detention
facilities.
77 Public Works
Rd Fund
Maintenance
& Misc.
Property
M D 16,743,278 16,743,278 0 0.0 No
Maintenance for county
streets and roads.
78
Sheriff-
Coroner -
Special Funds
Trial Court
Security M D 15,130,301 15,130,301 0 0.0 No
Provides AB 109 Public
Safety Realignment (State)
funding for bailiff and court
security services for the
Superior Court.
79 Public Works
Non-County
Funded Road
Construction
(0661)
M D 11,830,000 11,830,000 0 0.0 No
Non-county road
construction projects funded
by other governmental
agencies.
80
EHSD - Aging
and Adult
Services
In-Home
Supportive
Services
Administration
M D 10,059,479 8,726,212 1,333,267 69.7 No
Funds for administration to
determine eligibility for
recipients who are unable to
care for themselves at
home.
81 Central
Support
Risk
Management M D 9,794,792 5,466,638 4,328,154 34.0 Yes
Net cost represents GF
premiums paid to Insurance
Trust Funds. Risk
Management program is
responsible for the
administration of workers'
compensation claims,
liability and medical
malpractice claims,
insurance and self-
insurance programs, and
loss prevention services.
82
Probation -
Probation
Programs
Adult
Investigations
& Supervision
M D 9,725,371 7,552,861 2,172,510 64.0 No
Over 3,500 felony
investigative reports are
prepared annually for the
Coordinated Trial Courts.
These include pre-plea
reports for plea and bail
considerations and
assessment and
recommendation reports for
sentencing. (PC 1191).
Includes AB109, SB678 and
Smart Probation funded
positions.
83
EHSD -
Workforce
Development
Board
WIA
Employment
&
Training/Adult/
Dislocated
Worker
Programs
M D 9,230,552 9,230,552 0 14.0 No
Provides employment
services (such as job search
and placement assistance,
and initial assessment of
skills), career counseling,
access to job training, adult
education and literacy, and
employment services to
individuals seeking to find
new or better employment
opportunities.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 503
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
84
Sheriff-
Coroner -
Field
Operations
Investigations M D 9,090,834 350,805 8,740,029 39.0 No
This division conducts
narcotics enforcement and
follow-up investigation of all
reported serious crimes that
occur in the unincorporated
area of Contra Costa
County, as well as in the
cities and districts that
contract for investigative
services.
85
Probation -
Probation
Programs
Administration
/ Personnel /
Info Tech
M D 8,631,280 0 8,631,280 16.0 Yes
Services include fiscal and
personnel management,
central records, automated
systems, contract
management, employee
and facility safety,
purchasing and payroll,
facility and office
management, and resource
development.
86
Conservation
and
Development
Current
Planning M D 7,436,481 7,436,481 0 26.0 No
Facilitate the regulation of
the land use and
development to preserve
and enhance community
identity in keeping with the
County General Plan and
other adopted goals and
policies. At least 5 public
hearings on land use
applications must be
supported for 2 Regional
Planning Commissions, the
County Planning
Commission and the Zoning
Administrator.
87 Assessor Appraisal M D 7,250,845 730,113 6,520,732 47.0 No
Secured property appraisal
mandated by R&T Code
Sections 50-93, 101-2125.
88 Assessor Support
Services M D 6,810,337 694,499 6,115,838 56.0 Yes
Provides clerical support for
appraisal and business
divisions; exemption
processing; drafting and
GIS mapping; public
service; and information
systems support. The GIS
function is a countywide
system that the office
provides support for. R&T
Code 75.20,
89
Probation -
Probation
Programs
Juvenile
Investigation/
Supervision/
Special
Services
M D 6,269,595 676,660 5,592,935 45.0 No
Further investigation into
alleged offenses, including
recommendations regarding
the continuing disposition of
the minor offender. The
department performs over
3,500 intake and court
investigations annually.
Mandatory/Discretionary Program Listing – By Service and Level
504 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
90 Board of
Supervisors
Legislation &
Policy
Direction
M D 6,120,579 213,579 5,907,000 31.0 No
Enforces statutes and
enacts legislation,
establishes general
operating policies and
plans, adopts annual
budgets and levies taxes,
determines land use, and
appoints County officials.
91 County
Counsel General Law M D 5,802,877 3,152,877 2,650,000 23.0 Yes
Provides legal services
necessary for the continued
operation of the County
departments and special
districts. Provides legal
services to outside clients
and independent special
districts upon request.
92 Human
Resources
Employee
Benefits
Administration
M D 5,306,156 5,306,156 0 13.0 Yes
Formulates & implements
policies for administration of
benefit programs and
services that assist the
County in maintaining a
competitive compensation
package and that contribute
to the well-being of
employees and retirees.
93 Conflict
Defense
Conflict
Defense M D 5,000,000 0 5,000,000 0.0 No
Mandated legal
representation provided to
indigents by appointed
private attorneys on criminal
cases in which the Public
Defender has a conflict of
interest in representation.
94
EHSD - Aging
and Adult
Services
Adult Social
Services M D 4,648,801 4,630,942 17,859 33.4 No
Provides social worker
response to investigate
reports that older or
dependent adults are
exploited, neglected or
physically abused. Includes
allocated clerical and
administrative staff.
95
Employee/
Retiree
Benefits
Employee
Benefits M D 4,554,929 93,000 4,461,929 0.0 Yes
Funds PeopleSoft Project
(Payroll).
96 County
Administrator
Board Support
& Gen
Administration
M D 4,398,000 536,715 3,861,285 16.0 Yes
Coordinates and provides
policy support for the Board
of Supervisors; administers
County budget; administers
special programs; provides
administrative support and
oversight to departments in
carrying out their missions
by providing policy
guidance, inform
97 Animal
Services
Field
Enforcement M D 4,383,348 2,710,627 1,672,721 32.0 No
Enforces State laws and
County ordinances in the
unincorporated areas of the
County and within
incorporated cities that have
agreements with the
County.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 505
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
98 Public
Defender Administration M D 4,180,992 0 4,180,992 9.0 No
Provides management,
administrative support, and
oversight of all
Departmental functions.
99 District
Attorney Investigation M D 4,052,866 555,000 3,497,866 19.0 No
Investigates all types of
crime under the District
Attorney's jurisdiction,
locates and interviews
suspects and witnesses,
assists in grand jury
investigations, writes search
warrant affidavits, serves
search warrants, conducts
searches for fugitives,
conducts surveillance,
makes arrests and appears
and testifies as witnesses in
criminal and civil cases.
100
EHSD - Aging
and Adult
Services
Agency on
Aging Title
III/VII Grants
M D 4,041,154 3,878,718 162,436 7.0 No
Provides supportive social
services, congregate meals,
home delivered meals, in-
home services and elder
abuse prevention to over
19,500 seniors annually.
101
EHSD -
Workforce
Services
CalWORKs
Expanded
Subsidized
Employment
M D 3,937,393 3,937,393 0 12.1 No
Provides funds for wage,
non-wage and operational
costs for six-month job
placements for Welfare-to-
Work clients.
102 District
Attorney
Special
Prosecution M D 3,847,139 2,423,727 1,423,412 18.0 No
Attends the courts and
conducts on behalf of the
people all special
prosecutions, including
auto, real estate, and
worker's compensation
fraud; environmental crimes,
high-tech crimes, and family
violence crimes
103
Conservation
and
Development
Application &
Permit Center M D 3,438,703 3,438,703 0 27.0 No
Manage and help process
applications and permits.
104
Sheriff-
Coroner -
Custody
Services
Custody
Services
Admin
M D 3,322,072 28,121,477 (24,799,405) 17.0 No
Provides inmate
classification, training, and
other detention
management services.
Mandatory/Discretionary Program Listing – By Service and Level
506 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
105
Agriculture/
Weights &
Measures
Agricultural
Division M D 3,234,093 2,833,928 400,165 32.0 No
Provide enforcement of
State laws and County
ordinances in regard to
pesticide use and worker
safety regulations,
enforcement of quarantine
regulations, exotic pest
eradication and pest
management, organic
produce and quality
assurance programs
involving fruits, nuts,
vegetables, eggs, nursery
stock and seed. Assist the
public with pest
identification and control
techniques using
environmentally safe pest
management practices.
106
EHSD - Aging
and Adult
Services
GA
Assistance
Payments
M D 3,176,692 0 3,176,692 0.0 No
Provides cash assistance to
adults not eligible for state
or federal assistance.
107 District
Attorney Administration M D 3,054,186 108,000 2,946,186 10.0 No
Operations, fiscal,
personnel, procurement,
and facilities management,
and resource development
108 Assessor
Property Tax
Administration
Program
M D 3,052,351 3,052,351 0 0.0 No
Provides funding from the
State-County Property Tax
Administration Program to
be used to improve
operations and enhance
computer applications and
systems.
109 Auditor-
Controller Disbursements M D 2,917,006 1,804,986 1,112,020 23.0 Yes
Processes timely and
accurate payroll for all
County departments, most
fire districts, some special
districts, and some non-
county regional agencies.
Processes demands,
purchase orders, and
contracts.
110
Sheriff-
Coroner -
Field
Operations
Coroner M D 2,866,559 185,000 2,681,559 10.0 No
Determine the cause of
death, specifically in the
area of homicide, suicide,
accidental and unexplained
natural deaths. Coroner's
deputies are on duty 24
hours a day, 7 days per
week, and remove the
deceased from place of
death.
111 Public
Defender
Alternate
Defender
Office
M D 2,772,069 0 2,772,069 13.0 No
Provides effective
assistance of counsel for
qualifying adults and
juvenile clients for whom the
main office has declared a
conflict of interest.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 507
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
112
EHSD - Aging
and Adult
Services
Public
Authority M D 2,447,017 2,447,017 0 0.0 No
Provides registry and
referral services, screens
registry applicants, assists
IHSS recipients with hiring
IHSS provider. The
program also trains
providers and recipients and
serves as employer of
record for providers. NCC
for this special fund is
provided through In Home
Supportive Serivces.
113 Auditor-
Controller
Administration
/ Systems M D 2,385,486 645,723 1,739,763 8.5 Yes
Provides general
management of financial
information and accounts of
all departments, districts,
and other agencies
governed by the Board of
Supervisors. Provides
employee development,
personnel, payroll, and
fiscal administration.
Provides systems
development and support
and secretarial support.
114 Assessor Business M D 2,030,654 213,692 1,816,962 12.0 No
Unsecured property
appraisal mandated by R&T
Code Sections 2901-
2928.1.
115
HSD -
Detention
Facilities
Detention
Facility MH
Services
M D 1,939,412 56,492 1,882,920 14.6 No
Provides assistance to
Sheriff's Department in
identification and
management of mentally ill
in the main County
detention facility.
116 Auditor-
Controller
Property
Tax/Special
Accounting
M D 1,916,524 1,908,928 7,596 11.5 Yes
Builds the countywide tax
roll and allocates and
accounts for property tax
apportionment and
assessments. Assists in
preparing the budget
documents for the County
and special districts,
including monitoring
expenditures for budget
compliance. Additionally,
the Division assists in
administering the Tax and
Revenue Anticipation Notes
and other bond programs
that greatly enhance the
County's financial status.
The Division also is
responsible for a variety of
governmental fiscal reports.
117
EHSD -
Workforce
Services
Mental Health/
Substance
Abuse
M D 1,839,952 1,839,952 0 0.0 No
Provides CalWORKs case
management and treatment
services for mental health
and substance abuse.
Mandatory/Discretionary Program Listing – By Service and Level
508 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
118
Sheriff -
Coroner -
Support
Services
Sheriff's
Recruiting M D 1,813,211 8,000 1,805,211 10.0 No
Responsible for
employment services
including recruiting,
background investigations,
and hiring, examining the
status of operations and
procedures within the office
as a whole, changes to the
Policies and Procedure
Manual, providing
m,mbackground
information.
119
HSD -
Detention
Facilities
Juvenile Hall
Medical
Services
M D 1,762,412 1,453,848 308,564 10.4 No
Provides primary care
medical services to inmates
at Juvenile Hall.
Expenditures are
transferred to the Probation
Department.
120 County
Counsel
Risk Mgt/Tort
Unit M D 1,746,716 1,746,716 0 10.0 Yes
Defends the County in tort,
employment and civil rights
actions in State and Federal
court and monitors outside
litigation counsel. Services
are reimbursed by General
Liability Trust Fund.
121
Conservation
and
Development
Transportation
Planning M D 1,683,704 1,683,704 0 6.0 No
Develop an effective
transportation network
throughout the county by
planning for roads and other
types of transportation
systems on countywide
corridors and with local and
neighborhood areas.
Administer programs related
to Growth Management,
Congestion Management
and trip reduction. Provide
staff support for other
County efforts requiring
transportation planning
resources. Staff support or
participation in over 10
committees including the
Board's Transportation,
Infrastructure and Water
Committee is required.
122
Conservation
and
Development
Administration M D 1,579,984 1,579,984 0 2.0 No
The legislative body shall by
ordinance assign the
functions of the planning
agency to a planning
department, one or more
planning commissions,
administrative bodies or
hearing officers, the
legislative body itself, or any
combination thereof, as it
deems appropriate and
necessary.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 509
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
123 District
Attorney AB 109 M D 1,560,751 1,642,926 (82,175) 9.0 No
Public Safety Realignment
Act which transfers
responsibility for supervising
specific low-level inmates
and parolees from CDCR to
counties, including parole
revocation proceedings.
124 County
Administrator
Labor
Relations M D 1,520,222 522,082 998,140 7.0 Yes
Administers County's labor
management relations
programs including the
collective bargaining
process, grievance
investigation, training and
counseling.
125 Public
Defender Investigations M D 1,512,701 0 1,512,701 11.8 No
Conducts defense
investigations of adult
criminal and juvenile cases
as needed to ensure
effective representation of
all clients.
126 Public
Defender AB 109 M D 1,499,552 1,499,552 0 8.5 No
Provides support and
services to reduce
recidivism for low level
felony offenders; furthers
the goals of AB109.
127 Human
Resources Administration M D 1,469,707 1,719,608 (249,901) 5.0 Yes
Develops, administers and
maintains merit and exempt
employment systems.
128
Conservation
and
Development
Code
Enforcement M D 1,466,573 1,466,573 0 11.0 No
Respond to building and
zoning complaints, perform
on-site investigations, abate
hazards, and perform
inspections.
129 Assessor Administrative
Services M D 1,438,929 142,461 1,296,468 7.0 No
Functions of Assessor are
mandated. Duties of
Assessor's Office, however,
may be consolidated with
Treasurer, or Recorder, or
Clerk and Recorder.
130
Conservation
and
Development
Conservation/
Solid Waste M D 1,434,899 1,434,899 0 5.0 No
Administer the Solid Waste
Management and Waste
Recycling programs and
provide technical services
related to sanitary landfills,
and other environmental
issues. Participation in 2
solid waste partnerships
and other solid waste,
recycling programs must be
supported.
131
Agriculture/W
eights &
Measures
Administration M D 1,374,178 0 1,374,178 4.0 No
Provides direction and
financial control, develop
and implement policies and
procedures in support of the
operations of the
department.
132 Employee/Reti
ree Benefits
Retiree Health
Benefits M D 1,353,467 300,000 1,053,467 0.0 Yes
Retiree health costs for
Court employees not paid
for by the State as well as
for former employees retired
from defunct departments.
Mandatory/Discretionary Program Listing – By Service and Level
510 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
133 Treasurer -
Tax Collector Treasurer M D 1,303,892 49,900 1,253,992 6.6 No
Provides for the
safekeeping of funds for the
County, 18 School Districts,
a Community College
District, a Board of
Education, and 21 Voluntary
Special Districts.
Administers a
comprehensive investment
program for the County and
districts to ensure maximum
yield on investments.
134 Auditor-
Controller
General
Accounting M D 1,193,552 881,351 312,201 7.0 Yes
Manages the countywide
Financial System and
process various types of
fiscal information for County
departments, special
districts, and other non-
county agencies. Maintains
the general ledger.
Enforces accounting
policies, procedures, and
processes and ensures
financial reporting in
accordance with County
policies and state, and
federal guidelines.
Reconciles fixed asset
activity to County inventory.
135
Agriculture/
Weights &
Measures
Weights &
Measures M D 1,148,421 867,043 281,378 9.0 No
Provide assurance of fair
business practices by
performing inspection of all
point-of-sale systems
(scanners) used in
commercial transactions.
Provide regulatory services
to ensure commercial sales
are made in compliance
with State laws. Provide
protection for consumers by
enforcing State laws
designed to prevent
deceptive packaging and
ensure accurate units of
measure. Inspect
Weighmasters for
compliance with State law.
Administer exams to for
licensing of device service
agents.
136 Central
Support
Clerk of the
Board M D 1,069,500 99,500 970,000 8.0 Yes
Provides staff support to the
Board of Supervisors by
recording and compiling the
actions of the Board taken
in open session; maintaining
the official records;
preparing the weekly
agenda and summary; and
maintaining a roster of
various Boards and Commit
137 Public Works Purchasing M D 1,067,588 442,588 625,000 6.0 Yes Purchasing services for all
County departments.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 511
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
138
EHSD -
Workforce
Services
CalWORKs
Cal-Learn M D 1,003,007 1,003,007 0 4.0 No
Provides eligibility
determination and related
service costs of providing
intensive case
management, supportive
services and fiscal
incentives/disincentives to
eligible teen recipients who
are pregnant or parenting
and participating in the Cal-
Learn Program.
139
EHSD -
Children and
Family
Services
Independent
Living Skills M D 836,417 836,417 0 6.0 No
Provides individual and
group support services,
including practical skill
building for current and
former foster youth that are
eligible for federal foster
care funds when
transitioning out of the foster
care system.
140 Auditor-
Controller Internal Audit M D 813,887 485,467 328,420 6.0 No
Develops and executes
audit programs for the
examination, verification,
and analysis of financial
records, procedures, and
internal controls of the
County departments.
Produces the
Comprehensive Annual
Financial Report.
141 District
Attorney
Victim/
Witness
Advocacy
M D 754,210 809,447 (55,237) 9.5 No
Victim liaison providing
assistance in obtaining
protective orders and
restitution, advice to the
Bench on bail levels, and
victim advocacy
142 Public Works
County
Drainage
Maintenance
M D 744,000 44,000 700,000 0.0 No
Drainage maintenance for
County owned drainage
facilities.
143 Public Works Resource
Recovery M D 494,132 494,132 0 0.0 Yes
Recycling services for
County departments.
144 EHSD - Zero
Tolerance
Special
Revenue
Fund
M D 357,382 357,382 0 2.0 No
Provides oversight and
coordination of domestic
violence programs.
Supported by recording fees
authorized by State law (SB
968)
145 District
Attorney
Public
Administrator M D 293,406 200,000 93,406 2.0 No
As ordered by the court
where the decedent had no
known will or heirs, or had
not appointed an executor,
investigates cases to locate
a will, heirs or relatives; if
none, continues to locate
and protect assets,
arranges for burial, and
administers estate
Mandatory/Discretionary Program Listing – By Service and Level
512 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
146 District
Attorney
Public
Assistance
Fraud
M D 267,802 414,000 (146,198) 1.0 No
Works with personnel from
various social service
agencies to detect,
investigate and successfully
prosecute individuals who
attempt to defraud various
public assistance programs.
147
Conservation
and
Development
Advance
Planning M D 243,342 243,342 0 1.0 No
Develop and maintain long-
range policy planning
processes through the
County General Plan to
anticipate and respond to
changes in new legal
mandates and local
priorities.
148 Superior Court Dispute
Resolution M D 243,000 243,000 0 0.0 No
Provides for local dispute
resolution services including
small claims, guardianship,
and unlawful detainer/civil
harassment mediation, as
an alternative to formal
court proceedings.
149 Animal
Services
Animal
Licensing M D 176,980 176,980 0 1.0 No
Licensing program for dogs
throughout the County to
assist in identification of lost
animals and control of
rabies.
150 Superior Court Civil Grand
Jury M D 155,500 0 155,500 0.0 No
An investigative body which
examines County accounts,
and inquiries into any
alleged misconduct in office
or public officials. It may
also inquire into all public
offenses committed within
the county, conduct
confidential investigations,
and bring indictments when
deemed appropriate.
151
Conservation
and
Development
Fish and
Game
Protection
M D 136,150 136,150 0 0.0 No
Provide programs from fines
levied for violation of the
California Fish and Game
Code. Funds are restricted
to the propagation and
conservation of fish and
game in the County.
152 Treasurer -
Tax Collector
Business
License M D 129,409 124,450 4,959 1.2 No
Chapter 64-14.202 Purpose
and authority: The purpose
of this chapter is to
effectuate Revenue and
Taxation Code Section 7284
(CH 466, Stats. 1990; Cal.
Const. Art. IV, § 8(c)(2)) in
order to levy a business
license tax in the
unincorporated area of the
county. (Ord. 91-35 § 1).
State law permits the levy of
such tax.
153
Probation -
Probation
Programs
Training M D 99,567 151,580 (52,013) 3.0 Yes
State required and
approved training for
Probation staff. (PC 6035)
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 513
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
154 Superior Court Criminal
Grand Jury M D 88,000 0 88,000 0.0 No
Examine evidence
presented by the District
Attorney and return criminal
indictments directly to the
Superior Court.
155 Central
Support Merit Board M D 87,959 30,959 57,000 0.5 Yes
Hears and makes
determinations on appeals
of employees and oversees
merit system to ensure that
merit principles are upheld.
156
Conservation
and
Development
Clean Water M D 25,000 25,000 0 0.0 No
Inspection services for
development projects
requiring compliance with
Clean Water regulations.
157
Conservation
and
Development
Multi-Year
Special
Projects
M D 0 0 0 0.0 No
Inspection services for large
projects where fees
received are used to cover
multiple service years.
158
General
Purpose
Revenue
General
County
Revenues
M D 0 384,880,000 (384,880,000)0.0 No
Receives revenues which
are not attributable to a
specific County services
and which are available for
County General Fund
expenditures.
159 Clerk –
Recorder
Recorder
Micro/Mod/VR
IP/
Redaction/ER
DS
(Dedicated
funds)
M/D M 11,040,581 11,040,581 0 12.0 No
Provides support,
improvement and full
operation of a modernized
recording system including
infrastructure, technology,
equipment and staff to
efficiently process, organize,
and maintain official
documents and records in
the Clerk-Recorder Division
for easy location and
retrieval by public and other
County users. Maintains
and improves vital records,
redacts Social Security
Numbers from public
documents and sets up and
maintains an electronic
recording program.
160 HSD - Public
Health
Family,
Maternal &
Child Health
M/D D 9,067,075 6,894,121 2,172,954 71.5 No
Promotes health and
welfare of families and
children.
161 HSD - Public
Health
Communicabl
e Disease
Control
M/D D 8,555,899 5,472,880 3,083,019 44.6 No
Identification, investigation
and treatment of persons
who have communicable
disease or who have been
exposed or are at risk for a
communicable disease.
162 HSD - Public
Health
AIDS/HIV and
STD Program M/D D 4,002,572 3,268,573 733,999 30.4 No
Provides access to care,
monitoring and surveillance,
community education and
prevention services
163
HSD - Contra
Costa Health
Plan
Medi-Cal
Seniors and
Persons with
Disabilities
Members
D M 150,926,258 150,926,258 0 0.0 No
Serves County residents
enrolled in Contra Costa
Health Plan who are seniors
or persons with a disability
that qualify for Medi-Cal.
Mandatory/Discretionary Program Listing – By Service and Level
514 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
164
HSD -
Community
Health Plan
Commercial
Groups,
including
Basic Health
Care
D M 61,759,186 61,759,186 0 0.0 No
Serves county residents
enrolled in CCHP whose
premiums are paid by
themselves or their
employers. Includes those
who qualify for Medicare
coverage. BHC: serves
medically indigent County
residents where house-hold
income is 300% of the
Federal Poverty Level or
less, whose medical care is
managed by CCHP.
Includes Health Care for
Indigent eligibles.
165 Debt Service
Retirement/U
AAL Bond
Fund
D M 36,917,526 36,917,526 0 0.0 Yes
To accumulate and payout
the principal and interest
costs for the Pension
Obligation bond for
employee retirement
liabilities, covering the
general County group of
funds including the General,
Library and Land
Development Funds. The
bond obligation rate is
adjusted each year to take
into account the prior year’s
variances in operational
costs and recovery.
166 Public Works Other Special
Rev. Funds D M 26,624,303 26,624,303 0 0.0 No
Use based on special
revenue agreements.
167
EHSD -
Community
Services
Child
Development D M 23,310,612 23,310,612 0 99.0 No
State-funded general
childcare program serving
1,315 children in 12 centers
with 43 classrooms and six
partner agencies throughout
the County. Include
childcare services to
families who receive Child
Protective Services, children
at risk of abuse and neglect,
children with special needs,
low-income families, and
current and former
CalWORKs participants.
168
Sheriff-
Coroner -
Field
Operations
Cities/Districts
Contracts D M 22,375,113 22,375,113 0 98.0 No
Contract city law
enforcement services
provided in the cities of
Danville, Lafayette, Oakley,
and Orinda; and to AC
transit and Diablo.
169
EHSD -
Community
Services
Head Start D M 20,675,931 20,675,931 0 92.5 No
Federally-funded childcare
services that provide part-
day and full-day educational
and comprehensive
services for children ages 3-
5, serving 1,571 income
eligible and disabled
children and families.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 515
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
170
HSD -
Community
Health Plan
In-Home
Supportive
Services
D M 10,284,048 6,547,760 3,736,288 0.0 No
Serves county residents
enrolled in CCHP whose
premiums are paid by either
themselves or their
employers. Also includes
those who qualify for
Medicare coverage. BHC:
Serves medically indigent
County residents where
household income is 300%
of the Federal Poverty Level
or less, whose medical care
is managed by CCHP.
Includes Health Care for
Indigent eligibles.
171
EHSD -
Community
Services
Child Start D M 7,749,772 7,749,772 0 69.0 No
Combines Head Start, Early
Head Start, and Child
Development funds to
provide full-day, full-year
childcare for 715 children of
low-income working
parents.
172
Probation -
Juvenile
Facilities
Orin Allen
Youth
Rehabilitation
D M 7,206,115 7,366,385 (160,270) 41.0 No
Correctional facility
providing 100 beds for
seriously delinquent boys
committed by the courts.
Approximately 225 juveniles
are committed annually for
an average stay of six
months. (W&I 880)
173
HSD -
Ambulance
Services
Areas
Zone B D M 5,284,356 5,284,356 0 8.0 No
Provides funds for pre-
hospital care coordinators,
EMS data analyst, EMS first
responder equipment,
communications equipment,
hazardous materials
charges and ambulance
services.
174
EHSD -
Community
Services
Early Head
Start D M 5,106,942 5,106,942 0 5.0 No
Federally-funded childcare
program for infants and
toddlers ages 0-3, serving
311 income eligible and
disabled infants and
toddlers and their families.
175
Sheriff -
Coroner -
Contract
Services
Facility
Security
Contracts
D M 14,311,355 14,311,355 0 42.0 No
Contract facility security
services for the Health
Services Department and
the Employment and
Human Services
Department.
176
Conservation
and
Development
HUD Block
Grant D M 4,342,168 4,342,168 0 0.0 No
CDBG provides annual
direct grants that can be
used to revitalize
neighborhoods, expand
affordable housing and
economic opportunities,
and/or improve community
facilities and services,
principally to benefit low-
and moderate-income
persons.
Mandatory/Discretionary Program Listing – By Service and Level
516 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
177
Sheriff-
Coroner -
Special Funds
Central ID
Bureau D M 4,247,100 4,247,100 0 0.0 No
Provides for operation of the
Alameda-Contra Costa
fingerprint database (which
is a component of the state-
wide database) Automated
Fingerprint Identification
System (AFIS) and
Livescans in place in county
law enforcement agencies.
178
EHSD -
Community
Services
Community
Action D M 3,218,421 3,075,240 143,181 26.0 No
Community Action programs
help low-income families
achieve self-sufficiency and
support activities that can
achieve measurable
outcomes in improving
educational capability,
literacy skills, housing
attainment, income
enhancement, and disaster
preparedness.
179
Sheriff-
Coroner -
Special Funds
Inmate
Welfare
Summary
D M 2,937,972 2,937,972 0 6.0 No
Provides for the revenues
associated primarily with
detention commissary and
commission from detention
pay telephones. Funds are
restricted to funding
educational opportunities for
inmates and enhancing
inmate welfare.
180
Justice
Systems
Planning
Automated ID
& Warrant D M 2,804,252 2,804,252 0 0.0 No
Special fund to finance a
Countywide warrant system
and to replace and enhance
the automated fingerprint
identification equipment.
181 Debt Service
Retirement
Litigation
Settlement
Debt Service
D M 2,759,911 2,759,911 0 0.0 Yes
To provide funding for the
Retirement Litigation debt
services repayment
schedule, which resulted
from a court case requiring
the County to pay $28.1
million over a period of
approximately 20 years
(ending February 2024).
182
EHSD -
Children and
Family
Services
Adoptions D M 2,686,134 2,681,538 4,596 18.5 No
Provides adoption services
to children who are free for
adoption under the Civil
Code and Welfare &
Institutions Code. It also
provides services, on a fee
basis, for stepparent
adoptions.
183
EHSD -
Community
Services
Housing &
Energy D M 2,276,525 2,260,918 15,607 6.0 No
Federally-funded program
that provides utility bill
payment assistance, energy
education, and
weatherization services to
approximately 4,269 low-
income residents of the
County.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 517
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
184 Superior Court
Family Law
Center - Debt
Service
D M 2,087,030 2,087,030 0 0.0 Yes
Provides for the Superior
Court's share of the annual
debt service payment
obligations for the Family
Law Center.
185 Public Works Area of
Benefit Fees D M 2,037,200 2,037,200 0 0.0 No
Fees on development for
future road projects.
186 Superior Court Courthouse
Construction D M 2,009,173 2,009,173 0 0.0 Yes
Special fund created for
penalty assessments levied
on court fines for the
purpose of courthouse
construction.
187 Superior Court
Criminal
Justice
Facility
Construction
D M 1,670,647 1,670,647 0 0.0 Yes
Special fund created for
penalty assessments levied
on court fines for the
purpose of criminal justice
facility construction,
systems development and
operations.
188
Conservation
and
Development
Private
Activity Bond D M 1,521,051 1,521,051 0 0.0 No
Bond revenue received from
single and multiple family
housing programs that is
used primarily to fund
program staff costs and
finance property acquisition
related to affordable
housing and economic
development projects.
189
EHSD -
Children and
Family
Services
Family
Preservation
Program
D M 1,457,611 1,396,939 60,672 0.0 No
Provides intensive social
work services to children
and families when the child
is at risk of out-of-home
placement.
190
Probation -
Probation
Programs
School
Probation
Officers
D M 1,225,908 1,518,236 (292,328) 9.0 No
Case management services
for juveniles referred by
school districts as well as
those on active probation.
191
EHSD -
Children and
Family
Services
Foster Home
Licensing D M 1,185,114 1,133,301 51,813 4.9 No
Processes applications for
county foster home licenses
and provides support
services to licensed foster
care parents.
192
EHSD -
Community
Services
Child Nutrition D M 1,090,823 1,090,823 0 12.0 No
Nutritional counseling for
families and meal services
for low-income and disabled
children serving
approximately 1,261
children and families and
delivers approximately
451,163 meals..
193
Conservation
and
Development
HUD
Neighborhood
Preservation
D M 1,076,000 1,076,000 0 0.0 No
Grants from HUD's
Community Development
Block Grant program,
expended for the purpose of
funding the Housing
Rehabilitation and
Neighborhood Preservation
Program loans and program
administration.
194
Justice
Systems
Planning
Vehicle Theft
Program D M 930,000 930,000 0 0.0 No
Provides local funding
programs relating to vehicle
theft crimes.
Mandatory/Discretionary Program Listing – By Service and Level
518 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
195
HSD -
Emergency
Medical
Services
Physicians D M 845,042 845,042 0 0.0 No
Payments to physicians for
emergency services to
indigents.
196
HSD - Major
Risk Medical
Insurance
Major Risk
Medical
Insurance
D M 800,000 800,000 0 0.0 No
Provides services to County
residents who qualify for the
Access for Infants and
Mothers program and the
Major Risk Medical
Insurance Program
(MRMIB). CCHP is a
contracted health plan
carrier for these programs,
which are administered by
the State.
197
Probation -
Probation
Programs
Community
Probation D M 789,414 1,138,677 (349,263) 6.0 No
Partners deputy probation
officers with eight police
jurisdictions to provide
intensive supervision to
high-risk youth.
198
Probation -
Probation
Programs
Youthful
Offender
Treatment
Program
D M 708,311 300,000 408,311 5.0 No
Aftercare supervision for
institution commitment
treatment program for male
youthful offenders.
199
Sheriff-
Coroner -
Special Funds
Supplemental
Law
Enforcement
Services
Funds
D M 585,634 585,634 0 0.0 No
Pursuant to Government
Code 30061-30063, the
State supplements
otherwise available funding
for local public safety
services. These funds are
used for jail operations and
enhancement of Patrol
Division services.
200
EHSD - Aging
and Adult
Services
Senior
Community
Service
Employment
Program
D M 543,406 543,406 0 0.0 No
Provides Seniors with low
employment prospects
subsidized employment with
Community Service
Agencies, non-profits or
Government Agencies.
Enrollment prority for those
Most in Need: Veterans, 65
or older, the disabled,
seniors with limited English
proficiency or low literacy
skills and those at risk of
homelessness.
201
EHSD -
Workforce
Development
Board
WIA Small
Business Dev D M 500,000 500,000 0 1.0 No
Provides training,
counseling, and technical
assistance to small
businesses and startups to
support economic
development and stimulate
job growth in Contra Costa
County and the region.
202
Probation -
Probation
Programs
Domestic
Violence D M 496,977 2,000 494,977 6.0 No
Intensive supervision of
felony/misdemeanor cases
that may involve court-
ordered participation in a 52
week batterer's program.
All batterer's programs are
mandated to be certified by
the Probation Department.
(PC 1203.097)
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 519
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
203
HSD -
Emergency
Medical
Services
Hospitals D M 364,241 364,241 0 0.0 No
Payments to hospitals for
emergency room care
provided to indigents.
204
EHSD - Aging
and Adult
Services
Agency on
Aging HICAP D M 338,857 338,857 0 2.0 No
Health Insurance
Counseling and Advocacy
Program provides health
insurance counseling and
community education
services to over 8,200
individuals.
205
EHSD -
Children and
Family
Services
Child Abuse
Prevention D M 319,185 287,267 31,918 0.0 No
Provides child abuse
prevention services
authorized by AB 1733;
supports the Zero Tolerance
for Domestic Violence
implementation plan.
206
Probation -
Probation
Programs
Office of
Traffic Safety
DUI Program
D M 309,063 280,000 29,063 2.0 No
California Office of Traffic
Safety provides grant
funding for intensified
supervision of felony drunk
drivers. The grant does not
cover indirect costs.
207
Justice
Systems
Planning
DNA
Identification D M 285,000 285,000 0 0.0 No
Provides for the collection of
DNA specimens, samples
and print impressions.
208
Probation -
Juvenile
Facilities
Youthful
Offender
Treatment
Program
D M 282,319 3,208,367 (2,926,048) 1.0 No
Specific commitment
treatment program for male
youthful offenders utilizing
cognitive/evidence-based
practices. The program
encompasses a specialized
living unit for participants
who are in custody.
209
HSD -
Emergency
Medical
Services
Emergency
Medical
Services
D M 247,687 247,687 0 0.0 No
Reimbursement for County
operated Emergency
Medical Services program.
210
Sheriff-
Coroner -
Field
Operations
Special
Investigations D M 240,421 230,000 10,421 1.0 No
Provides Investigation
services to the District
Attorney's Office.
211
HSD -
Ambulance
Services
Areas
Zone A D M 227,645 227,645 0 0.0 No
Funds EMS first responder
medical and communication
equipment, supplies, and
training of medical
dispatchers.
212
Probation -
Probation
Programs
Vehicle Theft
(Adult) D M 192,187 180,967 11,220 1.0 No
Cooperative program
among the California
Highway Patrol, Sheriff,
District Attorney and
Probation depts. Provides
close supervision to a
caseload of auto thieves
placed on felony probation.
This program is partially
funded by the State via
vehicle license fees.
213
Probation -
Probation
Programs
Drug
Enforcement D M 170,321 0 170,321 1.0 No
Intensive monitoring of drug
usage and supervision of 75
offenders annually.
Mandatory/Discretionary Program Listing – By Service and Level
520 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
214
Sheriff-
Coroner -
Field
Operations
Avoid the 25 D M 161,172 120,000 41,172 0.0 No
Avoid the 25 is a grant
sponsored by the State of
California to fight DUIs on
County roadways.
215
Conservation
and
Development
Used Oil
Recycling
Grant
D M 160,000 160,000 0 0.0 No
Used Oil Block Grant funds
to help establish or enhance
permanent, sustainable
used oil recycling programs.
216
Conservation
and
Development
Affordable
Housing D M 130,000 130,000 0 0.0 No
Mortgage payments on
loans made from federal
affordable housing program.
Funds are reimbursed to the
affordable housing program
and used to provide
financial assistance for
additional affordable
housing and economic
development. These
projects include the North
Richmond Senior Housing
Project and commercial
center and land acquisition
in the Pleasant Hill BART
Redevelopment Area.
217
EHSD -
Community
Services
Childcare
Enterprise D M 74,089 74,089 0 0.0 No
Childcare enterprise
provides childcare at below
market rates to families who
do not qualify for subsidized
Head Start or Child
Development programs due
to higher family income.
218
HSD -
Emergency
Medical
Services
Pediatric
Trauma
Centers
D M 73,499 73,499 0 0.0 No
Reimbursement to
physicians and hospitals for
uncompensated services
provided at pediatric trauma
centers.
219
Sheriff-
Coroner -
Special Funds
Narcotic
Forfeiture D M 63,825 63,825 0 0.0 No
Within the Investigation
Division, Asset Forfeiture
provides the necessary
support for tracking the
assets of persons involved
in narcotics crimes in
addition to ongoing
narcotics enforcement
efforts, to maximize forfeited
assets, and to augment
traditional investigations.
220 Human
Resources
Employee
Child Care D M 46,586 46,586 0 0.0 No
Board mandate & must
follow IRS regs. Provides
for the funding and
development of child care
programs for employees.
Funded by benefit admin
fee and forfeited Dependent
Care Assistance Program
monies.
221 Debt Service Debt Service D M 0 0 0 0.0 Yes
Allows County to issue
notes, permitting it to borrow
money in order to meet
short term cash flow
deficiencies, pending receipt
of taxes and revenues.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 521
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
222 Debt Service
County/State
West Contra
Costa
Healthcare
District
(WCCHCD)
D M 0 0 0 0.0 Yes
To account for the West
Contra Costa Healthcare
District's allocation of
property tax revenue.
223 Debt Service
Notes and
Warrants
Interest
D M 0 0 0 0.0 Yes
To budget for the interest
and administrative costs
associated with Teeter Plan
borrowing program and
other funding sources.
224 Public Works Facilities
Maintenance D D 95,454,588 95,137,588 317,000 174.0 Yes
General maintenance and
repairs of County buildings
& facilities.
225
Sheriff-
Coroner -
Administration
Central
Administration D D 18,467,312 1,371,480 17,095,832 36.0 No
Comprised of the Sheriff's
executive, fiscal, and
personnel units which
provide centralized
administrative oversight of
the Office of the Sheriff.
226 Library
Library-
Community
Services
D D 16,461,310 16,461,310 0 120.8 No
Includes the provision of
community library services
through 26 County Library
facilities. These services
include materials
collections, public services,
and programs that are
tailored for each community.
227 Public Works Fleet
Services/ D D 15,393,802 15,393,802 0 17.0 Yes
Maintenance, repair, and
vehicle acquisition for
County departments & fire
district.
228 Public Works
General
County
Building
Occupancy
D D 14,214,254 139,254 14,075,000 0.0 Yes
General funded building and
grounds maintenance. This
program area includes fixed
costs for expenses related
to utilities, taxes, debt
service, building insurance,
custodial contracts,
common area maintenance,
rents, and elevator
maintenance.
229
HSD -
Hospital &
Ambulatory
Care
Hospital
Capital
Project
D D 14,048,118 14,048,118 0 0.0 No
Debt services principal
payments, and acquisition
of new and replacement
capital equipment.
230 HSD - Public
Health
Public Health
Clinical
Services
D D 13,757,437 8,232,387 5,525,050 83.4 No
Provides full scope pediatric
clinics, women's health and
family planning, sexually
transmitted disease clinics,
occupational health clinics,
immunization clinics, public
health nursing visits to new
babies and mothers, and
health care for the
homeless.
231
HSD -
Hospital &
Ambulatory
Care
Administrative
Services D D 12,212,460 0 12,212,460 120.0 Yes
Provides centralized
Department-wide
administrative support to all
Health Services divisions,
e.g. IT, Payroll, Personnel.
Mandatory/Discretionary Program Listing – By Service and Level
522 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
232 HSD - Mental
Health
Support
Services D D 11,526,372 11,526,372 0 54.5 No
Provides personnel
administration, contract
negotiation, program
planning and development,
monitoring service delivery
and quality assurance, and
interagency coordination.
233 Capital
Improvements
Facilities
Lifecycle
Improvement
Summary
D D 10,750,000 750,000 10,000,000 0.0 Yes
Addresses deferred facilities
maintenance and capital
renewal in accordance with
the Real Estate Asset
Management program
(RAMP).
234
Department of
Information
Technology
Telecom-
munications D D 8,957,344 8,862,344 95,000 20.0 Yes
Responsible for planning,
operating, maintaining, and
managing the County's
communication systems
including radio, telephone,
voice mail and microwave.
235 Contingency
Reserve
Contingency
Reserve D D 7,671,955 0 7,671,955 0.0 Yes
Provide funding for
unforeseen emergencies or
unanticipated new
expenditures occurring
during the fiscal year, which
have no other funding
source.
236 HSD - Public
Health
PH
Administration
&
Management
D D 6,900,619 5,036,350 1,864,269 34.1 Yes Provides program oversight.
237
Sheriff -
Coroner -
Support
Services
Information
Services D D 5,755,678 276,000 5,479,678 17.0 No
Provides communication
and programming for
networks, jail management,
communication system and
ARIES.
238
Department of
Information
Technology
Systems and
Programming D D 5,077,887 5,077,887 0 21.6 Yes
Provides information
application services to
Depts via consultation;
proposes solutions to meet
business goals and
incorporating technology
solutions by designing,
implementing and
maintaining departmental
systems.
239 EHSD -
Administration Administration D D 5,008,689 4,679,850 328,839 193.0 Yes
Provides administrative
support to all areas of the
Department
240 Capital
Improvements
Plant
Acquisition D D 5,000,000 0 5,000,000 0.0 Yes
Majority of projects
appropriated by mid-year
adjustments. Used to plan,
design and construct
various repair, improvement
and construction projects for
County facilities using in-
house staff, consultants and
contractors.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 523
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
241 Library Administration D D 4,999,255 4,999,255 0 19.3 No
Provides administrative,
shipping, and volunteer
services management while
organizing and directing the
operation of the County
Library.
242 County
Administrator AB109 D D 4,967,000 4,967,000 0 1.0 No
Administers the AB 109
State Realignment
allocation from the State to
provide for the reentry and
reintegration of the formerly
incarcerated, including
administrative oversight and
data evaluation.
243 Public Works Print and Mail
Services D D 4,958,027 4,958,027 0 20.0 Yes
Copy, printing, and mail
services for County
departments.
244 Library Support
Services D D 4,634,126 4,634,126 0 27.2 No
Support Services includes
automation, Virtual Library,
circulation, technical
services, and collection
management.
245
Department of
Information
Technology
Operations D D 4,477,435 4,482,139 (4,704) 9.6 Yes
Responsible for County's
Central Data Center that
houses the IBM mainframe,
AS/400's, RS/6000's, Sun
and IBM UNIX servers and
customer owned servers.
Performs database
administration duties in
support of Oracle, Informix,
and IDMS data
management systems.
Manages County's off-site
disaster recovery resources.
246
Sheriff-
Coroner -
Custody
Services
Detention
Transportation D D 4,246,125 3,500 4,242,625 20.0 No
Provides inmate
transportation between
detention facilities and the
Courts.
247
Conservation
and
Development
Business and
Information
Services
D D 4,103,142 4,103,142 0 23.0 No
Manage the department’s
cost recovery efforts to
ensure program revenues
cover operating costs and
other fiscal and budget
services. Provide
purchasing and personnel
services. Provide
Geographic Information
System support and
development, including
mapping services. Manage
countywide demographic
and Census data. Manage
land use application and
permit tracking electronic
data and department
computer services. Provide
administrative policy and
procedure guidance for the
department. Respond to
data requests for
demographic information
and public records act.
Mandatory/Discretionary Program Listing – By Service and Level
524 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
248
HSD - Alcohol
and Other
Drugs
Residential
Services
Program
D D 3,968,417 3,818,287 150,130 17.0 No
Provides recovery services
for men, women, women
and their children, and
adolescents, and
detoxification for adults.
249 Public Works Airport D D 3,941,669 3,941,669 0 17.0 No
Operation and capital
development of airports.
250
Sheriff-
Coroner -
Field
Operations
Marine Patrol D D 3,939,743 1,168,620 2,771,123 12.0 No
Responsible for patrol of the
navigable waterways within
the County and enforcement
of all applicable laws.
251
Conservation
and
Development
HUD Home
Block Grants D D 3,922,913 3,922,913 0 0.0 No
Grants for the acquisition,
rehabilitation or new
construction of housing for
rent or ownership, tenant-
based rental assistance,
and assistance to
homebuyers. Funds may
also be used for the
development of non-luxury
housing, such as site
acquisition, site
improvements, demolition
and relocation.
252 Probation
Community
Corrections
Performance
Incentives
Fund
D D 3,677,015 3,677,015 0 0.0 No
Provides revenue realized
by the California
Department of Corrections
and Rehabilitation to be
used for evidence-based
probation supervision
activities.
253
Department of
Information
Technology
Wide-Area-
Network
Services
D D 3,578,193 3,581,160 (2,967) 5.8 Yes
Insures on-going support
and maintenance of the
County's Wide-Area-
Network (WAN)
Infrastructure.
254
Conservation
and
Development
Service
Contracts/Sat
ellite
Locations
D D 3,564,500 3,564,500 0 4.0 No
Inspection services to
various contract cities and
remote locations within the
unincorporated county.
255
HSD - Alcohol
and Other
Drugs
Narcotic
Treatment
Program
D D 3,552,816 3,552,816 0 0.0 No
Provides outpatient
methadone maintenance for
opiate dependent adults,
especially those persons at
risk of HIV infection through
IV drug use.
256 EHSD - Zero
Tolerance General Fund D D 3,359,809 2,031,562 1,328,247 0.0 No
Coordinated Services
designed to reduce
domestic and family
violence and elder abuse.
257
HSD - Alcohol
and Other
Drugs
Special
Programs D D 3,232,553 3,232,553 0 0.0 No
Time-limited federal and
State special initiatives and
demonstration projects.
258 Probation
Supplemental
Law
Enforcement
Services Fund
D D 3,158,420 3,158,420 0 0.0 No
Provides state resources
from the Juvenile Justice
Crime Prevention Act of
2000 to support juvenile
prevention initiatives.
259
HSD - Contra
Costa Health
Plan
Charges from
Other County
Depts
D D 2,997,115 2,997,115 0 0.0 No
Provides centralized
charges to Health Services
Department from other
County departments, e.g.
GSD.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 525
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
260
Sheriff -
Coroner -
Support
Services
CAL-ID D D 2,899,001 2,899,001 0 12.0 No
Operates a computerized
system for the identification
of fingerprints.
261
Justice
Systems
Planning
Law & Justice
System Dev D D 2,785,944 387,579 2,398,365 3.0 Yes
Develops and installs
automated info systems for
justice departments.
262
Sheriff -
Coroner -
Support
Services
Homeland
Security
Grants
D D 2,764,776 2,764,776 0 0.0 No
Homeland Security grant
management and
centralization.
263 HSD - Public
Health
Community
Wellness &
Prevention
D D 2,743,288 2,083,354 659,934 15.9 No
Provides for prevention of
chronic disease and injuries.
264
Sheriff -
Coroner -
Support
Services
Resources/Pl
ans/
Standards
D D 2,631,444 224,000 2,407,444 5.0 No
Inspection and Control is
instrumental in
organizational development
by surveying current law
enforcement management
theory and practice to
compare department
procedures and systems
against those in other
jurisdictions. Professional
Standards is responsible for
formulating policies and
procedures, Internal Affairs
and risk management
litigation.
265
Sheriff -
Coroner -
Support
Services
Emergency
Services D D 2,311,769 215,000 2,096,769 10.0 No
Provides emergency
preparedness planning and
coordination along with
vulnerability assessment;
manages the homeland
security grant funds for the
operational area; gathers
and disseminates crime
analysis and intelligence
data.
266
Conservation
and
Development
Transportation
Improvement -
Measure J
D D 2,270,000 2,270,000 0 0.0 No
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.
267
Department of
Information
Technology
Administration D D 2,095,759 2,095,762 (3) 10.0 Yes
Provides accounting and
administrative services to
Dept. Provides a Customer
Service Center and an
Electronic Government
Liaison to coordinate
Countywide Internet Efforts.
268
Probation -
Probation
Programs
Field Services
Support D D 1,985,252 0 1,985,252 23.0 No
Provides support services to
Deputy Probation Office
staff in adult and juvenile
programs.
Mandatory/Discretionary Program Listing – By Service and Level
526 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
269 Library Countywide
Services D D 1,784,273 1,784,273 0 11.3 No
Directly provides library
service to patrons
countywide and supports
community library services
and operations, including
telephone reference service,
periodicals, and program
support in adult, young
adult, and youth services.
270
Department of
Information
Technology
Network
Services D D 1,744,279 1,786,605 (42,326) 6.2 Yes
Provides business and
technical assistance,
including overall IT
infrastructure design,
implementation, project
mgmt, system integration,
storage services, e-mail &
internet access.
271 HSD - Public
Health
Senior
Nutrition
Program
D D 1,721,324 1,705,622 15,702 3.5 No
Provides 450,000 meals per
year including 250,000
meals delivered to the
residences of frail
homebound elders and
AIDS patients Countywide
via 60+ volunteer driven
delivery routes, and 200,000
meals served in 21
community and senior
centers.
272
Conservation
and
Development
HOPWA
Grant D D 1,709,663 1,709,663 0 0.0 No
Provide housing
opportunities for people with
HIV/AIDS.
273
HSD -
Homeless
Program
Interim
Housing and
Support
Services
D D 1,708,782 748,621 960,161 1.0 No
Interim Housing and
Support Services offer
short-term shelter and
support services that allow
for stabilization, referral and
preparation for permanent
housing and/or mental
health and treatment
services.
274
Conservation
and
Development
HUD
Neighborhood
Stabilization
D D 1,657,447 1,657,447 0 0.0 No
Provide assistance to the
County to acquire and
redevelop foreclosed
properties that might
otherwise become sources
of abandonment and blight
within the community.
275
HSD - Alcohol
and Other
Drugs
Prevention
Services D D 1,553,587 1,553,587 0 5.0 No
Provides alcohol and other
drugs education, drug-free
activities, community-based
initiatives, problem
identification and referral for
youth and adults.
276
Sheriff-
Coroner -
Special Funds
Law
Enforcement
Training
Center
D D 1,519,603 1,519,603 0 4.0 No
Established as an enterprise
fund, this Division of the
Sheriff with the Contra
Costa College District at Los
Medanos Community
College provides
specialized training to law
enforcement personnel.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 527
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
277 Capital
Improvements
Minor non-
Capital
Improvements
D D 1,500,000 0 1,500,000 0.0 Yes
Minor repairs and
improvements to County
facilities using in-house
staff, consultants, and
contractors.
278
Sheriff-
Coroner -
Field
Operations
Sheriff's
Helicopter
Program
D D 1,389,430 1,389,430 0 0.0 No
Provides air support
throughout the County and
through contract with the
City of Vallejo.
279
Conservation
and
Development
Keller Canyon
Mitigation Fee D D 1,300,000 1,300,000 0 0.0 No
Funding for mitigation
programs within East
County community.
280
Sheriff -
Coroner -
Support
Services
Community
Warning
System
D D 1,293,673 1,293,673 0 3.0 No
Manages the countywide all
hazard Community Warning
System. The CWS is
funded entirely from private
industry funds and/or fines.
281
HSD - Alcohol
and Other
Drugs
Support
Services and
Countywide
Prevention
D D 1,267,950 1,087,950 180,000 9.0 No
Management of all
substance abuse services,
including personnel,
budgets, program planning
and evaluation, contracted
services, Countywide
prevention activities and
monitoring service delivery.
282
Conservation
and
Development
Federal
Programs,
CDBG,
Successor
Agency
D D 1,258,746 1,258,746 0 8.0 No
Responsible for
administration of
Community Development
Block Grant and various
housing programs that
promote safe and affordable
housing, a suitable living
environment and expanded
economic opportunities,
principally for persons of
very low- and low-income.
Successor Agency oversees
dissolution of the former
Redevelopment Agency and
staffs Oversight Board.
283
HSD -
Homeless
Program
Supportive
Housing
Program
D D 1,190,709 1,190,709 0 0.0 No
The Supportive Housing
Program provides a variety
of permanent housing
options for homeless adults,
families, and transition age
youth with disabilities. All
housing options come with
supportive services aimed
at assisting the resident in
maintaining their housing.
284
Sheriff -
Coroner -
Support
Services
Emergency
Services
Support
D D 1,178,548 32,500 1,146,048 4.0 No
Provides management
oversight 24-hours a day for
response to critical
incidents, major crimes, or
other significant events and
provides direction at the
command level. Operates
the Volunteer Services Unit
and Search and Rescue
(SAR) response teams.
Mandatory/Discretionary Program Listing – By Service and Level
528 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
285
Sheriff-
Coroner -
Special Funds
County Law
Enforcement
Capital
Projects
D D 1,158,221 327,000 0 0.0 No
Supports replacement and
enhancement of a
Countywide law
enforcement message
switching computer;
accumulates funds to
partially finance Sheriff's
communication equipment
replacement; and
accumulates funds to
finance major equipment
replacement for the
Helicopter Program.
286
EHSD -
Workforce
Services
CalWORKs
Housing
Support
Program
D D 1,085,850 1,085,850 0 0.0 No
Provides funds for support
services and administrative
activities for homeless
CalWORKs families.
287 County
Administrator
CCTV &
Public Info D D 1,044,448 1,044,448 0 6.0 No
Administers cable
franchises and community
access (CCTV). Supported
by cable TV franchise fees.
288 Veterans
Services
Veterans
Service D D 1,016,700 201,700 815,000 7.5 No
Provides assistance to
veterans, their dependents
and survivors in obtaining
veteran's benefits.
289
Conservation
and
Development
Water
Planning D D 1,009,413 1,009,413 0 7.0 No
Develop County's water
policy and administration of
the County Water Agency,
which includes
administration of the
Coastal Impact Assistance
Program, the Open Space
Funding Measure and the
East Contra Costa Habitat
Conservation Plan
Association. The Water
Agency is a County special
district whose operating
budget is included with the
County Special District
budgets.
290 Public Works
GSD Outside
Agency
Services
D D 942,669 942,669 0 0.0 Yes
Outside Agency services.
This program area includes
occupancy costs, print &
mail services, and fleet
services.
291
Department of
Information
Technology
Information
Security D D 872,255 872,255 0 1.0 Yes
Maintains the Countywide
Information Security
Program including
Information Security
Awareness, Risk
Assessment and Business
Resumption programs.
292
Conservation
and
Development
Weatherizatio
n D D 859,437 859,437 0 9.0 No
Free home weatherization
services to low income
residents.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 529
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
293
HSD - Alcohol
and Other
Drugs
Non-
Residential
Program
D D 856,238 856,238 0 0.0 No
Provides outpatient
substance abuse recovery
services for adults,
youth/adolescents and
family members who have
alcohol and other drug
problems, persons at risk or
addicted to alcohol and
other drugs.
294
Conservation
and
Development
Livable
Communities D D 800,000 800,000 0 0.0 No
Collection of Developer
Fees in the Camino
Tassajara Combined
General Plan Area, to aid in
the implementation of the
Smart Growth Action Plan.
295 Central
Support
Mgmt Info
System D D 772,000 350,000 422,000 0.0 Yes
Computer support to small
depts, Productivity
Investment Fund,
Geographic Information
System Program.
296
EHSD - Aging
and Adult
Services
SSI Advocacy D D 749,728 749,728 0 6.5 No
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 (SSI) benefits and,
as needed, to appeal denial
of benefits.
297
Sheriff -
Coroner -
Support
Services
Automated
Regional
Information
Exchange
Systems
(ARIES)
D D 716,792 716,792 0 2.0 No
The ARIES database has
been established to collect
data from several California
jurisdictions to share
information to support
increased monitoring and
enforcement of the law.
298
HSD -
Detention
Facilities
Juvenile
Justice
Facilities
D D 699,687 699,687 0 0.0 No
Crisis intervention,
medication evaluation and
consultation.
299
HSD -
Homeless
Program
Administration D D 676,119 170,999 505,120 5.5 Yes
Administration includes
staffing (except for Shelter
Plus Care), occupancy
costs, costs incurred for the
Continuum of Care Board,
and costs associated with
grant writing and
consultation.
300 Animal
Services
Spay/Neuter
Clinic D D 657,444 657,444 0 2.0 No
Provides low cost pet
spay/neuter services to the
public.
301
HSD -
Homeless
Program
Contra Costa
Youth
Continuum of
Services for
Runaway and
Homeless
Youths
D D 582,151 426,266 155,885 1.0 No
Contra Costa's Youth
Continuum of Services
provides outreach, shelter,
transitional, and permanent
housing and services to
youth ages 14-21.
Mandatory/Discretionary Program Listing – By Service and Level
530 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
302
Crockett/
Rodeo
Revenues
Crockett/
Rodeo D D 560,000 0 560,000 0.0 No
Appropriations attributable
to the property tax
increment from the co-
generation facility in
Crockett and the UNOCAL
Reformulated Gasoline
Project at the Rodeo facility
for both capital and program
uses.
303 Board of
Supervisors
North
Richmond
Waste &
Recovery
Mitigation
Fund
D D 550,000 550,000 0 0.0 No
Defrays annual costs
associated with collection
and disposal of illegally
dumped waste and
associated impacts in North
Richmond and adjacent
areas.
304
Conservation
and
Development
Housing
Rehabilitation
&
Sustainability
Program
D D 540,559 340,559 200,000 2.0 No
Financial assistance to low
and moderate-income
families performing housing
rehabilitation. Develop
organizational capacity in
Sustainability Programs.
305
Probation -
Probation
Programs
Probation
Collections
Unit
D D 462,205 645,000 (182,795) 4.0 No
Collections unit was added
to the Probation Department
in FY 2010/11 upon the
closure of the Office of
Revenue Collections. The
unit is responsible for
collecting fees.
306
Department of
Information
Technology
GIS Support D D 458,484 408,484 50,000 2.1 Yes
Supports Countywide
Geographic Information
System program.
307 Central
Support
Economic
Development/
Arts
Commission
D D 429,346 14,248 415,098 0.0 No
Provides funding to the Arts
Commission to promote the
arts throughout the County.
308
Conservation
and
Development
PH Bart
Greenspace
Mtce
D D 400,000 400,000 0 0.0 No
Construction/development
of a green-space/respite on
the Iron Horse Corridor
between Coggins to Treat
Blvd, including the south
portion of former Del
Hombre Lane.
309
Sheriff -
Coroner -
Support
Services
Special
Weapons and
Tactics
(SWAT) Team
D D 380,199 20,000 360,199 0.0 No
The Special Weapons and
Tactics team is used in
situations involving hostage
taking, armed barricaded
subjects, snipers, or other
situations that present a
high degree of danger to life
or property.
310 County
Administrator
Affirmative
Action D D 365,575 100,000 265,575 2.0 No
Coordinates various state,
federal and locally approved
affirmative action programs.
311 HSD - Public
Health Fixed Assets D D 345,000 0 345,000 0.0 No
Provides for acquisition of
capital equipment and for
needed capital improvement
projects.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 531
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
312 Probation Probation
Ward Welfare D D 262,500 262,500 0 0.0 No
Provides for the revenues
associated with the
detention commissary and
commission from detention
pay telephones. Revenues
used to fund essential
clothing and transportation
for emancipating youth and
educational opportunities for
detained youth.
313
Sheriff -
Coroner -
Support
Services
Technical
Services
Administration
D D 248,423 0 248,423 0.0 No
Provides administrative
oversight for the Technical
Services Division.
314
Conservation
and
Development
HUD
Emergency
Shelter
D D 236,892 236,892 0 0.0 No
Emergency Shelter Grant
program provides homeless
persons with basic shelter
and essential supportive
services.
315
HSD -
Homeless
Program
Homeless
Management
Information
System
D D 233,658 194,783 38,875 1.0 No
The Homeless Management
Information System (HMIS)
is a shared homeless
service and housing
database system
administered by the County
Homeless Program and
includes community based
homeless service providers.
HMIS enables the collection
and sharing of uniform client
data information; analysis of
program effectiveness;
longitudinal data collection
for analysis of client and
program outcomes, in
reference to the goals &
objectives of the 10 Year
Plan to End Homelessness.
Also includes participation in
a Bay Area Wide data
collection system for
analysis of client outcome
data and service utilization
patterns of homeless
persons.
316 Auditor-
Controller
Automated
Systems
Development
D D 200,000 200,000 0 0.0 No
Non General-Fund.
Accumulates interest
earnings from the Teeter
Plan borrowing program and
other funding sources to
finance maintenance and
enhancement for
countywide financial
systems.
Mandatory/Discretionary Program Listing – By Service and Level
532 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
317
Agriculture/W
eights &
Measures
Cooperative
Extension D D 194,279 0 194,279 1.0 No
Program works with County
farmers to assure a
sustainable safe,
productive, environmentally
friendly and economically
viable food system; provides
educational programs for
youth-serving professionals
in topics such as positive
youth development, civic
engagement, and
adolescent development;
administers the 4-H Youth
Development Program,
which focuses on science,
life skill acquisition and
citizenship; and provides
research and education on
critical nutrition issues
including childhood obesity
and anemia, especially for
low-income families with
young children.
318
EHSD -
Children and
Family
Services
County
Children's
Trust Fund
D D 185,000 185,000 0 0.0 No
Provides child abuse
prevention services.
319
HSD -
Emergency
Medical
Services
Administration D D 161,934 161,934 0 0.0 No
Reimbursement for County
incurred costs related to
Emergency Medical
Services program
collections and
disbursements.
320 Board of
Supervisors
Board
Mitigation
Programs
D D 150,000 150,000 0 0.0 No
Provides funding for
mitigation programs out of
the North Richmond Waste
and Recovery Fee and the
Solid Waste Transfer
Facility Host Community
Mitigation Fee.
321
EHSD -
Service
Integration
Prog
SIT D D 135,000 135,000 0 0.0 No
Provides integrated delivery
of human services provided
by various county
departments.
322
Conservation
and
Development
Energy
Upgrade CA D D 130,883 130,883 0 0.0 No
This is the new BayRen
grant State Energy Program
Grant, with the Association
of Bay Area Governments
as the fiscal agent which
provides residential retrofit
programs to eligible local
governments for cost-
effective energy efficiency
projects.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2015-2016 Recommended Budget 533
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
323
Sheriff-
Coroner -
Special Funds
Countywide
Gang and
Drug Trust
D D 81,000 81,000 0 0.0 No
Provides expenditures and
revenues for preventing,
enforcing and prosecuting
illegal gang and/or drug
activity. Expenditures must
be approved by a panel
consisting of the Sheriff,
District Attorney, Chief
Probation Officer, and a
representative from the
County Police Chiefs’
Association.
324
EHSD -
Children and
Family
Services
Ann Adler
Children &
Family Trust
D D 80,000 80,000 0 0.0 No
Provides support programs
for care of abused,
neglected and at risk
children.
325
Conservation
and
Development
Vehicle
Abatement
Program
D D 76,909 76,909 0 0.0 No
Inspection services to
remove abandoned vehicles
that possess a hazard or
public nuisance.
326
HSD -
Homeless
Program
Outreach and
Engagement
Services
D D 46,958 46,958 0 0.0 No
These services are aimed at
identifying homeless
individuals and families in
need of services and
assisting them in accessing
the services necessary to
end their homelessness.
Outreach and engagement
services include an interim
housing intake line,
outreach teams, and multi-
service centers.
327
HSD -
Environmental
Health
Fixed Assets D D 44,068 44,068 0 0.0 No
Provides for acquisition of
capital equipment and for
needed capital improvement
projects.
328 Board of
Supervisors
Municipal
Advisory
Councils
D D 36,000 0 36,000 0.0 No
Advises the Board of
Supervisors 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, advising on
matters of public health,
safety, welfare, public
works, and planning.
329
Conservation
and
Development
Residential
Rental
Inspection
D D 11,455 11,455 0 0.0 No
Inspection services for all
rental units in
unincorporated portions of
the County
Mandatory/Discretionary Program Listing – By Service and Level
534 County of Contra Costa FY 2015-2016 Recommended Budget
ProgramServiceServiceLevelGrossAmountRevenue
Offset
General
FundNCCFTESupportExplanation
330
Sheriff-
Coroner -
Special Funds
Controlled
Substance
Analysis
D D 7,000 7,000 0 0.0 No
Provides criminalistics
laboratory analysis of
controlled substances, in
order to increase the
effectiveness of criminal
investigation and
prosecution.
331
Sheriff -
Coroner -
Support
Services
Vehicle Anti-
Theft Program D D 3,706 474,500 (470,794) 0.0 No
Investigates and gathers
evidence on stolen vehicles
throughout Contra Costa
County.
332 Library Casey Library
Gift D D 100 100 0 0.0 No
Established from proceeds
from the estate of Nellie
Casey. Funds are restricted
for use in the Ygnacio
Valley Library.
333
Conservation
and
Development
Plant
Acquisition D D 0 0 0 0.0 No
Funding for the acquisition
and rehabilitation of a
department financed central
operations office
334
Conservation
and
Development
Abandoned
Vehicle
Abatement
Service
Authority
D D 0 0 0 0.0 No
Receives funds from State
DMV which are disbursed to
cities and unincorporated
county related to the
abatement of abandoned
vehicles in Contra Costa
Service Key:
M = Mandated by law (must be legal mandate NOT a Board mandate)
D = Discretionary
Level Key:
M = Mandated by law
D = Discretionary
Contra Costa County Organizational Chart
County of Contra Costa FY 2016-2016 Recommended Budget 535
Citizens of Contra Costa County
Board of Supervisors (31)
County Administrator(32)
General Government
Agriculture (46)
Assessor (122)
Auditor-Controller (56)
County Clerk-
Recorder/Elections (83)
Conservation &
Development (160)
County Counsel (49)
Human Resources (46)
Library (179)
Public Works (500)
Treasurer/Tax Collector
(28)
Health & Human Services
Child Support Services
(171)
Employment & Human
Services (2,150)
Health Services (3,341)
Veterans Service (8)
Law & Justice
Animal Services (83)
Conflict Defense (0)
District Attorney (193)
Justice Systems
Development/Planning
(3)
Probation (347)
Public Defender (106)
Sheriff-Coroner (1,057)
Superior Court
Related Functions (0)
-Clerk of the Board
-Department of Information
Technology/Telecommunications
-Risk Management
Total for all divisions:(119)
Legend:
Elected Officials
(Total FTE)
Contra Costa County Organizational Chart
536 County of Contra Costa FY 2015-2016 Recommended Budget
Fund Definitions
County of Contra Costa FY 2015-2016 Recommended Budget 537
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
538 County of Contra Costa FY 2015-16 Recommended Budget
Budgetary Fund Structure
County of Contra Costa FY 2015-2016 Recommended Budget 539
Contra Costa
County
(all funds)
County Funds
Governmental
Funds
General Fund
Special Revenue
Funds
Capital Project
Funds
Permanent
Funds
Debt Service
Funds
Proprietary
Funds
Enterprise
Funds
Internal Service
Funds
Special Districts
(dependent)
Governmental
Funds
Special Revenue
Funds
Debt Service
Funds
Budgetary Fund Structure
540 County of Contra Costa FY 2015-2016 Recommended Budget
Table of Funds – Financial Fund Order
FUND CATEGORY
Fund
Type
Fund
Number Fund Title Fund Description
County of Contra Costa FY 2015-2016 Recommended Budget 541
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
542 County of Contra Costa FY 2015-2016 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 2015-2016 Recommended Budget 543
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
544 County of Contra Costa FY 2015-2016 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 2015-2016 Recommended Budget 545
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
546 County of Contra Costa FY 2015-2016 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 2015-2016 Recommended Budget 547
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
548 County of Contra Costa FY 2015-2016 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 2015-2016 Recommended Budget 549
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
550 County of Contra Costa FY 2015-2016 Recommended Budget
Fund – Department Relationship
County of Contra Costa FY 2015-2016 Recommended Budget 551
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
552 County of Contra Costa FY 2015-2016 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 2015-2016 Recommended Budget 553
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
554 County of Contra Costa FY 2015-2016 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 2015-2016 Recommended Budget 555
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
556 County of Contra Costa FY 2015-2016 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 2015-2016 Recommended Budget 557
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
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
Glossary of Acronyms & Terms
558 County of Contra Costa FY 2015-2016 Recommended Budget
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.
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
Glossary of Acronyms & Terms
County of Contra Costa FY 2015-2016 Recommended Budget 559
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
information and narrative regarding the County, including its current and projected
financial status; the programs/services and administrative/program goals of
Glossary of Acronyms & Terms
560 County of Contra Costa FY 2015-2016 Recommended Budget
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
Fiscal Year 2015Fiscal Year 2015--20162016Budget HearingsBudget HearingsApril 21, 2015April 21, 2015
Budget Hearing AgendaBudget Hearing Agenda1. County Administrator Overview2. Department Head PresentationsoClerk/Recorder, Joe CanciamillaoSheriff, David LivingstonoDistrict Attorney, Mark PetersonoProbation, Phil KaderoPublic Defender, Robin LipetzkyoHealth Services Director, William WalkeroEmployment and Human Services Director, Kathy Gallagher3. Open Public Hearing - Public Comment4. Recommendations/Board Discussion/Action2
Contra Costa CountyContra Costa CountyMoving in Right DirectionMoving in Right Direction3
2014/15 Achievements2014/15 Achievements•Structurally balanced Budget for fourth year in a row•Hiring Outreach Oversight Committee established•New Department Heads for Agricultural Commissioner and County Librarian•Stabilized AB 109 funding for Community Corrections Partnership (CCP)•Improved technology in Board Chambers•Successful agreements with most of our Unions which provided pay increases and adoption of Public Employees Pension Reform Act (PEPRA) 2% COLA •Pension costs appear stable after 5 years of double digit increases•Authorized establishment of Laura’s Law to be in place effective Fall of 20164
State of the EconomyState of the Economy5Unemployment 7 Year Comparison*Unemployment was 5.3% in February, 2015
Contra Costa County Contra Costa County 6•Over the three year period between 2009/10 and 2011/12 property taxes declined by 11.08%. Over the last three years 2012/13 to 2014/15 the increase was 13.4%.•This means the total net increase over the past six years was only 2.32%•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 9.09% increase–2015/16 Projected to increase 6.5%
Pension8
Comparative Pension UAALs Comparative Pension UAALs and Funded Ratiosand Funded RatiosCounty Pension UAALPension Actuarial Valuation DatePensionFunded RatioOutstandingPOBsAlameda $1,650,743,000 December 31, 2013 75.9% $318,892,000Contra Costa 1,823,681,000 December 31, 2013 76.4% 258,500,000Los Angeles 13,315,360,000 June 30, 2013 75.0% 0Orange 3,391,000,000 June 30, 2014 60.5% 127,206,000Riverside 1,543,829,000 June 30, 2014 79.4% 334,510,000Sacramento 1,267,935,000 June 30, 2014 85.2% 990,308,000San Bernardino 1,943,517,000 June 30, 2014 79.9% 877,230,000Santa Clara 2,653,628,000 June 30, 2013 72.5% 375,419,144San Diego 2,031,241,000 June 30, 2014 83.3% 732,330,0009This 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).
Pension Cost ManagementPension 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:oNegotiation 2% PEPRA COLAsoFY 2015-16 Recommended Budget - $312 M oFY 2015-16 onward based on Segal data10Actual and Projected* Retirement Expense
Other Post Employment Benefits11
OPEB Liability Significantly Reduced dueOPEB Liability Significantly Reduced dueto Board Actions and Collective Bargainingto Board Actions and Collective Bargaining•Most recent 7507 actuarial reports were received in September 2014•Reduction in 2006 OPEB Liability from $2.6 billion to $783.1 million (using assets of $129.4 million)•Annual Required Contribution (ARC) from $216.3 M to $86.8 Million•Total OPEB Trust assets $147.5 million as of September 2014•Reduction reflects health plan changes, caps on County contributions and labor agreements•The Board’s actions have made it possible for the County to continue to provide much needed services, including health services, to County residents including the indigent.12
Comparative OPEB LiabilitiesComparative OPEB LiabilitiesCountyOPEB Liability OPEBFunded RatioOPEB as % of PayrollOPEB Actuarial Valuation DateAlameda $106,949,000 85.2% 11.7% December 31, 2013Contra Costa 794,422,000 14.0% 129.4% January 1, 2014Los Angeles 25,733,000,000 0.0% 388.7% July 1, 2012Orange 418,061,000 27.1% 35.6% June 30, 2013Riverside 17,065,000 61.1% 1.6% July 1, 2013Sacramento 115,690,000 0.0% 15.3% June 30, 2013San Bernardino 0 N/A N/A Not applicableSanta Clara 1,869,900,000 23.1% 127.8% June 30, 2014San Diego 180,238,000 2.7% 17.1% June 30, 201213It should be noted that the underlying actuarial assumptions for the measurement of the Pension UAAL and OPEB UAAL may vary from county to county.
•Unfunded Accrued Actuarial Liability (UAAL) for pensions $1,823,681,000•Other Post Employment Benefits Unfunded Liability $794,422,000•Total unfunded Liabilities $2,618,103,000•Or $87,270,100 each year for the next 30 years plus payment of the normal costs •Or equivalent to$2,380 for every resident of Contra Costa County•Or equivalent to $270,298 for each County Employee •Or $9,010 for each County Employee each year for the next 30 years14Unfunded Liabilities continue to be significant issue
General Fund Reserves15
General Fund Reserve AssumptionsGeneral Fund Reserve Assumptions•June 30, 2014:oTotal general fund revenues were $1,297,393,000 and total fund balance including reserves was $237,204,000. oTotal fund balance is 18.3% of total revenue oOf the $237.2 million in reserves•$142.3 million was unassigned •$94.9 million was assigned, committed, restricted or nonspendableoMinimum fund balances of 5% and 10% would be $64.9 million and $129.7 million respectively. There was $107.5 million available over the 10% reserve minimum.•June 30, 2015:oIt is planned and anticipated that Total General Fund Balance including Reserves will remain stable. Projections depend upon labor negotiations.•June 30, 2016:oNo fund balance use is recommended in FY 2015-1616
Reserve UpdateReserve 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.17Debt 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 UpdateReserve UpdateFund Balances in Sync with Reserves PolicyFund Balances in Sync with Reserves PolicyGoal is to increase Reserves to 20Goal is to increase Reserves to 20--25%25%18Unreserved/Unassigned Fund Balance (as of June 30) GASB 54
Importance of Reserves Importance of Reserves for Cash Flowfor Cash Flow•Although revenues are volatile, expenses (majority for salaries) are quite smooth.•Even with a General Fund Reserve of $237.2 Million, ($142.3 Million Unassigned) 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.19
Capital/FacilityMaintenance Needs20
Capital Maintenance CostsCapital Maintenance Costs•On March 31, 2015 the Board of Supervisors received an updated Comprehensive building condition assessment which identified a total of $272.2 million in deferred facilities maintenance needs and capital renewal requirements•(2007 Report had identified $270.2 Million)•Since FY 2012/13, $25 Million Budgeted•Additional $10 Million Budgeted in FY 2015/16•$3.4 Million spent to date, with another $9.5 Million programed21
22Labor
RetirementsRetirements23Abnormally high number of vacant positions due to unprecedented numbers of retirements during calendar year 2011 and 2012. Historically March retirements are the highest. Normal year would see approximately 260 Retirements.
RecruitmentsRecruitments•Interim and Retiree Department HeadsoHuman Resources oHealth Services DirectoroChild Support ServicesoAnimal Services •Human Resources Department Director•Animal Services Director •Senior Management & Department Heads succession planning24
RecruitmentsRecruitmentsAnimal Services DirectorAnimal Services Director•Each of the Candidates we interviewed brought individual strengths to the position, but before recommending any person as Director, I want to make sure that we have the very best person for the position.•Because of this I have decided to continue the recruitment to make sure we have the best possible candidate.•In the meantime I am pleased that the department is operating with a high degree of success on many levels, which recently resulted in the online publication “Bay Woof” naming our shelter as the “Best Municipal Shelter” in the area over runners-up in Berkeley, San Francisco and Alameda.•Animal Benefit Fund donations for specific purposes•$170,000 Mobile Adoption Van•$139,925 Stainless Steel Rolling Cat Cages•Remaining Balance $426,70925
RecruitmentsRecruitmentsAnimal Services DirectorAnimal Services DirectorFor 2015/16 – In addition to extending the recruitment: •Retain a Consultant to work with me, the Department, and the public to address issues of how we can make the shelter more inviting, and more responsive to the needs of the public and the animals.•Hire a Community Outreach Person to build upon and improve our excellent adoption numbers, increase our public education and outreach to educate animal owners to care for and not abandon animals, and to attract more potential ownersOur challenges remain similar to other municipal shelters that by law cannot screen which animals to accept.26
45.5 Additional FTEs45.5 Additional FTEs•District Attorney – 7 FTEs, including 4 additional Deputy District Attorneys•Probation – 9 FTEs at Juvenile Hall (added January 2015)•Public Defender – 6.5 FTEs, including 5 additional Public Defenders (includes half time position for Laura’s Law representation)•Sheriff – 10 FTEs to enhance Patrol•ConFire – 7 FTEs to enhance Administrative functions27
45.5 Additional FTEs45.5 Additional FTEs•Public Works – 3 FTEs to enhance Environmental Division and Administrative Functions•Risk Management – 1 FTE to support County Wide Training Program•Conservation and Development – 1 FTE to provide Sustainability Initiatives•Library – 1 FTE – Library Specialist to create new Children’s programming 28
Labor ContractsLabor Contracts29Total NumberContractof EmployeesExpiration DateCurrently Negotiating California Nurses Association 917 7/31/2014California Nurses Association - Per Diem Unit 340 1/31/2013IHSS SEIU - United Healthcare Workers West 4/30/20151United Chief Officers’ Association 12 1,269 6/30/2014Expired or Expiring as of April 30, 2015 13.1%SettledAFSCME Local 2700, United Clerical, Technical and Specialized Employees 1,671 6/30/2017AFSCME Local 512, Professional and Technical Employees277 6/30/2016CCC Deputy District Attorneys’ Association 83 6/30/20152Contra Costa County Defenders Association 76 6/30/20152Deputy Sheriff’s Association, Mgmt Unit and Rank and File Unit 800 6/30/2016District Attorney Investigator’s Association 13 6/30/2016IAFF Local 1230251 6/30/2017Physicians and Dentists of Contra Costa 256 10/31/2016Probation Peace Officers Association247 6/30/20152Professional & Technical Engineers – Local 21, AFL-CIO899 6/30/2016Public Employees Union, FACS Site Supervisor Unit 15 6/30/2016Public Employees Union, Local One2,426 6/30/2016SEIU Local 1021, Rank and File and Service Line Supervisors Units999 6/30/2016Western Council of Engineers 23 6/30/2017Management Classified & Exempt & Management Project343 Management Project38 8,417Total9,6861. Extended through April 30, 2015. 2. Expire June of this year.
Budget and Financial Performance30
General Fund Revenues Slow GrowthGeneral Fund Revenues Slow Growth31•General Purpose Revenues comprise about 25% of total General Fund Revenues
Total Revenue $1.423 BillionTotal Revenue $1.423 Billion32
Total Expenditures $1.423 Total Expenditures $1.423 BillionBillion33
Distribution of ExpendituresDistribution of Expenditures34
General Purpose RevenueGeneral Purpose Revenue35FY 2015-16Baseline RequestShareofTotalFY 2015-16RecommendedShare of TotalHealth Services 85,400,000 22.7% 85,400,000 22.2%Sheriff-Coroner 78,843,088 20.9% 80,370,000 20.9%Probation 41,500,000 11.0% 41,500,000 10.8%Employment & Human Services 20,000,000 5.3% 20,000,000 5.2%Public Defender 19,100,341 5.1% 19,700,000 5.1% 81.2%Public Works 16,892,396 4.5% 16,892,396 4.4%District Attorney 15,079,526 4.0% 16,400,000 4.3%Assessor 15,750,000 4.2% 15,750,000 4.1%Capital Improvements 11,500,000 3.1% 16,500,000 4.3%Miscellaneous Services 10,737,648 2.8% 10,737,648 2.8%Superior Court Related Functions 10,403,635 2.8% 10,531,635 2.7%County Administration 9,471,365 2.5% 9,343,365 2.4%Appropriations For Contingencies 7,671,955 2.0% 7,671,955 2.0%Board of Supervisors 5,943,000 1.6% 5,943,000 1.5%Conflict Defense 5,000,000 1.3% 5,000,000 1.3%County Clerk-Recorder/Elections 5,000,000 1.3% 5,000,000 1.3%Animal Services 3,925,000 1.0% 3,925,000 1.0%18.8%Auditor-Controller 3,500,000 0.9% 3,500,000 0.9%Human Resources 2,800,000 0.7% 2,800,000 0.7%County Counsel 2,656,250 0.7% 2,650,000 0.7%Agriculture 2,250,000 0.6% 2,250,000 0.6%Treasurer-Tax Collector 2,000,000 0.5% 2,000,000 0.5%Veterans Service 815,000 0.2% 815,000 0.2%Conservation & Development 200,000 0.1% 200,000 0.1%376,439,204 100.0% 384,880,000 100.0%
Community Corrections PartnershipCommunity Corrections PartnershipAB 109 AB 109 •On February 9th, the Public Protection Committee approved a $21,458,315 FY 2015/16 budget package as recommended by the CCP, representing a status quo approach to the CCP budget in recognition of the negative financial impacts to the County from the new state funding formula.•The FY 2015/16 budget includes a minor increase of $151,182, or 0.71% to the countywide AB 109 program from FY 2014/15, which is composed of the following:9$181k increase in the Sheriff’s Office for negotiated wage increases with the Deputy Sheriff’s Associationand inmate care costs; 9$20k reduction to the District Attorney’s Office to reflect actual expenditures at the request the department;9$10k reduction to the Zero Tolerance for Domestic Violence program to reflect actual expenditures at the request the department.•The CCP also recommended and the PPC approved up to $754,000 in new AB 109 funding to the Sheriff’s Office to replace inmate welfare program funding that may be lost due to a change in Federal or State policy. The Sheriff’s Office would make a funding request to the CCP for discussion and, if approved, the recommendation would be submitted to the PPC for approval.
Reasons for OptimismReasons for Optimism37Positive Economic Outlook •State Revenues Up•State Budget reasonably stable•Affordable Care Act intact •AV revenue up 9.09% for 2014/15•Projecting 6.5% growth AV revenue in 2015/16Positive County Results•Budget structurally balanced for fourth year in a row•OPEB managed•Minimal Lay Offs over past 5 years•Have begun pre-funding infrastructure needs•Fund balance increased•Standard & Poor’s Rating AAA
Reasons for ConcernReasons for Concern38•Contra Costa County Economy will continue slow recovery •Extremely high number of vacant positions•High number of vacant key management positions•Labor Negotiations •Pent-up demand for wages•Health Insurance Costs•Increased costs of benefits
One Dollar of WagesOne Dollar of Wagesthen and now then and now 39
Reasons for ConcernReasons for Concern40•Fund Infrastructure Needs (Repair & Maintenance) •Aging Technology – People Soft Upgrade•Unfunded Pension & Health Insurance Liability•Adequate funding for Public Safety Departments•Affordable Care Act (ACA) May depend on who is the next President •ConFire – EMS Cooperation; Structure; and Funding •Doctors Medical Center Closure•Build Reserves for next economic downturn
Contra Costa CountyFire Protection District41
Contra Costa County Contra Costa County Fire Protection DistrictFire Protection District42•FY 2015/16 Structural Deficit:($4.1 million)•Contemplates336 FTE, which reflects staffing of 24 stations and 3 Emergency Medical Services (EMS) squads •Net increase to Retirement Expense of only $582k•Funds$2.113 million for fixed asset/capital costs associated with equipment maintenance and replacement, including acquisition of a Fire Boat.•Assumesnew funding of $1.7 million related to implementation of the Emergency Medical First Responder Fee ordinance approved in December 2014•Begins to fund five-year plan to increase Worker’s Compensation confidence level to 80%•Based on current projections, the District is estimated to end fiscal year 2014/15 with approximately $28.8 millionin fund balance.•In addition, the District is projected to have a structural deficit through fiscal year 2016/17
43
44
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Budget Hearing AgendaBudget Hearing Agenda1. Department Head PresentationsoClerk/Recorder, Joe CanciamillaoSheriff, David LivingstonoDistrict Attorney, Mark PetersonoProbation, Phil KaderoPublic Defender, Robin LipetzkyoHealth Services Director, William WalkeroEmployment and Human Services Director, Kathy Gallagher2. Open Public Hearing - Public Comment3. Board Discussion/Action46
Recommendations47
Recommended Budget ActionsRecommended Budget Actions1. OPEN and CONDUCT a public hearing to receive input on the FY 2015-16 Recommended Budget; 2. ACKNOWLEDGE that the State of California and residents throughout the State continue to struggle to manage the outcomes of the recently depressed economy;3. ACKNOWLEDGE that significant economic issues continue to challenge the Board of Supervisors in its effort to finance services and programs which Contra Costa County residents need, or expect will be provided to them by the County, especially in times of economic recovery;4. 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 in the past; however, current labor contracts include modest wage increases;5. ACKNOWLEDGE that this situation is expected to continue to improve for County employees, as we work to manage and cope with the outcomes of economic recovery; 48
Recommended Budget ActionsRecommended Budget Actions6. 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;7. DIRECT the County Administrator to continue to make this information readily available to the residents of the County;8. DIRECT Departments, in cooperation with Labor Relations and Union representatives, to begin, if necessary, the meet and confer process with employee representatives about the impact of potential program reductions on the terms and conditions of employment for affected employees;9. ACKNOWLEDGE that the Recommended Budget does not include any funding changes that may occur in the State of California’s 2015-16 fiscal year budget and that the manner in which the 1115 Medi-Cal Waiver is implemented will have an unknown impact on the drawdown of federal funds for services and facilities;49
Recommended Budget ActionsRecommended Budget Actions10.RE-AFFIRM the Board of Supervisors’ policy prohibiting the use of County General Purpose Revenue to back-fill State revenue cuts;11.ACKNOWLEDGE that, due to market gains and changes to Contra Costa County Employees Retirement Association policies over the last few years, retirement expenses are expected to decrease over the next few years;12.ACKNOWLEDGE that the Recommended Budget balances annual estimated expenditures with estimated revenues in FY 2015-16, and is both technically and structurally balanced;13.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;14.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;50
Recommended Budget ActionsRecommended Budget Actions15. ACKNOWLEDGE that continuing to build the County’s reserve funds, maintaining an improved credit rating, and maintenance of the County's physical assets remain a priority of the Board of Supervisors over the long term; 16. DIRECT the County Administrator to prepare for Board adoption on May 12, 2015, the FY 2015-16 County and Special District Budgets, as modified, to incorporate any changes directed by the Board during these public hearings;17. DIRECT the County Administrator to prepare for consideration by the Board of Supervisors on May 12, 2015, position additions and eliminations necessary to carry out Board action on the Recommended Budget.51
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Honor Courage Commitment Leadership Teamwork Honor Courage Commitment Leadership Teamwork Contra Costa CountyContra Costa CountyOffice of the SheriffOffice of the Sheriff
Contra Costa CountyContra Costa CountyOffice of the Sheriff Office of the Sheriff By the numbers…By the numbers…Serves a population of 163,762 inServes a population of 163,762 inunincorporated areasunincorporated areasJurisdiction: 505 square miles of landJurisdiction: 505 square miles of land82 square miles of water82 square miles of waterLargest law enforcement agencyLargest law enforcement agencyin Contra Costain Contra Costa
Authorized StaffingFY 2015-16SWORNSWORN ––697697CIVILIANCIVILIAN –– 350350
Salary and Benefits$191,890,886Net Services and Supplies$21,523,136Other Charges $378,333Fixed Assets $7,769,982ExpenditureTransfers$1,764,153TOTALEXPENDITURES:$223,326,490Office of the Sheriff2015-2016 Recommended Budget$223,326,490Proposition 172 $61,473,729ContractServices$28,401,152Other $53,081,609TOTALREVENUE:$142,956,490General Fund Contribution$80,370,000TOTAL $223,326,490
Office of the Sheriff2015-2016 Recommended Budget Revenue$223,326,490
CHALLENGESCHALLENGES
Challenges – Recruitment and Retention...We have suffered from a SwornDeputy RETENTION Problem Due toSalary/BenefitsNOW:We ALSO suffer from aRECRUITMENTProblem as well(Despite our aggressive recruitment outreach program)
Challenges – Recruitment and RetentionWe have seen a 39% reduction in Deputy Sheriff applications from 2013 to 2014• 2013 we had 5421 applicants• 2014 we had 3353 applicants
Challenges – Recruitment and RetentionWe have seen a 71 % increase in the number Deputy Sheriff’s leaving for other Law Enforcement positions• 2013 – 28 Deputy Sheriff’s lateraled to other agencies• 2014 – 48 Deputy Sheriff’s lateraled to other agencies
Deputy Sheriff salary: $5,620 - $7,002****less 14.75 to a 25% retirement contributionTop 4 Agencies Deputy Sheriff’s have Lateraled to:BART PD -$6,075 - $8,127 (includes a 9.5% shift differential)Concord PD -$6,189 - $7,524San Ramon PD -$6,598 - $8,247Antioch PD -$7,134 - $8,672Deputy Sheriff salary is $455 to $1,670 less per month than these agencies not including other benefits
Challenges – Recruitment and Retention
As a Result of our As a Result of our staffing challenges, staffing challenges, we have experienced we have experienced a significant increase a significant increase in the response time in the response time to calls for service to calls for service from 2013 to 2014.from 2013 to 2014.Priority 1 up 27.2% Priority 2 up 52.4% Priority 3 up 39.9%
ChallengesChallenges –– StaffingStaffing••Although Calls for Service are down by 2.6% from 2013 to Although Calls for Service are down by 2.6% from 2013 to 2014, we still realized an increase in response time due to 2014, we still realized an increase in response time due to staffing constraints and onstaffing constraints and on--going training of Deputy going training of Deputy Sheriffs in the Field Training Program.Sheriffs in the Field Training Program.
Honor Courage Commitment Leadership Teamwork Honor Courage Commitment Leadership Teamwork Contra Costa CountyContra Costa CountyOffice of the SheriffOffice of the Sheriff
_________________________________________________________________________________________________________
District Attorney Administration (925) 957-8604
900 Ward Street, Fourth Floor Fax (925) 646-4683
Martinez, California 94553
To: Honorable Supervisor John Gioia April 21, 2015
Board of Supervisors
From: District Attorney Mark Peterson
Re: 2015/2016 Budget Request (Revision of 1/25/15 Budget Memo)
I want to thank you for the opportunity to address you at the Board of Supervisors meeting on
December 2, 2014. I was grateful for the opportunity to share with you some of our office’s
accomplishments over the past four years. As you prepare the county budget for 2015/2016 I
was asked to provide a written document that explains some of our office’s specific budget
needs.
ACCOMPLISHMENTS
You can be very proud of the Contra Costa District Attorney’s Office and the 185 employees
who work here. We’re comprised of approximately 100 deputy district attorneys, 35
investigators, and 50 support staff. Our office is one of the busiest in California, and we are
noted for the quality of our attorneys, and for the high number of cases we take to trial. Each
year we consistently try more cases than virtually any other office of our size in the state, and
we achieve convictions in 80% of our felony jury trials.
Our office is responsible for evaluating all of the police reports submitted to us from over 25
police agencies, including the 19 cities within this county, which results in our office filing
approximately 4,000 felony and 8,000 misdemeanor cases every year. We’re also responsible
for investigating all officer involved shootings in the county.
During the last four years, our Special Prosecutions Unit has prosecuted numerous consumer
fraud cases, including a recent metal recycling fraud case which resulted in a $4 million
settlement against a multi-national corporation. This unit also prosecuted numerous
environmental crime cases, including a criminal case against the Chevron Corporation for the
2007 Richmond refinery fire. Chevron pled guilty to six misdemeanor charges, paid a $2 million
fine, and agreed to make numerous changes to make the refinery safer. It should be noted that
our department is one of the few departments in the county that actually returns monies to the
county. Over the past decade, the Special Prosecutions Unit has returned an average of
approximately $500,000 to the county every year.
In 2014, our Narcotics Unit participated in an undercover operation which resulted in the
seizure of 475 pounds of methamphetamine, valued at $17 million, and $950,000 in cash. This
was the largest drug seizure in the history of Contra Costa County.
OFFICE PRIORITIES:
Our office priorities continue to be as follows:
Crime Prevention
Reduce gun and gang violence
Innovation and Change
Implement Realignment
Always prosecute misdemeanors
INITIATIVES:
West County Violence Reduction
Since January of 2011, our office has been heavily involved in efforts to reduce gun violence in
West Contra Costa County, and specifically, within the City of Richmond. Working closely with
the Richmond Police Department, the Sheriff’s Office, the Probation Department, and other law
enforcement agencies, gun violence in Richmond has dramatically decreased. The homicide
rate in Richmond has fallen to its lowest point in three decades. Our office has been very
involved in the Ceasefire program, and we meet with our other law enforcement partners on a
quarterly basis, to strategize how to best continue our efforts.
Anti-Truancy Program
Since January 2011, our office has focused on preventing crime by working to keep kids in
school. This program focuses on increasing school attendance by sending out letters to truant
students, and to their parents, and meeting with those individuals. We employ a deputy district
attorney part-time, whose responsibility it is to work with schools in the county to teach classes
on topics such as bullying, gun violence, drug abuse, etc. The DDA will assist any school which
requests our help.
2013 NEW PROGRAMS
In 2013, our office participated in several new crime prevention programs including partnership
with the West County Family Justice Center. We also sponsored a countywide gun buyback
event with took several hundred guns off our county’s streets. Our office led the way on a
state-wide basis by conducting a Best Practices survey of innovative programs used by District
Attorney Offices throughout this state.
2014 NEW PROGRAMS
In response to the rise in human trafficking, we began a Human Trafficking Awareness
campaign in collaboration with Zero Tolerance. This was an educational effort which included
billboards to remind the public that human trafficking occurs daily within our county. We
improved our county website to better serve our citizens.
East County Violence Reduction
In 2014, in order to better address rising gang and gun violence in East Contra Costa County,
our office formed the East County Violence Reduction Coalition. We meet quarterly with the
police chiefs of the Pittsburg Police Department, the Antioch Police Department, the
Brentwood Police Department, the Oakley Police Department, the Sheriff’s Office, and other
law enforcement agencies including the CHP, FBI, DEA, ATF, and the U.S. Marshall’s Office. We
strategize about ways in which we can reduce and prevent crime in East County. One of our
recent successes was reducing the amount of problems which were occurring at a shopping
center next to Deer Valley High School. We will continue these efforts.
2015 NEW PROGRAMS:
In 2015 we established a Cold Case Unit to investigate unsolved rape and murder cases
throughout our county. Using our investigative unit, we’ll partner with local law enforcement
to analyze cold cases and determine if our newer scientific methods that can help us solve
these types of crimes. We’ll also examine the issue of untested rape kits within our county.
We’re establishing a Mandatory Reporting protocol and Best Practices for all of the school
districts within the county regarding reporting suspected child abuse. We’ll also be partnering
with Family Justice Centers in Central and East County. We hope to begin our Courthouse
Canine program to assist young sexual assault victims struggling with the trauma of having to
testify in court.
Safe Streets Task Force
In 2015, we established the FBI/DA “‘Safe Streets Task Force” consisting of several FBI agents,
District Attorney investigators, and police officers from the Sheriff’s Office, Richmond Police
Department, Pittsburg Police Department, and Antioch Police Department. The mission of the
task force is to reduce gang and gun violence throughout Contra Costa County. They will utilize
innovative tactics to accomplish this task by working throughout the county, and will specifically
focus on any “hot spots” of crimes, or crimnals.
ON-GOING PROGRAMS:
Some of the other programs that our office is involved with include the following:
Attending city council meetings to explain our programs.
Meetings with city attorneys to discuss city issues.
Placing Deputy District Attorneys at the Sheriff’s Office, Richmond Police Department, and the
Pittsburg Police Department to better meet their needs.
Mailing out Real Estate Fraud Notices when properties are sold or being foreclosed.
Participating in a Risk Assessment Tool trial to help make better bail decisions as to who stays in
custody on pending criminal charges.
Expanding the Diversion Program for first-time offenders.
Meeting regularly with our CCP partners.
2014/2015 BUDGET
Our office budget for 2014/2015 was $33.8 million. Of that total, $12.6 million (37%) was
revenue from Prop 172. $6.8 million (20%) comes from state and federal grants. Only $14.4
million (43%) was from county general purpose monies (NCC). 91% of our budget is devoted to
salaries and benefits. Thus, any cut to our budget results in fewer employees to do the work.
BUDGET SUCCESSES:
One of the ways in which our office keeps our costs down is our Fixed-Term contract attorney
system. All new Deputy District Attorneys are hired for three year contract terms. For their
initial three years of employment they’re paid a significantly lower salary than their
counterparts in other counties.
They then undergo a rigorous screening and examination process before they can become
permanent employees. This program saves the county tens of thousands of dollars every year.
We recently added the program Lawyers for America in conjunction with the Hastings college
of Law. Under this program, law students work as law clerks and then as attorneys for our
office for approximately two years as full-time employees, at greatly reduced rates. This
program is the first of its kind in the United States.
Under Budget:
In each of the past four years, our office has come in under budget:
2010/2011: $1.2 million under budget
2011/2012: $1.3 million under budget
2012/2013: $1.1 million under budget
2013/2014: $400,000 under budget.
2015/2016 BUDGET:
Status Quo Budget:
Just to maintain a status quo budget, that is, to simply keep and pay the employees we
currently have, will require a $36 million dollar budget. This is due to the fact that we’ll incur
an additional $2.2 million cost consisting of an $800,000 increase due to COLAs and step
increases, as well as the fact that we’ve now filled our vacancies, resulting in an additional $1.4
million dollar cost as well.
Office Needs Budget:
Our office currently needs to hire 4 more deputy district attorneys and to fill three civilian
positions. These employees are needed in the following areas:
4 Deputy District Attorneys ($600,000):
1 Deputy District Attorney to prosecute Sexual Assault cases.
1 Deputy District Attorney to handle Domestic Violence cases at the Family Justice Centers.
1 Deputy District Attorney to prosecute Gang cases in East County.
1 Deputy District Attorney to prosecute Public Corruption cases.
3 Civilian Positions ($200,000):
1 Grant Writer
1 Crime Scene Reconstruction Specialist
1 Victim Restitution Specialist
Thus, our office needs the following budget:
2014/2015 Budget: $33.8 million
2015/2016 Budget: $36 million (Status Quo)
$2.2 million increase:
$800,000 COLAs and Steps
$1.4 million - filled vacancies
2015/2016 Budget: $36.8 million needed
$800,000 increase – DDAs/ employees
It should be noted that the increase in Net County Costs for each of the other law enforcement
partners’ budgets over the past five years have exceeded ours:
Sheriff: 15.7%
Probation: 9.7%
Public Defender: 12.4%
Conflicts: 17%
District Attorney: 7.6%
Net County Costs in the District Attorney’s Office over the past five years have averaged less
than 2%. In fact, while the Public Defender and Conflicts have received a $3 million increase in
NCC monies over the last five years, the NCC increase for the District Attorney’s Office has been
only $1 million.
OUR MISSION
The mission of the District Attorney’s Office is to seek justice and to enhance public safety for
all our residents. We do this by fairly, ethically, aggressively, and efficiently prosecuting those
who violate the law, and by working to prevent crime.
As an office, we have many accomplishments to be proud of over the last four years. We’ve
instituted numerous crime prevention programs and initiatives to help us fulfill our mission.
I’m very appreciative of the leadership of the Board of Supervisors in making certain that public
safety is a priority in Contra Costa County. I am hopeful that our office budget will continue to
reflect that priority. If you have any questions, please don’t hesitate contact me at your
convenience. Again, thank you for your leadership.
Sincerely,
Mark Peterson
District Attorney
Contra Costa CountyContra Costa CountyDistrict Attorney’sDistrict Attorney’sOfficeOfficeApril 21, April 21, 20152015
Mission StatementMission StatementThe mission of the Contra Costa The mission of the Contra Costa District Attorney’s Office is to seek District Attorney’s Office is to seek justice and enhance public safety for justice and enhance public safety for all our residents.all our residents.We do this by fairly, ethically, We do this by fairly, ethically, aggressively, and efficiently aggressively, and efficiently prosecuting those who violate the law, prosecuting those who violate the law, and by working to prevent crime.and by working to prevent crime.
2014 HIGHLIGHTS2014 HIGHLIGHTSOffice Totals:Office Totals:–– 17,014 17,014 MisdemeanorsMisdemeanorslogged In logged In ––7,985 Misdemeanors filed 7,985 Misdemeanors filed –– 7,557 7,557 FeloniesFelonieslogged inlogged in––4,130 Felonies filed4,130 Felonies filedRichmond OfficeRichmond Office–– 59 misdemeanor jury trials59 misdemeanor jury trials10 Douglas Office 10 Douglas Office –– 130 misdemeanor jury trials 130 misdemeanor jury trials 189 Misdemeanor Jury Trials 189 Misdemeanor Jury Trials
2014 HIGHLIGHTS2014 HIGHLIGHTS132 Felony Jury Trials132 Felony Jury Trials(2013(2013 -- 120) 120)Highest number in 7 years!Highest number in 7 years!1,348 Felony Trial Days1,348 Felony Trial Days(2013(2013 –– 1,438)1,438)Jury Trial Felony Conviction Rate: 80%Jury Trial Felony Conviction Rate: 80%010203040506070Felony Trial Team Sexual Assault Unit Homicides Gang Unit Domestic Violence Drug UnitTrialsTrial UnitJury Trials (2014)0100200300400500600Felony Trial Team Sexual Assault Unit Homicides Gang Unit Domestic Violence Drug UnitDaysTrial UnitTrial Days (2014)
Investigative UnitInvestigative Unit––2014:2014:––Responded to 17 LEIF ProtocolResponded to 17 LEIF ProtocolIncidentsIncidents––InvestigatedInvestigated 88 Officer InvolvedOfficer InvolvedShootingsShootings––Coroner’s InquestsCoroner’s Inquests––Other officer investigations:Other officer investigations:CNET, WCPD, RPD, CPD, CHPCNET, WCPD, RPD, CPD, CHP
Investigative UnitInvestigative Unit2015:2015:––Training/sharing informationTraining/sharing informationabout all officer involvedabout all officer involvedshootings with all lawshootings with all lawenforcement in countyenforcement in county
District Attorney’s Office (2014/15)District Attorney’s Office (2014/15)97 attorneys authorized97 attorneys authorized22 investigators (FTB) and 3 CPA’s 22 investigators (FTB) and 3 CPA’s 13 victim/witness13 victim/witness51 support/admin staff 51 support/admin staff 186186 authorized employeesauthorized employees$33.8 million dollar budget$33.8 million dollar budget–– $14.4 M county monies$14.4 M county monies»»4.1% of county GP monies ($349 million)4.1% of county GP monies ($349 million)
District Attorney’s OfficeDistrict Attorney’s Office2014/2015 Budget2014/2015 Budget $33.8 M$33.8 M––Prop 172 Tax $12.6 M (37%)Prop 172 Tax $12.6 M (37%)––Other fundingOther funding $ 6.8M (20%)$ 6.8M (20%)––CountyCounty $14.4 M (43%)$14.4 M (43%)91% of DA budget is salaries and91% of DA budget is salaries andbenefitsbenefits
District Attorney’s OfficeDistrict Attorney’s Office91% of DA budget is salaries and benefits$4.3 million20%$12.6 million 37%$14.4 million43%2014-2015 Budget: $33.8 millionOther fundingProp 172 TaxCounty
District Attorney’s OfficeDistrict Attorney’s OfficeGrants:Grants:––Fund 21 DDAsFund 21 DDAs––Fund 12 InspectorsFund 12 Inspectors––Fund 13 Victim WitnessFund 13 Victim Witnessemployeesemployees––Fund 2 paralegalsFund 2 paralegals»»Total: 50 employeesTotal: 50 employees
Office PrioritiesOffice PrioritiesAlways prosecute misdemeanorsAlways prosecute misdemeanorsGang prosecutions and injunctionsGang prosecutions and injunctionsCeasefire programCeasefire programRealignmentRealignmentCrime PreventionCrime PreventionChangeChange
Richmond Violence ReductionRichmond Violence ReductionPlanPlanCeasefireCeasefireCoalition meetings with lawCoalition meetings with lawenforcementenforcementDeputy District Attorneys at RPDDeputy District Attorneys at RPDInvestigative partnership with RPDInvestigative partnership with RPDTarget ListTarget List
Richmond Violence:Richmond Violence:20072007 –– 47 murders47 murders20082008 –– 27 murders27 murders20092009 –– 47 murders47 murders20102010 -- 21 murders (32 in W County)21 murders (32 in W County)20112011 –– 27 murders27 murders20122012 -- 18 murders18 murders20132013 –– 16 murders16 murders20142014 –– 11 murders11 murders
2011 New Programs2011 New ProgramsAntiAnti--Truancy Program/Truancy Program/Truancy courtTruancy court
Reduce TruancyReduce TruancyWorking with County Office ofWorking with County Office ofEducation to increase schoolEducation to increase schoolattendanceattendance10% increase in graduation rates10% increase in graduation rateswould result in 20% reduction inwould result in 20% reduction incrimecrime15 less murders15 less murders465 less aggravated assaults465 less aggravated assaults
2013 New Programs2013 New ProgramsExpanded Victim RecognitionExpanded Victim RecognitionprogramprogramAprilAprilCountyCounty--wide Gun Buybackwide Gun BuybackProgramProgramOne dayOne day3 geographically diverse cities3 geographically diverse cities
Gun BuybackGun Buyback
2013 New Programs2013 New ProgramsBestBest--practices surveypractices surveyConducted Statewide surveyConducted Statewide surveyReport given at CDAA SummerReport given at CDAA SummerConferenceConferenceOngoing implementation of bestOngoing implementation of bestpracticespractices2015 update2015 updateMock Trial participationMock Trial participation
Ongoing ProgramsOngoing ProgramsCity council meetingsCity council meetingsCity attorney meetingsCity attorney meetingsPolice Dept. DDA’s Police Dept. DDA’s -- RPD, SO, PPD/APD/BPDRPD, SO, PPD/APD/BPDGIFT program GIFT program –– DDA speaks at schoolsDDA speaks at schoolsReal Estate Fraud Notices (Sales, Notices)Real Estate Fraud Notices (Sales, Notices)Gun Buyback programGun Buyback programFamily Justice Center Family Justice Center Fully staffed Children’s Interview CenterFully staffed Children’s Interview CenterRisk assessment toolRisk assessment toolExpanded diversion programExpanded diversion programCommunity Correction PartnershipCommunity Correction Partnership
Ongoing Programs/InternalOngoing Programs/InternalPhilosophy StatementPhilosophy StatementEvaluationsEvaluationsProgress ReportsProgress ReportsQuarterly Newsletter Quarterly Newsletter Office Improvement CommitteeOffice Improvement CommitteeLaw clerksLaw clerksIntern program Intern program –– high school & collegehigh school & collegeCode of conduct policy manualCode of conduct policy manual
2013 Internal Goals2013 Internal GoalsImprove CommunicationImprove Communication::State of OfficeState of OfficeUnit MeetingsUnit MeetingsSenior DDA meetingsSenior DDA meetingsExecutive Team MeetingsExecutive Team MeetingsEvaluationsEvaluations(Grand Jury Report) (DA)(Grand Jury Report) (DA)Office Improvement CommitteeOffice Improvement CommitteeNew attorney meetingsNew attorney meetingsOffice SurveyOffice Survey
2014 Program2014 Program --Courthouse DogsCourthouse DogsNational programNational programUsed with sexual assault victims, domestic Used with sexual assault victims, domestic violence victims, etcviolence victims, etc..
2014 New Programs2014 New ProgramsHuman Trafficking AwarenessHuman Trafficking Awareness::
InitiativesInitiativesWest County Violence ReductionWest County Violence Reduction––RPD, SPPD, BART PD, Sheriff, RPD, SPPD, BART PD, Sheriff,ProbationProbation, , FBI/ATF/DEA/DOJ FBI/ATF/DEA/DOJEast County Violence ReductionEast County Violence Reduction(2014)(2014)––Pittsburg PD, Antioch PD, Brentwood PD, Pittsburg PD, Antioch PD, Brentwood PD, Oakley PD, Probation, CHP, Oakley PD, Probation, CHP, FBI/DEA/ATFFBI/DEA/ATF
2015 Initiatives2015 InitiativesFBI/DA “Safe Streets” TaskFBI/DA “Safe Streets” TaskForceForce––FBI, DA, SO, RPD, PPD, APDFBI, DA, SO, RPD, PPD, APD––RespondRespond to, and investigateto, and investigategun/gang violence anywhere ingun/gang violence anywhere inthe countythe county
2015 New Programs2015 New ProgramsStaffing of Family Justice CentersStaffing of Family Justice Centers
2015 New Programs2015 New ProgramsCase Management SystemCase Management System ––Apr.Apr.20152015Paperless filing by policePaperless filing by policePaperless case filesPaperless case filesAtAt--riskrisk YouthYouth ProgramProgramStillStill searchingsearching
2015 New Programs2015 New ProgramsCold Case Unit:Cold Case Unit:––Investigate unsolved murder and rape casesInvestigate unsolved murder and rape cases––Paul Holes Paul Holes ––Forensic Services DirectorForensic Services Director––Just solved 2 coldJust solved 2 cold--case rape/homicidescase rape/homicidesUntested Rape Kits:Untested Rape Kits:––Review/prioritize the 2000 untested rape Review/prioritize the 2000 untested rape kits in this this countykits in this this countyWill need to utilize county DNA fundsWill need to utilize county DNA funds
2015 New Programs2015 New ProgramsCampus Sexual Assault TraininCampus Sexual Assault Trainingg
323789921402212352693070 50 100 150 200 250 300 350NapaMarinSan MateoSonomaSolanoAlamedaSanta ClaraSan FranciscoContra CostaTotal Criminal Jury Trials 2012-2013
48%48%49%54%56%57%70%70%73%40% 50% 60% 70% 80%SolanoSan FranciscoNapaAlamedaSonomaMarinSanta ClaraContra CostaSan MateoFelony Conviction Rate, 2012-2013
48%48%54%70%70%0% 10% 20% 30% 40% 50% 60% 70% 80%SolanoSan FranciscoAlamedaSanta ClaraContra CostaFelony Conviction Rate Amongst the 5 Most Violent Counties (2012-2013)
14,10111,16510,58010,49710,3209,7068,9098,8505,3970 2000 4000 6000 8000 10000 12000 14000 16000San MateoContra CostaSanta ClaraFresnoAlamedaSonomaMarinSolanoNapaNumber of Citizens Served per DDA, 2013-2014
$68$67$56$55$48$46$42$37$32$0$10$20$30$40$50$60$70$80Napa Marin SanFranciscoSanta Clara Sonoma Solano Alameda San Mateo ContraCostaDA Funds per Resident, 2013-2014
AGENCY POPULATION1# OF DDAs22014CRIMINALJURY TRIALS 2012-2013FY3CRIMINALJURY TRIALS / DDAFELONYCONVICTIONRATE4MONTHLYSALARY5Santa Clara1,781,642 176 235 1.34 70.3% $16,278.41San Mateo718,451 53 89 1.68 73.2% $15,031.00San Francisco805,235 120 269 2.24 48.3% $14,382.33Alameda1,510,271 153 221 1.44 54.3% $13,227.07Marin252,409 29 37 1.28 66.4% $12,977.00Solano413,344 48 140 2.92 48.1% $12,833.61Sonoma483,878 51 92 1.80 55.9% $11,983.50Contra Costa 1,049,025 98 307 (1st) 3.13 (1st)70.3%(2nd)$11,934.34(8th)Napa136,484 26 32 1.23 48.6% $11,589.00Mean (Average)794,526 83 158 1.90 59.5% $13,359.58Median718,451 53 221 1.68 55.9% $12,977.00Workload / Salary Comparisons for Bay Area Counties
Monthly Salary, 2012$11,589.00$11,934.34$11,983.50$12,093.00$12,833.61$12,977.00$13,227.07$14,382.33$15,031.00$16,278.41$11,500.00 $12,500.00 $13,500.00 $14,500.00 $15,500.00 $16,500.00NapaContra CostaSonomaSanta CruzSolanoMarinAlamedaSan FranciscoSan MateoSanta Clara
Current Fiscal Year BudgetCurrent Fiscal Year Budget2014/2015 Budget:2014/2015 Budget: $33.8 M$33.8 M––PropProp 172172 TaxTax::$$1212..66MM((3737%%))––OtherOther fundingfunding::$$66..88MM((2020%%))––CountyCounty::$$1414..44MM((4343%%))91% of DA budget is salaries and91% of DA budget is salaries andbenefitsbenefits
BudgetBudget2010/2011:2010/2011:$1.2 million under budget$1.2 million under budget2011/2012:2011/2012:$1.3 million under budget$1.3 million under budget2012/2013:2012/2013:$1.1 million under budget$1.1 million under budget2013/ 2014:2013/ 2014:$400,000 under budget$400,000 under budget
BudgetBudgetSince 2004, Special Prosecutions UnitSince 2004, Special Prosecutions Unithas obtained $5.7 million in civilhas obtained $5.7 million in civiljudgments and penalties injudgments and penalties inEnvironmental and Consumer FraudEnvironmental and Consumer Fraudprosecutions that were applied to theprosecutions that were applied to theGeneral Fund and special prosecutionGeneral Fund and special prosecutionunits.units.An average of $500,000 per year.An average of $500,000 per year.
Next Fiscal Year Budget NeededNext Fiscal Year Budget Needed(Status Quo Budget)(Status Quo Budget)2014/2015 Budget:2014/2015 Budget: $33.8 M$33.8 M––Prop 172 Tax: $12.6 M (37%)Prop 172 Tax: $12.6 M (37%)––Other funding:Other funding: $6.8 M (20%)$6.8 M (20%)––County:County: $14.4 M (43%)$14.4 M (43%)2015/2016 Budget: $36 M2015/2016 Budget: $36 M––Prop 172Prop 172––Other fundingOther funding––CountyCounty
Next Fiscal Year Budget NeededNext Fiscal Year Budget Needed(Status Quo Budget)(Status Quo Budget)2014/2015 Budget: $33.8 M2014/2015 Budget: $33.8 M––$$825,000825,000 –– COLA’sCOLA’s––$1.4 M$1.4 M–– FilledFilled vacanciesvacancies––$2.2 M increase needed$2.2 M increase needed2015/2016 Budget: $36 M2015/2016 Budget: $36 M
Office Needs:Office Needs:1 Forensic Services Director1 Forensic Services Directorto help solve:to help solve:–– cold cases cold cases –– rapes and murdersrapes and murders–– $100,000 (Could be funded from DNA fund)$100,000 (Could be funded from DNA fund)1 DDA to prosecute SAU cases 1 DDA to prosecute SAU cases –– 25 cases per DDA currently25 cases per DDA currently1 DDA to handle Domestic Violence cases at West 1 DDA to handle Domestic Violence cases at West County Family Justice Center (WCFJC)County Family Justice Center (WCFJC)–– 25 cases per 25 cases per DDA DDA currentlycurrently1 DDA to prosecute Gang cases in East County1 DDA to prosecute Gang cases in East County–– 35 35 cases per DDA cases per DDA currentlycurrently1 DDA to investigate/prosecute Public Corruption 1 DDA to investigate/prosecute Public Corruption
Office NeedsOffice Needs1 Grant Writer1 Grant Writer1 Crime Scene Trial Reconstruction1 Crime Scene Trial Reconstructionspecialistspecialist1 Victim Restitution Specialist1 Victim Restitution Specialist
Office Needs CostsOffice Needs Costs4 DDAs4 DDAs––$600,000$600,0003 civilian positions3 civilian positions––$200,000$200,000--1 grant writer1 grant writer--1 crime scene reconstruction specialist1 crime scene reconstruction specialist--1 victim restitution specialist1 victim restitution specialist
Next Fiscal Year Budget to MeetNext Fiscal Year Budget to MeetOOffice Needsffice Needs2014/2015 Budget: $33.8 M2014/2015 Budget: $33.8 M2015/16 Budget: $36 M (Status Quo)2015/16 Budget: $36 M (Status Quo)–– $2.2 million increase$2.2 million increase::»»$825,000 $825,000 –– COLA’sCOLA’s»»$1.4 M $1.4 M –– Filled vacanciesFilled vacancies2015/16 budget: $36.8M needed2015/16 budget: $36.8M needed–– $800,000 increase $800,000 increase –– DDAs/employeesDDAs/employees
District Attorney NCCDistrict Attorney NCCYearYear BudgetBudget Increase %Incr.Increase %Incr.2010/11 $13.4M2010/11 $13.4M2011/12 $14M $600,000 4.48%2011/12 $14M $600,000 4.48%2012/13 $13.9M2012/13 $13.9M --$48K$48K --0.34%0.34%2013/14 $13.9M $30K 0.22%2013/14 $13.9M $30K 0.22%2014/15 $14.4M $429,000 3.07%2014/15 $14.4M $429,000 3.07%5 year average increase:5 year average increase: 1.86%1.86%
Justice Department’s Budget Data (5 year period/ 2010-2015)SheriffNCC BudgetedNCC Incr.Over 5 Yrs.NCC % ChangeAllocated Positions (FTE)Increase(#)(2010/11) $63,948,880980(2014/15) $74,000,000 $10,051,120 15.7% 1,033 53ProbationNCC BudgetedNCC Incr.Over 5 Yrs.NCC % ChangeAllocated Positions (FTE)Increase(#)(2010/11) $36,470,257330(2014/15) $40,000,000 $2,529,743 9.7% 339 9Public DefenderNCC BudgetedNCC Incr.Over 5 Yrs.NCC % ChangeAllocated Positions (FTE)Increase(#)(2010/11) $16,722,13483(2014/15) $18,800,000 $2,077,866 12.4% 96 13ConflictsNCC BudgetedNCC Incr.Over 5 Yrs.NCC % ChangeAllocated Positions (FTE)Increase(#)(2010/11) $3,847,398(2014/15) $4,500,000 $652,602 17.0%District AttorneyNCC BudgetedNCC Incr.Over 5 Yrs.NCC % ChangeAllocated Positions (FTE)Increase(#)(2010/11) $13,388,579167(2014/15) $14,400,00$1,011,421 7.6% 180 13
2014 HIGHLIGHTS2014 HIGHLIGHTS132 Felony Jury Trials132 Felony Jury Trials(2013(2013 -- 120) 120)Highest number in 7 years!Highest number in 7 years!1,348 Felony Trial Days1,348 Felony Trial Days(2013(2013 –– 1,438)1,438)Jury Trial Felony Conviction Rate: 80%Jury Trial Felony Conviction Rate: 80%010203040506070Felony Trial Team Sexual Assault Unit Homicides Gang Unit Domestic Violence Drug UnitTrialsTrial UnitJury Trials (2014)0100200300400500600Felony Trial Team Sexual Assault Unit Homicides Gang Unit Domestic Violence Drug UnitDaysTrial UnitTrial Days (2014)
Mission StatementMission StatementThe mission of the Contra Costa The mission of the Contra Costa District Attorney’s Office is to seek District Attorney’s Office is to seek justice and enhance public safety for justice and enhance public safety for all our residents.all our residents.We do this by fairly, ethically, We do this by fairly, ethically, aggressively, and efficiently aggressively, and efficiently prosecuting those who violate the law, prosecuting those who violate the law, and by working to prevent crime.and by working to prevent crime.
Our MissionOur MissionSEEK JUSTICESEEK JUSTICESERVE JUSTICESERVE JUSTICEDO JUSTICEDO JUSTICE
Questions?Questions?
BUDGET PRESENTATIONOFFICE OF THE PUBLIC DEFENDERAPRIL 21, 2015
WHAT WE DOXAdult Felony casesXDeath Penalty casesXAdult Misdemeanor casesXJuvenile casesXProbation violations, Parole violations, Realignment violationsXSexually violent predators XMental Health cases – Not guilty by reason of insanity, Incompetent to stand trial, conservatorships XClean slate petitionsXSpecialty court representation – drug court, behavioral health court, domestic violence court
CURRENT ATTORNEY STAFFING73.5ATTORNEYS7MANAGEMENT32.5FELONY CASELOADS12MISDEMEANOR CASELOADS10JUVENILE CASELOADS2.5ARRAIGNMENT COURTS AND EARLY DISPOSITION 3MENTAL HEALTH UNIT1.5SPECIALTY CALENDARS1FORENSICS ATTORNEY1DUTY CALENDAR ATTORNEY2PROBATION AND PAROLE CASES1REENTRY SPECIALIST
OTHER STAFF16CLERICAL SUPPORT9 PARALEGAL/LEGAL ASSISTANTS11 INVESTIGATORS2 IT SUPPORT2ADMINISTATIVE SUPPORT2 SOCIAL WORKERS4 POST-BAR LAW CLERKS
WORKLOAD TRENDSXINCREASE IN FELONY FILINGSXINCREASE IN DEATH PENALTY CASESXMISDEMEANOR FILINGS – fluctuatingPROP 47 MAY CAUSE AN INCREASEXDECREASE IN JUVENILE FILINGS
DEPARTMENT ACCOMPLISHMENTSXINVESTIGATOR WORKLOAD MATRIXXFORMATION OF ATTORNEY/INVESTIGATOR TEAMSXIMMIGRATION SUPPORTXMENTAL HEALTH UNITXYOUTH JUSTICE INITIATIVE – JAG GRANT
PROPOSITION 47 CHALLENGESNEW BURDENS ON THE DEPARTMENT, BEGINNING NOVEMBER 5, 2014REQUIRES RESENTENCING FOR PERSONS WHO HAVE BEEN CONVICTED OF FELONIES FOR LOW LEVEL THEFT CASES AND SIMPLE DRUG POSSESSION CASESXResentencing for persons in prison and local jail –COMPLETEDXResentencing for persons on probation – IN PROGRESS –NEED STAFF!XReduction of prior convictions to misdemeanor status –NEED STAFF!
THE NUMBERS ON PROP 47 CASES GOING FORWARDXNUMBER OF CLIENTS CURRENTLY ON PROBATION WHO NEED TO HAVE PETITIONS FILED:OVER 1200 on probation caseloadsSeveral thousand more on court probationXNUMBER OF CLIENTS WITH PRIOR CONVICTIONS THAT NEED TO HAVE PETITIONS FILED: OVER 25,000 over the next 3 yearsXSTAFFING REQUESTOne entry-level attorney position– to represent clients in court and oversee the case filingsTwo paralegal positions – to do community outreach and prepare petitions.
THE END
Budget Highlights for Fiscal Year 15/16Budget PresentationApril 21, 2015
EHSD FY 15/16 Budget HighlightsAll Funds SummaryFundingStaffingFY 14/15RecommendedFY 15/16RecommendedExpenditures 448,701,212 474,354,854Revenues 429,651,212 454,354,854Net County Cost 19,050,000 20,000,000FY 14/15RecommendedFY 15/16RecommendedAllocatedPositions (FTEs)2,094 2,1502
EHSD Accomplishments (FY 14/15) XPositive response to new Child Welfare legislation by joining with County Mental Health to increase family engagement, decrease Group Home referrals/length of stay, and, provide additional supportive mental health services (Katie A. Settlement Agreement)XAdditional staffing in Adult Protective Services is allowing for improved response and referral timesXGrowing the Subsidized Employment Programs (CCWORKs) with enhanced services for clients with special challengesXHealth Care Access Center - Successfully partnering with Covered California by taking warm hand-offs and maintaining a high service level for MAGI Medi-Cal applicants3
EHSD Accomplishments (FY 14/15) XTechnology enhancements for improved customer experience (updating reception areas with self-access to case information, Interactive Voice Response, automated appointment reminders) 4
EHSD Accomplishments (FY 14/15) XThe State Department of Education awarded $1.1 million to fund child care services for 93 part-day and 111 full-day slotsXThe Covered California Call Center contract was renewed through FY 16/17 for $33.8MXA $1 million CalWORKs Housing Support Grant was received to provide housing support services for homeless familiesXThe Workforce Development Board provided services to over 1,000 youth, adults, and older workers for career development assistance. The Small Business Development Center provided resources, training and consultations to more than 500 businesses or business start-up ventures. XReceived $1 million grant to assist 100 CalWORKs families, in collaboration with Shelter Inc.5
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Goals and Objectives (FY 15/16)7XEnhance Business Intelligence and Predictive AnalyticsXMulti-pronged approach to maximize emerging technologies to turn data into useful information that improves business practices, creates process and fiscal efficiencies, and a better customer experienceXProvide Exemplary Customer ServiceXFocus on continuous improvement for the 150,000 Contra Costa residents interacting with EHSD each yearXEnhance and Create Multi-Disciplinary Family Services ModelsXIntegrated, wrap-around model of family services targeted to disadvantaged and at-risk families
Goals and Objectives (FY 15/16)8XIncrease CalFresh Participation Rates and Improve Business ProcessesXFocus on enrollment process improvements (e.g., helping customers applying for Medi-Cal to enroll in CalFresh when eligible)XIncrease Partnership with County Health Services Dept. and the Regional Medical CenterXOpportunities due to the Affordable Care Act (additional are now eligible for Medi-Cal)XStrengthen partnership with mental health services for children and families in the child welfare system
EHSD FY 15/16 Budget HighlightsFunding EnhancementsXCalWORKs FundingXProjected increase in CalWORKs funding to support participants transition to self-sufficiencyXEmployment Services Welfare-to-Work caseload continues to increase due to legislative and policy changes in recent yearsXAdditional staff and contracted supportive services addedXCalWORKs Expanded Subsidized EmploymentX$3.9M in funding continues for employment services and additional subsidized employment slots for the CCWORKs programXFamily StabilizationX$600k in funding continues to provide targeted supportive services to help stabilize families as they transition to self-sufficiency9
EHSD FY 15/16 Budget HighlightsFunding EnhancementsXRestoration of Adult Protective Services XAccess additional 2011 Realignment to restore critical staffing and support services to the Adult Protective Services programXRestoration of Child Welfare Services XAccess additional 2011 Realignment to continue to restore critical staffing and support services that were reduced during the recessionXCommunity ServicesXIn January 2015, the Federal Early Head Start program awarded $1.1 M in enhanced funding for the next 18 months to partner with community organizations and provide services to 72 infants and toddlers. 10
EHSD FY 15/16 Budget Highlights Financial ChallengesXCost of Doing Business (CODB)XSince FY 01/02, the State has not funded CODB increases, which impacts staffing and service deliveryXMedi-Cal/Health Care ReformXStructurally underfunded - Allocation has increased over the last seven years by over 37% while caseload has increased by over 147%XMaximizing RevenueXContinuing challenges in filling mandated and funded positions11
EHSD Budget Highlights125.5%8.6%16.6%22.7%26.8%30.1%47.9%146.6%4.3%4.0%3.2%7.6%7.3%14.3%26.5%36.7%06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15Rate of Change Since FY 2006/07Fiscal YearsMedi-Cal Caseload vs. Allocation Overview Active Medi-Cal CasesMedi-CalAllocationMedi-Cal Caseload and Allocation Increase from FY 2006/07 to FY 2014/15:Caseload146.6% IncreaseMedi-CalAllocation36.7% Increase
EHSD FY 15/16 Budget Highlights Program ChallengesXCommercially Sexually Exploited ChildrenXNew Federal and State MandatesXWorkforce Investment & Opportunities Act (WIOA)XNew Federal program requirementsXRequires closer collaboration and services with CalWORKs programXCalFresh (Food Stamps)XInsufficient trained staff leading to higher error ratesXMedi-CalXInadequate funding to ensure full and timely access to health care13
EHSD FY 15/16 Budget HighlightsGeneral Fund ChallengesXSalary and Benefit IncreasesXCalFresh MOE IncreaseXPhase out of CalFresh MOE Waiver at 25% per year. Impact = $450,000 additional local match in 15/16 XIHSS MOE IncreaseXIHSS MOE COLA increase – 3.5% = $643,096XZero Tolerance for Domestic ViolenceXIncreased Responsibilities = $300,000 not fundedXFamily Justice Center coordinationXHuman trafficking training and education coordinationXTrauma informed services and trainingXByrne Justice Assistance Grant coordination14
Questions?15