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MINUTES - 04222024 - BOS Complete Min Pkt
Meeting Minutes CONTRA COSTA COUNTY BOARD OF SUPERVISORS Supervisor John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Clerk of the Board (925) 655-2000 clerkoftheboard@cob.cccounty.us 9:00 AMAdministration Building 1025 Escobar Street, Martinez | https://cccounty-us.zoom.us/j/87344719204 | Call in: 888-278-0254 access code 843298# Monday, April 22, 2024 SPECIAL MEETING Monday and Tuesday, April 22-23, 2024 1.CALL TO ORDER; ROLL CALL District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, and District V Supervisor Federal D. Glover Present: 2.PLEDGE OF ALLEGIANCE 3."The unselfish effort to bring cheer to others will be the beginning of a happier life for ourselves." ~Helen Keller 3.CLOSED SESSION (Tuesday, April 23, 2024 at 9 a.m.) There were no reports from closed session . CS.1 . Claim of Marc Jon Caviglia.24-1169 Attachments:Claim of Marc Jon Caviglia.pdf A. CONFERENCE WITH LEGAL COUNSEL--ANTICIPATED LITIGATION Significant exposure to litigation pursuant to Gov. Code § 54956.9(d)(2): [One potential Case.] 1.Claim of Marc Jon Caviglia Page 1 of 28 1 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 5.CONSIDER CONSENT ITEMS (Items listed as C.1 through C.102 on the following agenda) – Items are subject to removal from Consent Calendar by request of any Supervisor. Items removed from the Consent Calendar will be considered with the Discussion Items. District I Supervisor Gioia, Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Glover Aye: Result:Passed 6.DISCUSSION ITEMS Page 2 of 28 2 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 D.1.CONDUCT hearing on the Fiscal Year 2024-2025 Recommended Contra Costa County and Special District Budgets, receive department presentations, receive public comment, provide direction and take related actions. (Monica Nino, County Administrator; Adam Nguyen, County Finance Director; Tim Ewell, Chief Assistant County Administrator) Department Presentations Scheduled for April 22, 2024: 1. County Administrator’s Office 2. Clerk-Recorder and Registrar of Voters 3. Auditor Controller 4. Health Services 5. Employment and Human Services 6. Animal Services 7. Contra Costa County Fire Protection District 8. Library Public comment on the above budget presentations and any other budget items. Department Presentations Tentatively Scheduled for April 23, 2024: 1. Sheriff-Coroner 2. District Attorney 3. Public Defender 4. Probation 5. Public Works Public comment on the above budget presentations and any other budget items. 24-1211 Page 3 of 28 3 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 Attachments:FY24-25 Recommended Budget Book 1. CAO FY24-25 Budget Overview 2. Clerk-Recorder FY24-25 Budget Presentation 3. Office of the Auditor-Controller FY24-25 Budget Presentation 4. Health Services FY24-25 Budget Presentation 5. EHSD FY24-25 Budget Presentation 6. Animal Services FY24-25 Budget Presentation 7. Contra Costa Fire Protection FY24-25 Budget Presentation 8. Library FY24-25 Budget Presentation 9. Sheriffs Office FY24-25 Budget Presentation 10. District Attorney FY24-25 Budget Presentation 11. Public Defender FY24-25 Budget Presentation 12. Probation FY24-25 Budget Presentation 13. Public Works FY24-25 Budget Presentation MXCAB Priority Recommendations.pdf Revised EHSD BOS Budget Presentation_2024_FINAL 04212024 ms.pdf MXCAB funding recommendations - $28M one-time - April 2024.pdf Correspondence Received.pdf Speakers: Crystal Blanton, Lincoln Families; Sara Gurdian, Contra Costa Budget Justice Coalition; Edith Rosekind; Rachel Rosekind; Mariana Moore, Ensuring Opportunity Campaign; Sandra Naughton, First 5; Michelle Jackson, Youth Services Bureau; Gigi Crowder, Imalave, Contra Costa Youth Services Bureau; John Dante; Jan Warren; Elder Desiree Rushing; Melvin Willis, Alliance Of Californians For Community Empowerment (ACCE), Racial Justice Coalition; Nacher Facher, Dan Geiger, Human Services Alliance; Stephanie Hochman, Bay Area Community Resources; Lauren Crutsinger; Julia Aguirre; Phil Arnold, National Alliance on Mental Illness (NAMI); Johana Gurdian, Healthy Contra Costa; Debra Ballinger, United Latino Voices; Stephanie Taddeo; Janette Kennedy, Food Security Collaborative; Steven Smith, NAMI; Chaplain Jeralyn Brown-Blueford, NAMI; Wanda Johnson, NAMI; Akii, NAMI; Rita Schank, Ujima Family Recovery Services; Patricia Granados, Sherina Criswell, Daniel Petrie, Family And Childrens Services; Reginald Perry; Rashonda;, Rena Moore, Linda Waters, Marena Brown; Regina Berny, Monument Impact; Xxx Able Community Development Foundation, Tumani Drew, Young Women’s Freedom Center; Nicole Dignos; Bara Sapir; Tachina Garrett, Antioch, (ACCE); Michelle Hayes; Hailey Solares; Caller 5748; Frank Sterling; Shana Darby, Meals On Wheels; Melvin Willis; Jill Kleiner; Diana Honig; J Chung, Executive Dir Community Health For Asians; Bessie Trammel; Brieannah Young Women’s Freedom Center; Caitlin Sly, Food Bank Of CC&S; Jan Warren; Kalia; Solomon Belette, East Contra Costa ACCE; Judith Ortiz, Director, Monument Impact; Erynn Chavis; Jenessa; Mica Herrera, Young Women’s Freedom Center; Kimora, Young Women’s Freedom Center; Written commentary provided by: Dan Geiger, Director, Human Services Alliance of Contra Costa; Lisa Bodine, Director, Meals on Wheels-Diablo Region; Sara Gurdian, Contra Costa Budget Justice Coalition; Courtney Pal, Resources for Community Development; Doug Leich, Multifaith Action Coalition; Elaine Cortez Schroth, Contra Costa Human Services Alliance (attached). 1.OPENED and CONDUCTED a public hearing to receive input on the Fiscal Year 2024-2025 Recommended Contra Costa County and Special District Budgets. 2.RECEIVED budget presentations from the listed departments for April 22-23, 2024 3.RECEIVED public comment on the budget presentations and any other Page 4 of 28 4 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 budget items. 4.ACKNOWLEDGED that delivering core services, maintaining top credit ratings, minimizing debt, meeting labor contract obligations, and maintenance of the County's physical assets remain a priority of the Board of Supervisors over the long term; 5.ACKNOWLEDGED that the Recommended Budget balances annual estimated expenditures with estimated revenues in FY24-25; 6.ACKNOWLEDGED that the Recommended Budget does not include any funding changes that may occur in the State of California’s FY24- 25 budget; 7.RE-AFFIRMED the Board of Supervisors’ policy prohibiting the use of County General Purpose Revenue to backfill State and Federal revenue cuts; 8.PROVIDED direction to the County Administrator for $17,502,400 in one-time allocations for Measure X, including: Department Allocation Description FY24-25 One-time Allocations Clerk-Recorder Mapping Prejudice Project $72,400 Library Facilities Deferred Maintenance $1,900,000 EHSD South County Family Justice Center $2,500,000 CCCFPD Evacuation software (3-year license) and vegetation management $1,500,000 ORESJ African American Holistic Wellness Center & related services $7,500,000 CAO Innovation Fund $2,000,000 EHSD Community-based services for seniors and disabled residents $1,000,000 EHSD Food security $1,000,000 CAO MXCAB retreat and needs assessments (10,000 per year)$30,000 $17,502,400 9.DIRECTED the County Administrator to claim $37,544,395 in remaining American Rescue Plan Act (ARPA), Coronavirus State and Local Fiscal Recovery Funds (CSLFRF) to offset a portion of the General Fund subsidy to the Hospital Enterprise Fund in FY23-24; 10.DIRECTED the County Administrator to include a new General Fund reserve designation of “Assigned” fund balance in the amount of $37,544,395 at the conclusion of FY23-24 in recognition of FEMA claims that have not yet been obligated or received; 11.DIRECTED the County Administrator to return to the Board of Supervisors at least annually on the status of the County’s COVID-19 Page 5 of 28 5 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 FEMA Public Assistance program claims and DETERMINE whether to reduce the $37,544,395 “Assigned” fund balance designation in amounts consistent with COVID-19 FEMA payments received by the County, and hold public processes such as workshops and town halls to seek community input on how to allocate available funds. 12.ACKNOWLEDGED that the Recommended Budget includes a specific appropriation of $20M for contingency, and that the Board also maintains its ability to manage General Fund contingencies during the fiscal year by use of fund balance and reserve funds; 13.ACKNOWLEDGED that any program increases or 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; 14.DIRECTED the County Administrator to prepare for consideration by the Board of Supervisors on May 21, 2024, position additions and eliminations necessary to carry out Board action on the Recommended Budget; 15.DIRECTED the County Administrator to prepare for Board adoption on May 21, 2024, the FY24-25 County and Special District Budgets, as modified, to incorporate the changes directed by the Board during these public hearings, including: 1.Revising the budget for Animal Services as proposed by the department, reducing total budgeted expenditures and revenues by $1,224,922, and withholding 4 FTE positions; 2.Appropriating $17,502,400 for the specified one-time expenditure allocations for Measure X 16.DIRECTED a report back from EHSD in July on a plan to allocate $5M for a potential guaranteed income pilot project, including the intended populations to be served, expected outcomes, how much in stipends for how long, overhead, evaluation, and opportunities for matched funding; 17.DIRECTED a report back from the County Administrator and Human Resources Department on opportunities to streamline policies and procedures to improve County recruitment and retention of employees; and 18.CLOSED the public hearing. Motion:Gioia GloverSecond: District I Supervisor Gioia, Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Glover Aye: Result:Passed Page 6 of 28 6 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 D.2.RECEIVE the Sheriff's Oversight Report for the quarter ending March 31, 2024. (David Livingston, Sheriff-Coroner) 24-1212 Attachments:Quarterly Report Q1 2024 Speakers: John; No Name Given. District I Supervisor Gioia, Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Glover Aye: Result:Passed D.3.CONSIDER appointing Ben Winkleblack as Animal Services Director of Contra Costa County at Step 7 of 9 of the salary range ($15,971.74 /mo), including all benefits as provided in the current Management Resolution that apply to the position of Animal Services Director, effective May 6, 2024. (Timothy Ewell, Chief Assistant County Administrator) 24-1213 Speakers: Anthony; Anna; Lisa Kirk . . Motion:Andersen CarlsonSecond: D.4 CONSIDER consent item previously removed. There were no items removed from consent for discussion . 7.ADJOURN in memory of Linda Cardiff, Danville resident Adjourned today's meeting at 4:59 p.m. D.5 PUBLIC COMMENT (2 Minutes/Speaker) Liz Ritchie spoke on the State's projected $73 billion budget deficit, noting that cuts would most likely be made in health and human service areas, affecting the programs for children, the low-income and the elderly. She suggested that be considered in discussion of the Measure X funds. D.6 CONSIDER reports of Board members. There were no items reported today. 8.CONSENT CALENDAR Animal Services Page 7 of 28 7 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 CONSIDER CONSENT ITEMS A motion was made by District IV Supervisor Carlson, seconded by District II Supervisor Andersen, to approve the Consent Agenda . The motion carried by the following vote: District I Supervisor Gioia, Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Glover Aye: Result:Passed C.1.ACCEPT the monetary donation report from the Animal Services Department, which describes the source and value of each gift received by Animal Services for FY 2023/24, Quarter 3: January 1, 2024 through March 31, 2024. (No fiscal impact) 24-1127 Attachments:ABF Donations FY 2023-24 Q3 approved Airport C.2.APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a month-to-month hangar rental agreement with Grace Gatpandan, for a north-facing hangar at Buchanan Field Airport effective April 5, 2024, in the monthly amount of $380, Pacheco area. (100% Airport Enterprise Fund) 24-1128 Attachments:Hangar Rental Agmt pg 4-5_CCR C-5 approved Clerk of the Board C.3.ADOPT Resolution No. 2024-139 proclaiming April 2024 as Prescription Drug Abuse Awareness Month, as recommended by Supervisor Glover. RES 2024-139 Attachments:Signed Resolution No. 2024-139.pdf adopted C.4.ADOPT Resolution No. 2024-143 proclaiming May 16, 2024 as "Bike to Work Day" and May 2024 as "Bike to Wherever Days" in Contra Costa County, and AUTHORIZE the County Administrator to sign a memorandum requesting County Department Heads to participate in outreach efforts to their employees for Bike to Work Day and Bike to Wherever Days, as recommended by the Conservation and Development and Public Works Department Directors . RES 2024-143 Attachments:Attachment A - 2024 Bike to Work Day Memo Attachment B - 2024 Bike to Work Day Flyer Signed Resolution No. 2024-143.pdf adopted Page 8 of 28 8 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.5.ADOPT Resolution No. 2024-140 proclaiming April 2024 as National Volunteer Month, as recommended by Supervisor Glover. RES 2024-140 Attachments:Signed Resolution No. 2024-140.pdf adopted C.6.ADOPT Resolution No. 2024-141 declaring May 2024 as CalFresh Awareness Month, as recommended by the Employment and Human Services Director. RES 2024-141 Attachments:Signed Resolution No. 2024-141.pdf adopted C.7.ADOPT Resolution No. 2024-142 recognizing Robert Austin, for his 35 years of service to Contra Costa County, as recommended by the Public Works Director. RES 2024-142 Attachments:Signed Resolution No. 2024-142.pdf adopted C.8.APPOINT Catherine Reed to the Family and Children's Trust Committee District 1 seat for a term ending on September 30, 2025, as recommended by Supervisor Gioia. 24-1130 Attachments:Reed, Catherine (redacted) 12-27-23 approved C.9.APPOINT Waleed Akbar to the City (central subregion) Representative seat to a new term ending on June 30, 2027 and Dallas Elliott to the Unincorporated (central sub-region) Representative seat to complete the current term ending on June 30, 2025 on the Affordable Housing Finance Committee, as recommended by the Internal Operations Committee. 24-1131 Attachments:AHFC Applicant_Akbar, Waleed AHFC Applicant_Elliot, Dallas AHFC Applicant_Gallon, Keycha AHFC Applicant_Lafrades, Janelle approved Page 9 of 28 9 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.10 . APPOINT Kenneth Miller to the Board of Supervisors Representative seat and Steven Quinly to the Public #3 seat on the Treasury Oversight Committee to terms that will begin on May 1, 2024 and expire on April 30, 2028; and DECLARE vacant the Board of Supervisors Alternate Representative seat held by Kenneth Miller and DIRECT the Clerk of the Board of post the vacancy, as recommended by the Internal Operations Committee. 24-1132 Attachments:Albers, Michael (TOC) 03-11-24_Redacted Andrews, Floy (TOC) 03-15-24_Redacted Beraz, Mari (TOC) 03-27-24_Redacted Elliott, Dallas (TOC) 03-11-24_Redacted Hazarika, Gaurab (TOC) 03-11-24_Redacted Miller, Kenneth (TOC) 03-27-24_Redacted Quinly, Steven (TOC) 03-26-24_Redacted Reyes-Erazo Hector (TOC) 04-03-24 Yow Bruce (TOC) 04-05-24_redacted Attachment 2: Treasury Oversight Committee Roster 04.01.24 (002) Vacancy Notice.pdf approved C.11 . APPOINT Dena Acosta-Beere to the At-Large #1 Seat on the Contra Costa Commission for Women and Girls for a term expiring February 28, 2025, as recommended by the Family and Human Services Committee. 24-1133 Attachments:CCCWG Roster Redacted Acosta-Beere Dena Application Redacted approved C.12 . APPOINT Daniela Parasidis to the County Superintendent of Schools Seat, Julie Bautista to the County School and Community College Districts Seat, and Glenn Pena to the Alternate County School and Community College Districts Seat on the Treasury Oversight Committee, as recommended by the Internal Operations Committee . 24-1134 Attachments:Parasidis, Daniela TOC Application_redacted TOC Reappointment Letter Daniela Parasidis 2024 Bautista, Julie TOC Application_redacted TOC Reappointment Letter Julie Bautista 2024 Pena Glenn TOC Application_redacted TOC Reappointment Letter Glenn Pena 2024 approved Page 10 of 28 10 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.13 . ACCEPT the resignation of Shawni Goudarzi, DECLARE a vacancy in Seat B2 – American Heart Association Representative, on the Emergency Medical Care Committee for a term ending September 30, 2024 and DIRECT the Clerk of the Board to post this vacancy, as recommended by the Health Services Director. 24-1135 Attachments:Vacancy Notice.pdf approved C.14 . ACCEPT the resignation of Felipe Solis, DECLARE vacant the At-large Alternate seat on the Fish and Wildlife Committee, which has a term ending December 31, 2024, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Conservation and Development Director. 24-1136 Attachments:Vacancy Notice.pdf approved C.15 . APPROVE the Bylaws of the African American Holistic Wellness and Resource Hub Feasibility Study Steering Committee, as recommended by the Equity Committee 24-1137 Attachments:African American Holistic Wellness and Resource Hub Feasibility Study Steering Committee Bylaws.rev3.6.24 approved Communications & Media C.16 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, on behalf of the Office of Communication and Media to execute a purchase order with Key Code Media, Inc., subject to Key Code Media's Master Service Agreement, in an amount not to exceed $3,724 to provide high-performance high-capacity shared media server support with asset management for storing video, photo, and audio files from March 16, 2024 through February 28, 2025. 24-1138 approved Conservation & Development C.17 . APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a memorandum of understanding with Byron Union School District to contribute $38,000 of County park fee funds towards the completion of the multipurpose building at Byron Family Playground, for the period June 13, 2023 to June 30, 2024. (100% Park Dedication and Park Impact Fees) 24-1139 approved Page 11 of 28 11 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 County Administration C.18 . ADOPT Resolution No. 2024-144 approving a side letter of agreement modifying the Memorandum of Understanding between the County of Contra Costa and the Deputy Sheriffs Association (DSA) Rank and File Unit, to clarify the process for promoting from the Sheriff Recruits (6X7A) classification to the Deputy Sheriff Recruits (6X7A) classification. RES 2024-144 Attachments:Fully Executed DSA RF Side Letter (Recruit Probation) adopted C.19 . ADOPT Resolution No. 2024-145 approving a side letter of agreement modifying the memorandum of understanding ("MOU") between Contra Costa County and the Deputy Sheriffs Association ("DSA") Management Unit, to allow the Office of the Sheriff to receive the entire employment list in ranked order when recruiting for the classifications of Lieutenant (6XHA) or Captain (6XDA). RES 2024-145 Attachments:DSA Side Letter - Management - Fully Executed - Rule of the List adopted C.20 . ADOPT the County's 2024-2025 State Controller's Recommended Budget Schedules for Countywide Funds and Special Districts, as recommended by the County Administrator. 24-1140 Attachments:FY2024-25 Recommended State Schedules.pdf approved C.21 . APPROVE the official list of persons to serve, in priority order, as standby officers for the County Administrator, as recommended by the County Administrator. 24-1141 approved C.22 . APPROVE and AUTHORIZE the County Administrator, or designee, to execute the Public Safety Maintenance of Effort (MOE) Certification Form for Fiscal Year 2023/24 and to submit the MOE Certificate form to the County Auditor-Controller. (100% State Proposition 172 Funds) 24-1142 Attachments:FY23-24 Prop 172 MOE-Contra Costa approved County Counsel C.23 . RECEIVE public report of litigation settlement agreements that became final during the period February 1, 2024, through March 31, 2024. 24-1143 approved Page 12 of 28 12 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 District Attorney C.24 . APPROVE and AUTHORIZE the District Attorney, or designee, to apply for and accept the U.S. Department of Justice Smart Prosecution Innovative Prosecution Solutions Grant in an amount of up to $350,000, to transition to paperless electronic filing for the period October 1, 2024 through September 30, 2026. (100% Federal) 24-1144 approved C.25 . APPROVE and AUTHORIZE the District Attorney, or designee, to apply for and accept the U.S. Department of Justice Fiscal Year 2024 Law Enforcement Mental Health and Wellness Act Program Grant, in an amount of up to $200,000 for the implementation of a staff health and wellness program for the period July 1, 2024 through June 30, 2026. (100% Federal) 24-1145 approved C.26 . APPROVE and AUTHORIZE the District Attorney, or designee, to execute an agreement with the City of San Jose to receive revenue in an amount not to exceed $75,000, for training, supplies, and equipment to investigate computer crimes that target youth for the period January 1, 2024 through February 28, 2025; and APPROVE Budget Amendment No. BDA-24-00220 authorizing revenue appropriations from the City of San Jose in the amount of $75,000 to the District Attorney's Office. (100% State) 24-1146 Attachments:BDA-24-00220.pdf approved Employment & Human Services C.27 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Young Men’s Christian Association of the East Bay to increase the payment limit by $61,922 to a new payment limit not to exceed $1,197,568 to implement a Head Start and Early Head Start Program Cost of Living Adjustment with no change to the term July 1, 2023, through June 30, 2024. (100% Federal) 24-1147 approved C.28 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Fiscal Experts, Inc. (dba Time Study Buddy) in an amount not to exceed $236,040 for maintenance of the online time study application software for the period July 1, 2024 through June 30, 2026. (59% Federal, 35% State, 6% County) 24-1148 approved Page 13 of 28 13 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.29 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Friends of the Port dba Working Waterfront Coalition, to increase the payment limit by $125,000 to an amount not to exceed $325,000 to develop and implement short-term training for employment opportunities in the marine trades, hire and manage the instructors, instructional materials, stipends, and hand and power tools with no change to the term November 1, 2023 through December 31, 2024. (100% Federal) 24-1149 approved C.30 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a non-financial agreement with California State University, East Bay for the student work experience program and use of the Community Services Bureau Head Start Childcare facilities for the period January 1, 2024, through December 31, 2029. (No fiscal impact) 24-1150 approved C.31 . RATIFY the High Road Training Partnership (HRTP2) grant application; and APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to accept funding in an amount not to exceed $500,000, and execute a contract agreement with the California Workforce Development Board, and any extensions or amendments thereof, pursuant to HRTP2 program guidelines, for the period April 1, 2024 through March 31, 2025. (100% State, no County match) 24-1151 approved Fire Protection District C.32 . Acting as the governing body of the Contra Costa County Fire Protection District, APPROVE the donation of Contra Costa County Fire Protection District surplus equipment to the Plumas Eureka Fire Department and the Coffee Creek Volunteer Fire District. (No fiscal impact) 24-1170 approved Page 14 of 28 14 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.33 . Acting as the Governing Board of the County of Contra Costa and the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Chair of the Board, the County Administrator and the Fire Chief, or designees, to execute First Amendments to the Installment Sale Agreement and Project Fund Agreement related to the County's 2021 Lease Revenue Bonds recognizing the addition of the Fire District Communications Center project as a capital project eligible for reimbursement from bond proceeds. (No additional fiscal impact) 24-1171 Attachments:First Amendment to Project Fund Agreement - 2021 Lease Revenue Bonds First Amendment to Installment Sale Agreement - 2021 Lease Revenue Bonds approved Health Services C.34 . APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay $64,529 to Olympus America Inc. for a duodenovideoscope for the Operating Room at the Contra Costa Regional Medical Center, as recommended by the Health Services Director. (100% Hospital Enterprise Fund I) 24-1174 approved C.35 . APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay Wellsky Corporation $9,564 for the WellSky Scheduling Subscription for the period from April 1, 2024 through January 31, 2025, as recommended by the Health Services Director. (50% State; 50% County General Fund) 24-1175 approved C.36 . APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay $40,377 to Food Bank of Contra Costa and Solano, for the provision of additional coordination of food services and medical nutrition therapy services provided to County residents diagnosed with human immunodeficiency virus disease during the period September 13, 2023 through February 29, 2024 as recommended by the Health Services Director. (100% Ryan White HIV Treatment Modernization Act) 24-1176 approved C.37 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Vizient, Inc., effective April 1, 2024, to increase the payment limit by $64,040 to an amount not to exceed $499,040 and extend the term from December 31, 2026 to September 30, 2027 for patient safety organization services for Contra Costa Health. (100% Hospital Enterprise Fund I) 24-1177 approved Page 15 of 28 15 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.38 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Cross Country Staffing, Inc., in an amount not to exceed $5,500,000 to provide temporary medical and specialty staffing services at Contra Costa Regional Medical Center and Health Centers for the period July 1, 2024 through June 30, 2025. (100% Hospital Enterprise Fund I) 24-1178 approved C.39 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Olympus America Inc., in an amount not to exceed $439,806 to provide preventative maintenance and repair services for endoscopic equipment at Contra Costa Regional Medical and Health Centers for the period April 1, 2024 through March 31, 2027. (100% Hospital Enterprise Fund I) 24-1179 approved C.40 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract Metropolitan Van and Storage Inc ., in an amount not to exceed $800,000 to provide moving services, furniture staging and equipment storage for the Public Health Department for the period April 1, 2024 through March 31, 2027. (12.5% American Rescue Plan Act; 10% Public Health Emergency Preparedness-Cities Readiness Initiative Fund; 25% Future of Public Health Fund; 52.5% County General Fund) 24-1180 approved C.41 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Amergis Healthcare Staffing, Inc ., in an amount not to exceed $1,500,000 to provide temporary medical staffing services at Contra Costa Regional Medical Center and Health Centers for the period July 1, 2024 through June 30, 2025. (100% Hospital Enterprise Fund I) 24-1181 approved C.42 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with AYA Healthcare, Inc ., in an amount not to exceed $3,000,000 to provide temporary nursing staff for Contra Costa Regional Medical Center and Health Centers for the period July 1, 2024 through June 30, 2025. (100% Hospital Enterprise Fund I) 24-1182 approved Page 16 of 28 16 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.43 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Medical Solutions, L.L.C. (dba Nebraska Medical Solutions), in an amount not to exceed $3,500,000 to provide temporary nursing and medical staff at Contra Costa Regional Medical Center, Health Centers and County Detention Facilities for the period July 1, 2024 through June 30, 2025. (100% Hospital Enterprise Fund I) 24-1183 approved C.44 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Comprehensive Psychiatric Services, A Medical Group (dba Comprehensive Psychiatric Services), in an amount not to exceed $600,000 to provide psychiatry, behavioral health services therapy, to Contra Costa Health Plan members and county recipients for the period July 1, 2024 through June 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 24-1184 approved C.45 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Jamal J. Zaka, M.D., in an amount not to exceed $1,230,000 to provide pulmonology services at Contra Costa Regional Medical Center and Health Centers for the period April 1, 2024 through March 31, 2027. (100% Hospital Enterprise Fund I) 24-1185 approved C.46 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Cactus Healthcare Resources, LLC, effective April 1, 2024, to increase the payment limit by $4,000,000 to an amount not to exceed $6,820,000 and to extend the term through December 31, 2026 for additional consultation, training and technical assistance to the Contra Costa Health’s Information Systems Unit. (100% Hospital Enterprise Fund I) 24-1186 approved C.47 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with The Board of Trustees of the Leland Stanford Junior University, to extend the term from May 31, 2024 through September 30, 2024 with no change in the amount payable to the County of $161,787 for continuation of the Contra Costa Health Choosing Change program to study the impact of a psychosocial, community reinforcement approach to treating patients in recovery. (No County match) 24-1187 approved Page 17 of 28 17 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.48 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Allegis Group Holdings, Inc. (dba TEKsystems, Inc.), to increase the payment limit by $14,000,000 to a new payment limit of $26,000,000 and to extend the term through December 31, 2026 for additional temporary candidacy services and/or direct placement candidates for the Contra Costa Health Information Systems Unit. (100% Hospital Enterprise Fund I) 24-1188 approved C.49 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Psynergy Programs, Inc ., to increase the payment limit by $205,000 to an amount not to exceed$655,267 for additional residential care service sites for adults diagnosed with Serious Mental Illness and Serious Persistent Mental Illness, with no change in the term ending June 30, 2024. (86% Mental Health Realignment; 14% Mental Health Services Act) 24-1189 approved C.50 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a cancellation agreement with James Pak MD Incorporated, for their existing anesthesiology contract, effective at the end of business on April 30, 2024. (100% Hospital Enterprise Fund I) 24-1190 approved C.51 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Creekside Operating Company, LP (dba Creekside Healthcare Center), in an amount not to exceed $9,000,000 to provide skilled nursing facility services for Contra Costa Health Plan members and county recipients for the period March 1, 2024 through February 28, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 24-1191 approved C.52 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with City of Oakland, to increase the amount payable to County by $2,142,424 to an amount not to exceed $3,095,412 and extend the term from June 30, 2024 to June 30, 2026 for continued participation in the Housing Opportunities for Persons with HIV-AIDS Program. (No County match) 24-1192 approved Page 18 of 28 18 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.53 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Napa Solano SANE/SART, in an amount not to exceed $504,000 to provide sexual assault examinations at Contra Costa Regional Medical Center and Contra Costa Health Centers for the period April 1, 2024 through March 31, 2026. (100% Hospital Enterprise Fund I) 24-1193 approved C.54 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a grant agreement with the California Department of Developmental Services, to extend the term through June 15, 2024 with no change in the amount payable to County of $317,000 to continue providing specialty health ambassadors to promote equity and reduce disparities for persons with developmental disabilities. (No County match) 24-1194 approved C.55 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the California Department of Public Health, to pay the County an amount not to exceed $108,539 for the LabAspire Public Health Laboratory Director Fellowship Program for the period January 1, 2024 through June 30, 2026. (No County match) 24-1195 approved C.56 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the California Mental Health Services Authority, to pay the County in an amount not to exceed $24,000 for the Medi-Cal Peer Support Specialist Certification Program for the period January 18, 2024 through January 17, 2026. (No County match) 24-1196 approved C.57 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Q Metrics, Inc., to increase the payment limit by $60,009 to a new payment limit of $176,421 to provide additional Timely Access Provider Appointment Availability Survey services for Contra Costa Health Plan with no change in the term ending April 30, 2024. (100% Contra Costa Health Plan Enterprise Fund II) 24-1197 approved C.58 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute an amendment agreement with the California Department of Health Care Services, to extend the term through June 30, 2025 for continuation of Substance Abuse Prevention and Treatment Block Grant services for County’s community behavioral health services. (No County match) 24-1198 approved Page 19 of 28 19 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.59 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute an amendment with the California Department of Public Health, to increase the total amount payable to the County by $327,954 to an amount not to exceed $16,916,298 for additional Supplemental Food Program services for Women, Infants and Children with no change in the original term ending September 30, 2025. (No County match) 24-1199 approved C.60 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with A.B.L.E. Community Development Foundation in an amount not to exceed $250,000 to provide community health worker certification trainings, community outreach and mental wellness education for the Southeast Asian community for the period January 1, 2024 through June 30, 2025. (100% Mental Health Services Act) 24-1200 approved C.61 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with California Eye Clinic, in an amount not to exceed $4,500,000 to provide ophthalmology, optometry, and ambulatory surgery center services for Contra Costa Health Plan members and county recipients for the period May 1, 2024 through April 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 24-1201 approved C.62 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute an amendment agreement with the State of California Health and Human Services Agency, California Department of Public Health, to decrease the amount payable to the County by $486,706 to a new total of $730,059 and extend the term from December 31, 2025 to January 31, 2026 for the Disease Intervention Specialist Workforce Development Project. (No County match) 24-1202 approved C.63 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Early Childhood Mental Health Program, to provide additional cost survey and attestation services as required by California Advancing and Innovating Medi-Cal implementation with no change in the payment limit of $3,944,625 or term ending June 30, 2024. (76% Early and Periodic Screening, Diagnostic and Treatment; 24% Mental Health Services Act) 24-1203 approved Page 20 of 28 20 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.64 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Francis M. Wright, Jr., M.D., in an amount not to exceed $225,000 to provide obstetrics and gynecology services at Contra Costa Regional Medical Center and Health Centers for the period April 1, 2024 through March 31, 2027. (100% Hospital Enterprise Fund I) 24-1204 approved C.65 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Omnicell, Inc., in an amount not to exceed $136,125 to provide an automated medication dispensing system and software for Contra Costa Health patient care for the period April 23, 2024 through April 22, 2029. (74% Hospital Enterprise Fund I; 26% County General Fund) 24-1205 approved C.66 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Kopetsky LLC, in an amount not to exceed $620,000 to provide data analytics consultation and technical assistance for the Health Services Department’s Information Systems Unit for the period May 1, 2024 through April 30, 2026. (100% Hospital Enterprise Fund I) 24-1206 approved C.67 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with International Rescue Committee, Inc ., in an amount not to exceed $250,000 to provide culturally appropriate mental health services focusing on overcoming trauma and alienation for Central American and West Asian newcomers in Contra Costa County for the period January 1, 2024 through June 30, 2025. (100% Mental Health Services Act) 24-1207 approved C.68 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with KP LLC, in an amount not to exceed $500,000 to provide professional design, technical assistance, printing, publication and distribution of Contra Costa Health Plan Membership materials for the period March 1, 2023 through February 28, 2025.(100% Contra Costa Health Plan Enterprise Fund II) 24-1208 approved Page 21 of 28 21 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.69 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County a contract from the California Department of Public Health, Office of AIDS, as required for the lawful disclosure of HIV/AIDS case data to the County’s Public Health Division, for a period of five years from the date of execution . (Non-financial) 24-1209 approved C.70 . ADOPT Position Adjustment Resolution No. 26276 to adjust the hours of various classifications two registered nurse positions in Contra Costa Health Services Department. (Cost Savings- Federal Medi-Cal; Cost Increase- Hospital Enterprise Fund I) 24-1210 Attachments:P300-26276 Signed P300 26276.pdf approved Human Resources C.71 . ADOPT Position Resolution No. 26274 to add one (1) Executive Secretary - Exempt (unrepresented) and cancel one (1) Administrative Services Assistant II (represented) in the Department of Child Support Services. (Cost savings) 24-1172 Attachments:Position Adjustment Request.docx Signed P300 26274.pdf approved C.72 . ADOPT Position Adjustment Resolution No. 26275 to approve and authorize the Employment and Human Services Director, or designee, to reallocate forty (40) vacant full-time Social Services Program Assistant (X0SA) positions, twenty (20) vacant Eligibility Worker I (XHWA) positions, one (1) vacant Eligibility Worker II (XHVA) position, and three (3) vacant Eligibility Worker III (XHTB) positions, and reclassify nineteen (19) filled full-time Eligibility Worker I (XHWA) positions and their incumbents, effective 01/22/2024 to the classification of Social Services Program Assistant I (X0WD) (represented) at salary plan and grade 255 1001 ($5,079.29 - $5,333.26) in the Employment and Human Services Department. 24-1173 Attachments:P300 SSPA 1 TMP 3596 P300 26275 BOS Date 4.23.24.docx Attachment A to Position Adjustment 26275 (002).docx 2024-04-22 C.72 Attachment B to Position Adjustment 26275.pdf Signed P300 26275_.pdf approved Information and Technology Page 22 of 28 22 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.73 . APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract with CDW Government LLC in an amount not to exceed $775,000 to provide Ergotron CareFit Slim carts, Tangent computers, professional services to install the carts at the Contra Costa Regional Medical Center and Health Centers, and a six (6) year Ergotron maintenance agreement, for the period of April 1, 2024 through March 31, 2030. (Hospital Enterprise Fund I) 24-1214 approved C.74 . APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with General Datatech, L.P. (GDT), subject to GDT’s Terms of Use and F5 Networks Maintenance Agreement, in an amount not to exceed $44,000 to renew F5 Networks hardware maintenance and support services for the period of March 12, 2024, through March 11, 2025. (100% User Departments) 24-1215 approved C.76 . APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with AT&T Corporation in an amount not to exceed $1,350,000 for the purchase of Cisco networking equipment. (100% User Departments) 24-1217 approved Library C.77 . APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with WP Company, LLC, in an amount not to exceed $26,514 for a Washington Post Digital Edition subscription for the period May 15, 2024 through May 14, 2025. (100% Library Fund) 24-1152 approved C.78 . APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Zoom Video Communications, Inc., in an amount not to exceed $10,440 for 32 Enterprise Essentials licenses and 1 Webinar 1000 license for the period March 25, 2024 through March 24, 2025. 24-1153 approved C.79 . APPROVE and AUTHORIZE the County Librarian, or designee, to apply for and accept a grant in the amount of $30,000 from the Dean and Margaret Lesher Foundation to refresh library books and materials at the Juvenile Hall Library, for the period April 1, 2024 through March 31, 2027. (No County match) 24-1154 approved Page 23 of 28 23 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 Office of Racial Equity and Social Justice C.80 . APPROVE and AUTHORIZE the Co-Directors of the Office of Racial Equity and Social Justice to release a Request for Proposals to solicit the services of a firm/consultant to conduct a feasibility study for a County African American Holistic Wellness and Resource Hub, as recommended by the Equity Committee. 24-1155 Attachments:African American Holistic Wellness and Resource Hub Feasibility Study RFP _Equity Committee approval, 4.15.24 approved Probation/Reentry and Justice C.81 . APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Chief Probation Officer, a purchase order with Muck Rack in an amount not to exceed $23,000 for a media monitoring subscription for the period May 1, 2024 through April 30, 2025. (100% General Fund) 24-1156 approved C.82 . APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Probation Officer, a purchase order with Blackhawk Network Inc, in an amount not to exceed $5,000 to purchase Target, Walmart, Uber, Chevron, Savemart and Exxon Mobil gift cards, to provide stabilization support for Post-Release Community Supervision clients. (100% State) 24-1157 approved Public Defender C.83 . APPROVE and AUTHORIZE the Auditor-Controller's Office to issue a payment to Dr. Roberta Gambetti, in the amount of $7,650 for psychological expert services provided to the Public Defender's Office as a privately retained expert consultant. (100% General Fund) 24-1158 approved Public Works C.84 . ADOPT Resolution No. 2024-146 approving the annual county miles in the Total Maintained Mileage for County Roads Report, as recommended by the Public Works Director, Countywide. (No fiscal impact) RES 2024-146 Attachments:Exhibit A - Contra Costa County Road Mileage adopted Page 24 of 28 24 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.85 . ADOPT Resolution No. 2024-147 approving the Parcel Map and Subdivision Agreement for minor subdivision MS21-00006, for a project being developed by John Maes, as recommended by the Public Works Director, Walnut Creek area. (No fiscal impact) RES 2024-147 Attachments:Parcel Map Subdivision Agreement & Improvement Security Bond Tax Letter adopted C.86 . ADOPT Resolution No. 2024-148 approving and authorizing the Public Works Director, or designee, to fully close a portion of Coventry Road between Berkeley Park Boulevard and 324 Coventry Road, on April 25, 2024, from 7:00 a.m. through 5:00 p.m., for the purpose of utility pole replacement, Kensington area. (No fiscal impact) RES 2024-148 adopted C.87 . ADOPT Resolution No. 2024-149 approving and authorizing the Public Works Director, or designee, to fully close a portion of Colgate Avenue between Kenyon Avenue and Columbia Avenue, on May 6, 2024, from 8:30 a.m. through 4:30 p.m., for the purpose of a utility pole replacement, Kensington area. (No fiscal impact) RES 2024-149 adopted C.88 . ADOPT Resolution No. 2024-150 approving and authorizing the Public Works Director, or designee, to fully close a portion of Norwood Avenue from Highgate Road to Norwood Place, on May 8, 2024, from 7:00 a.m. through 5:00 p.m., for the purpose of replacing two joint utility poles, and an existing overhead transformer, Kensington area. (No fiscal impact) RES 2024-150 adopted C.89 . ADOPT Resolution No. 2024-151 accepting completion of improvements for the road improvement agreement for development plan permit DP17-03045, for a project developed by Scannell Properties #304, LLC, as recommended by the Public Works Director, North Richmond area. (No fiscal impact) RES 2024-151 Attachments:Resolution - Accepting Completion of Improvements for Road Improvements adopted C.90 . ADOPT Resolution No. 2024-152 accepting completion of improvements for subdivision SD14-09367 for a project developed by Michael McGhee, as recommended by the Public Works Director, Rodeo area. (No fiscal impact) RES 2024-152 adopted Page 25 of 28 25 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.91 . APPROVE and AUTHORIZE the Public Works Director, or designee, to execute on behalf of Print & Mail Services a participating addendum and lease agreement with Xerox Corporation, to lease Xerox printers over a 60-month lease term commencing April 24, 2024, for an amount not to exceed $1,200,000, under the terms of a cooperative purchasing contract available through Omnia Partners Group. (100% User Departments) 24-1159 Attachments:Approved Sole SOurce Contra Costa County Print Mail IR120 DPS144 AT1920 2024-3-21 Participating Addendum - Xerox (Omnia Region 4ESC R191104) 032824 approved C.92 . APPROVE and AUTHORIZE the Public Works Director, or designee, to submit a grant application to the Metropolitan Transportation Commission and the Association of Bay Area Governments for the Iron Horse Corridor User Separated Trails Planning Study, Alamo, Concord, Danville, Pleasant Hill, San Ramon, and Walnut Creek areas. (88% Priority Conservation Area Funds, 12% Park Dedication Funds) 24-1160 approved C.93 . APPROVE and AUTHORIZE the Public Works Director, or designee, to submit a Safe Streets and Roads for All grant application to the to the U.S. Department of Transportation under the Infrastructure Investment and Jobs Act for the San Pablo Dam Road Diet Project, El Sobrante area. (80% Safe Streets and Road for All Funds, 20% Local Road Funds) 24-1161 approved C.94 . APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract change order with Mark Scott Construction, Inc ., for Job Order Contract 024, effective April 23, 2024, to increase the payment limit by $2,900,000 to a new payment limit of $5,400,000 for additional construction services as allowed by Public Contract Code 20128.5, Countywide. (100% Various Funds) 24-1162 approved Page 26 of 28 26 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.95 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the County, an amendment to a participating addendum with EPIC Business Essentials, LLC, and amendments to blanket purchase orders with AAA Business Supplies and Interiors and Blaisdell’s Business Products, to extend the terms of the participating addendum and purchase orders by one year, through May 31, 2025, with no change to the payment limits or remaining terms, for office supplies required by County departments. (No fiscal impact) 24-1163 Attachments:Amendment 1 to Participating Addendum - EPIC (Omnia Region 4ESC R190301) 040324 approved C.96 . APPROVE the North Bailey Road Active Transportation Corridor Project and AUTHORIZE the Public Works Director, or designee, to advertise the Project, Bay Point area. (57% Active Transportation Program Funds, 20% Local Road Funds, 9% Navy Mitigation Funds, 9% Safe Routes to Bart Program Funds, 5% Bay Point Area of Benefit Funds) 24-1164 Attachments:CP#22-05 NOE North Bailey ATC-signed approved C.97 . APPROVE and AUTHORIZE the Public Works Director, or designee, to execute contract amendments with Associated Right of Way Services, Inc., Dokken Engineering, and Monument ROW, Inc., to extend the term through April 11, 2027 for each contract, with no change to the payment limit or remaining terms, for on-call project management and right-of-way services, Countywide. (No fiscal impact) 24-1165 Attachments:ARWS 08 Extension Agreement -L-8 Dokken Engineering 08 Extension Agreement -L-8 Monument Inc 08 Extension Agreement -L-8 (002) approved Risk Management C.98 . RECEIVE report concerning the final settlement of Jesus Falmos v. Contra Costa County and AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to exceed $52,000 as recommended by the Director of Risk Management. (100% Workers' Compensation Internal Service Fund) 24-1218 approved Page 27 of 28 27 BOARD OF SUPERVISORS Meeting Minutes April 22, 2024 C.99 . DENY claims filed by Scott Aval, CWS Construction Group, Inc., Derek & Debra Frazier, Daronta T. Lewis, Mercury Insurance Company as Subrogee of John Rosalez, Melvin Rodriguez, Abdul Saleem, Hemsi Sandoval, Pretika Poonam Singh, Subro Claims, Inc. o/b/o Geico Insurance-a subrogee of Daniel Hilsabeck, and Daniel Zaboy. 24-1219 approved Sheriff C.10 0. ADOPT Resolution No. 2024-153 authorizing the Sheriff-Coroner, or designee, to apply for and accept grant funding, including contract amendments and extensions, from the California State Parks Division of Boating and Waterways FY 2024/2025 Boating Safety and Enforcement Equipment Grant, with an initial allocation of $100,000 for the purchase of boat engines for the Sheriff’s Marine Patrol Unit. (100% State) RES 2024-153 adopted C.10 1. ADOPT Resolution No. 2024-154 authorizing the Sheriff-Coroner, or designee, to apply for and accept grant funding, including contract amendments and extensions, from the California Division of Boating and Waterways Surrendered and Abandoned Vessel Exchange Grant, with an initial allocation of $372,600 for the abatement of abandoned vessels on County waterways, for the initial period of October 1, 2024, through September 30, 2025. (90% State, 10% County in-kind match) RES 2024-154 adopted Treasurer - Tax Collector C.10 2. APPROVE and AUTHORIZE the County Treasurer-Tax Collector, or designee, to execute a contract between the County and S&P Global Ratings, in an annual amount not to exceed $25,000 for the period November 1, 2024 through October 31, 2027, for its credit rating services, as requested by the Treasurer-Tax Collector. (100% General Fund) 24-1168 approved Page 28 of 28 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 Contra Costa County Fiscal Year 2024-2025 Recommended Budget Contra Costa County | FY24-25 Recommended Budget Page 1 81 TABLE OF CONTENTS Introduction 4 Transmittal Letter / Budget Summary 5 Distinguished Budget Presentation Award 8 County Organization Chart 9 County History 10 Demographics 11 Budget Process 17 Basis of Budgeting 19 Financial Policies 20 Fund Structure 23 Budget Overview 24 Strategic Plan 25 Budget Totals by Agency / District 26 General Purpose Revenue Distribution 27 American Rescue Plan Act (ARPA) and COVID-19 FEMA Update 28 State and Federal Overview 33 Position Changes Summary 34 Departments 38 General Government 39 Agriculture / Weights and Measures 40 Assessor 49 Auditor - Controller 57 Board of Supervisors 64 Clerk - Recorder 73 Conservation and Development 94 County Counsel 119 County Administrator 130 Department of Information Technology (DoIT)137 General County 146 Human Resources 153 Library 163 Public Works 179 Office of Racial Equity and Social Justice 198 Risk Management 203 Treasurer - Tax Collector 212 Health and Human Services 221 Child Support Services 225 Employment and Human Services 235 Health Services 250 Veterans Services 281 Law and Justice 287 Animal Services 289 District Attorney 298 Contra Costa County | FY24-25 Recommended Budget Page 2 82 Probation 313 Public Defender 330 Sheriff-Coroner 342 Justice Programs 356 Special Districts 367 Contra Costa County Fire Protection District 371 Crockett-Carquinez Fire Protection District 384 Emergency Medical Services 391 Library Special Districts 395 Police Special Districts 397 Municipal Special Districts 404 West Contra Costa Healthcare District 409 Capital Improvements 414 Capital Facilities Master Plan (CFMP)415 Major Projects 416 FY24-25 Capital Projects 418 Capital Asset Acounting and Budgeting 420 Debt 421 Government-wide Debt 422 Debt by Type Overview 427 Funding Sources 433 Funding Sources 434 Fund Summaries 440 All Funds Summary 441 General Fund 445 Special Revenue 448 Enterprise Funds 453 Internal Services Fund 455 Addendum 457 Budgeted Positions by Agency and Job Class 458 Mandatory / Discretionary Programs 492 Table of Funds 515 Appendix 524 Glossary 525 Contra Costa County | FY24-25 Recommended Budget Page 3 83 INTRODUCTION Contra Costa County | FY24-25 Recommended Budget Page 4 84 April 12, 2024 Board of Supervisors Contra Costa County Martinez, CA 94553 Dear Board Members: We’re pleased to present the Fiscal Year 2024-2025 Recommended Budget totaling $5.979 billion. Contra Costa County continues to bene t from its decades of prudent scal management. Our strong nancial reserves, excellent credit ratings, diligent planning to fund future liabilities, and low debt have positioned the County to gain from the increasing interest rate environment and counterbalance rising costs and the economic forces slowing property tax revenue growth. The Recommended Budget is balanced, maintains current service levels, and re ects sound nancial practices. However, external budgetary risks loom. Since the State released its proposed budget in January 2024, the Legislative Analyst’s Of ce has projected a $73 billion revenue shortfall – the largest de cit in the state’s history. How the state will ultimately close the de cit in the May Revision and subsequent actions, and the resultant impacts on the County’s budget and local economy, have yet to be fully determined. Budget overview The County’s long-term strategic goal continues to be the provision of public services that improve the quality of life of our residents and the economic viability of our businesses. The Recommended Budget represents a work plan to achieve our mission, priorities and goals while minimizing adverse impacts. More details about the County’s strategic plan, General Purpose Revenue allocations, budgeted positions, and key budget issues are provided in the Budget Overview of the budget book. Each County department was asked to submit a budget that balanced its requirements to provide services with the County’s goals of adopting a budget that balances annual expenses and revenues, addresses revenue constraints and salary cost increases, capital replacement, information technology investments, and debt service payments. The resultant FY24-25 Recommended Budget for the County and Special Districts balances $5.979 billion in revenues and expenditures. Over half ($3.068 billion) is funded from State and Federal revenues. This means that for many of the programs funded, a program cut would also result in a loss of the revenue associated with the program. General purpose revenue totals $783.2 million for FY24-25, an increase of 8.0% over the prior year. Of the major revenue sources, property taxes are the largest category and total $520.6 million. 79% of the County’s discretionary budget goes to just eight departments, most of which is for public health and safety. The Health Services Department, for instance, has general purpose revenue budgeted at $247.7 million (including Measure X) for ongoing operations, which accounts for 31.6% of the discretionary funds available for allocation countywide. The next largest sources are Measure X sales tax at $120.2 million, interest income at $60 million, and sales and use taxes at $21.7 million. Measure X allocations are technically funded through general purpose revenues, and the expenditure appropriations were previously approved by the Board of Supervisors, including a cost-of-living adjustment of 2.4%. A detailed table of the FY24-25 Measure X allocations is provided in the General County department section . Contra Costa County | FY24-25 Recommended Budget Page 5 85 The following chart and table depict the County’s total appropriation and spending trends for the last ve years. Salary and Bene t costs are broken out to show the growth and comprise approximately 37% of the County budget. FY 18-19 Actuals FY19-20 Actuals FY20-21 Actuals FY21-22 Actuals FY22-23 Actuals FY23-24 Adopted Budget FY24-25 Recommended Budget Salaries and bene ts $1.46B $1.49B $1.60B $1.65B $1.73B $2.04B $2.19B Total costs $3.96B $4.11B $4.51B $4.80B $5.07B $5.51B $5.98B Percentage S&B 37%36%36%34%34%37%37% The Recommended Budget includes 11,400.6 full-time equivalent positions (FTE), an increase of 258.0 FTE from the prior year’s adopted budget. The net change includes 123.75 FTE approved midyear by the Board of Supervisors and 134.25 net new FTE proposed by departments and recommended to be added for FY24-25. The cost of the third year of negotiated 5% cost-of-living wage adjustments totals approximately $83 million; an additional 5% increase will apply to 89% of county employees in the following scal year as well. During position cost forecasting for the Recommended Budget, there were 2,051.94 vacant FTE positions, representing 17.8% of the workforce and $303.5 million. Due to the large number of vacancies across departments, position growth during this budget cycle was limited to new external revenue sources and mandated functions such as the court ordered settlement agreement with the Prison Law Of ce. Departments were otherwise instructed to restructure existing vacant positions to meet changing operational needs. To structurally balance the budget, vacancy factors were also built into recommended departmental budget allocations. A vacancy factor accounts for anticipated cost savings from positions remaining un lled during the scal year. Due to dif culties in recruitments, retention, and normal turnover, the following 13 departments are maintaining vacancy factors totaling $81.6 million: Health Services, Employment and Human Services, Library, Department of Information Technology, Conservation and Development, Child Support Services, Clerk-Recorder Elections, Animal Services, Probation, District Attorney, Sheriff- Coroner, and Public Defender. Budgetary risks The recommended budget is structurally balanced. However, the following items are potential pressures to the recommended spending plan. Unanticipated impacts from the forthcoming Governor’s May Revision Budget proposal and shortfalls in state and federal allocations; Slower revenue growth; and FEMA reimbursement related to COVID-19, currently outstanding cash claims total $47.6M As FY24-25 approaches, the California Legislative Analyst’s Of ce projects a state budget de cit of $73B[1]. To mitigate the de cit and balance the state’s upcoming budget, the LAO recommends the legislature review recent augmentations for one-time and temporary spending which could be pulled back or reduced. In line with this recommendation, on December Contra Costa County | FY24-25 Recommended Budget Page 6 86 12, 2023 the state’s Department of Finance took the extraordinary step of issuing Budget Letter BL23-27, requiring a current year expenditure freeze for state agencies, limiting and heavily scrutinizing the purchase of new goods, services, and equipment. To balance the budget as required, the state will otherwise also need to increase revenues and reduce expenditures for multiple years to come. The downstream impacts of state budgetary cuts have yet to be fully determined. Departments that are potentially exposed to signi cant revenue reductions include Employment and Human Services, Health Services, Library, and the Public Defender. There may be additional costs and challenges associated with the implementation of CARE Court and the recent passage of Prop 1. In anticipation of these and other potential local revenue and service impacts, the County’s Recommended Budget increases appropriations for contingencies from $15M to $20M. Combined with this uncertain state economic landscape, the United States Federal Reserve has raised interest rates at an unprecedented pace and maintained them at comparatively higher levels in order to combat the recent high in ation. These actions have increased average 30-year xed mortgage rates from the recent lows of 2.75% to more than 7%. Raised mortgage rates have signi cantly decreased local housing sales, lowering overall transaction volumes and slowing the growth of the County’s assessed values for property taxes. The County’s economic consultant, Beacon Economics, projects a 1.5% growth in the County’s assessed values for property taxes – along with prolonged labor supply challenges and increasing government de cits. The upside to the higher interest rates has been higher returns on the County’s treasury reserves, leading to an increase in interest income from $8M in prior years to the $60M budgeted for the next scal year. The revenue offset is welcome but likely unsustainable, as the Federal Reserve is expected to taper down interest rates over the coming years as in ation rates stabilize closer to their targeted 2%. With increasing expenses and slower revenue growth, the County will likely face budgetary tightening in the near term. The County continues to seek reimbursement for expenditures in response to the pandemic through the Federal Emergency Management Agency (FEMA). At this time, the largest exposure remains in the General Fund with $45.9 million in claims not yet obligated by FEMA, including $32.4 million of Non-Congregate Shelter (NCS) costs. The claiming process typically takes up to 36 months, and the County submitted its rst claim back in July 2021; however, the NCS program reimbursements have been delayed due to FEMA promulgating new guidance, which was released in October 2023. The Board has made a policy decision to retain the remaining ARPA funds totaling $37.5 million as an interim step in the event the County is not reimbursed. Summary The FY24-25 Recommended Budget continues to re ect years of careful, comprehensive, and continuing review and re nement of County operations to cope with economic challenges. In our assessment of County operations – and at every opportunity – we continue to make changes to deliver services in ways that are more ef cient and less costly. These changes, which could not have been accomplished without signi cant effort from our employees and the Board of Supervisors, have allowed us to deliver the services that residents need and expect from County government in a structurally balanced budget. Each year produces new challenges and changing circumstances that are not always known. The County has and will continue to adapt to these changes. Our strategy over the last several years has served us well. We have continued to depend upon our organizational discipline and innovation to control our spending. Our success depends upon a dedicated workforce, sound nancial foundation, and the continuation of that strategy. The County Board, Department Heads, and employees have all worked together to address the budget issues facing the County. I particularly want to thank Department Heads, their budget support staff, and the County Administrator’s Of ce staff for their dedication, as well as their valuable and thoughtful input throughout this process. The following Fiscal Year 2024-2025 Recommended Budget is proposed to the Contra Costa County Board of Supervisors. Sincerely, MONICA NINO County Administrator [1] California Legislative Analyst’s Of ce. “The 2024‑25 Budget De cit Update.” February 20, 2024, https://lao.ca.gov/Publications/Report/4850 (https://lao.ca.gov/Publications/Report/4850) Contra Costa County | FY24-25 Recommended Budget Page 7 87 Contra Costa County | FY24-25 Recommended Budget Page 8 88 Contra Costa County | FY24-25 Recommended Budget Page 9 89 County History As one of the original 27 counties created by the California Legislature in 1850, Contra Costa County is nestled in the northern portion of the San Francisco Bay Area’s East Bay region. The City of Martinez is the county seat. The county’s name, which means “opposite coast,” refers to its position on the other side of the bay, and re ects its Spanish heritage dating back to the Mexican land grant days of the 1830s. That in uence can still be found today in community names such as Acalanes, Los Medanos, Las Juntas, Pacheco, and Mt. Diablo, which dominates the county landscape at 3,849 feet above sea level. Many notable gures came from the area including conservationist John Muir and legendary baseball great Joe DiMaggio. California's rst doctor, John Marsh, settled in 1837 on a large land grant that is now called Marsh Creek. Contra Costa County’s coal boom from the 1860s until the early 1900s paved the way for thriving settlements such as New York Landing, which is now Pittsburg. As cleaner and greener energy was produced, coal was phased out by oil and steam fuel. At the present time, all of the county coal mines are closed, lled with water and will likely never be operational again. Major industries in the county today include petroleum re ning, healthcare, education, telecommunications, nancial and retail services, steel manufacturing, prefabricated metals, chemicals, electronic equipment, paper products and food processing. Owing to its extensive waterfront on the San Francisco, San Pablo, and Suisun bays, the county’s north-western and northern segments have long been sites for heavy industry, including a number of still active oil re neries and chemical plants. East Contra Costa County remains an economically diverse agricultural hub, supplying grocers and farmers markets and hosting the popular U-Pick season. Sweet corn, tomatoes, grapes, and dozens of other crops, including cannabis (approved by voters in 2016), grow in fertile soils and a moderate climate. Today, Contra Costa County encompasses 716 square miles and is home to 19 cities and numerous unincorporated communities. The county’s approximate 400,000 residences house a diverse population of more than 1.16 million residents, making it California’s ninth most populous county. The county, with its mild Mediterranean climate, remains an outdoor enthusiast’s delight; it is home to more than 1,200 miles of hiking trails within dozens of parks spread across the county. To control urban sprawl and preserve agriculture and open space, in 1990 county voters approved the Urban Limit Line, which limits urban development to no more than 35% of the land in the county through 2026, and four Contra Costa cities likewise passed ordinances to limit urban sprawl. To preserve a high quality of life and wellbeing for residents and visitors, County government continues to study, plan, and adopt policies that express the community’s long-term vision for its future development. Contra Costa County | FY24-25 Recommended Budget Page 10 90 Population Overview T O TA L P O P U L AT I O N 1,162,648 .09% vs. 2021 G R O W T H R A N K 29 out of 62 Counties in California D AY T I M E P O P U L A T I O N 1,042,236 Daytime population represents the effect of persons coming into or leaving a community for work, entertainment, shopping, etc. during the typical workday. An increased daytime population puts greater demand on host community services which directly impacts operational costs. * Data Source: American Community Survey 5-year estimates P O P U L AT I O N B Y A G E G R O U P Aging affects the needs and lifestyle choices of residents. Municipalities must adjust and plan services accordingly. * Data Source: American Community Survey 5-year estimates * Data Source: U.S. Census Bureau American Community Survey 5-year Data and the 2020, 2010, 2000, and 1990 Decennial Censuses 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2… 800k 900k 1,000k 1,100k 1,200k <5 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-59 60-64 65-74 75-84 >85 Contra Costa County | FY24-25 Recommended Budget Page 11 91 Household Analysis T O TA L H O U S E H O L D S 408 ,537 Municipalities must consider the dynamics of household types to plan for and provide services effectively. Household type also has a general correlation to income levels which affect the municipal tax base. * Data Source: American Community Survey 5-year estimates 10% higher than state average Family Households 54% 10% higher than state average Married Couples 55% 8% lower than state average Singles 22% 2% lower than state average Senior Living Alone 13% Contra Costa County | FY24-25 Recommended Budget Page 12 92 Economic Analysis Household income is a key data point in evaluating a community’s wealth and spending power. Pay levels and earnings typically vary by geographic regions and should be looked at in context of the overall cost of living. H O U S E H O L D I N C O M E Above $200,000 27% 50% higher than state average Median Income 120,020 31% higher than state average Below $25,000 9% 30% lower than state average * Data Source: American Community Survey 5-year estimates O v e r $2 0 0 ,0 0 0 $1 5 0 ,0 0 0 t o $2 0 0 ,0 0 0 $1 2 5 ,0 0 0 t o $1 5 0 ,0 0 0 $1 0 0 ,0 0 0 t o $1 2 5 ,0 0 0 $7 5 ,0 0 0 t o $1 0 0 ,0 0 0 $5 0 ,0 0 0 t o $7 5 ,0 0 0 $2 5 ,0 0 0 t o $5 0 ,0 0 0 B e l o w $2 5 ,0 0 0 Contra Costa County | FY24-25 Recommended Budget Page 13 93 Housing Overview 2 0 2 2 M E D I A N H O M E VA L U E 787,300 * Data Source: 2022 US Census Bureau (http://www.census.gov/data/developers/data- sets.html), American Community Survey. Home value data includes all types of owner-occupied housing. H O M E V A L U E D I S T R I B U T I O N * Data Source: 2022 US Census Bureau (http://www.census.gov/data/developers/data- sets.html), American Community Survey. Home value data includes all types of owner-occupied housing. H O M E O W N E R S V S R E N T E R S Con tra Costa 33% Rent 67% Own State Avg. 44% Rent 56% Own * Data Source: 2022 US Census Bureau (http://www.census.gov/data/developers/data- sets.html), American Community Survey. Home value data includes all types of owner-occupied housing.200920102011201220132014201520162017201820192020202120223 0 0 k 4 0 0 k 5 0 0 k 6 0 0 k 7 0 0 k 8 0 0 k >$1,000,000 $750,0 0 0 to $999,9 99 $500,000 to $749,9 99 $400,000 to $499,9 99 $300,0 0 0 to $399,9 99 $250,000 to $299,9 99 $2 00,00 0 to $249,9 99 $150,000 to $199,9 99 $100,000 to $149,9 99 $50,000 to $99,9 99 <$49,9 99 Contra Costa County | FY24-25 Recommended Budget Page 14 94 Local Economy The County’s employment economy is very diverse. Its major industries include: health care, petroleum re ning, telecommunications, nancial 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 Paci c Ocean. The following tables highlight the principal industries and employers in the County. Employment by Industry 2017 2018 2019 2020 2021 2022 Educational and Health Services 69,300 70,700 72,400 69,500 73,400 77,100 20.7% Trade, Transportation and Utilities 65,200 64,200 61,900 58,900 61,900 65,000 17.4% Professional and Business Services 54,300 55,300 56,600 55,900 56,400 57,100 15.8% Government 50,500 50,800 50,700 47,400 46,600 48,200 13.1% Goods Producing 41,100 41,800 42,100 39,300 39,800 40,900 11.2% Leisure and Hospitality 40,700 41,300 43,000 31,700 34,600 40,200 9.7% Financial Activities 27,400 27,000 27,000 25,600 24,900 24,600 7.0% Other Services 13,000 13,500 13,700 10,700 11,800 12,600 3.3% Information 8,000 7,800 7,100 5,900 5,900 5,900 1.7% Total Farm 800 700 800 700 700 1,100 0.2% Source: California Employment Development Department, Labor Market Information Division United States Census Bureau QuickFacts - Contra Costa County In civilian labor force, total, percent of population age 16 years+, 2018-2022 65.0% In civilian labor force, female, percent of population age 16 years+, 2018-2022 59.7% Total accommodation and food services sales, 2017 ($1,000)$2,448,612 Total health care and social assistance receipts/revenue, 2017 ($1,000)$10,075,376 Total transportation and warehousing receipts/revenue, 2017 ($1,000)$1,288,141 Total retail sales, 2017 ($1,000)$14,986,369 Total retail sales per capita, 2017 $13,081 Total employer establishments, 2021 25,202 Total employment, 2021 324,805 Total annual payroll, 2021 ($1,000)$25,756,896 Total employment, percent change, 2020-2021 -6.2% Total nonemployer establishments, 2020 97,159 All employer rms, Reference year 2017 20,054 Men-owned employer rms, Reference year 2017 11,026 Women-owned employer rms, Reference year 2017 3,796 Minority-owned employer rms, Reference year 2017 5,345 Nonminority-owned employer rms, Reference year 2017 12,331 Veteran-owned employer rms, Reference year 2017 976 Nonveteran-owned employer rms, Reference year 2017 16,746 Source: US Census Bureau (https://www.census.gov/quickfacts/contracostacountycalifornia) Per the California Employment Development Department, the county's unemployment rate as of January 2024 is 5.0%. Contra Costa County | FY24-25 Recommended Budget Page 15 95 Race and Hispanic Origin White alone 62.8% Black or African American alone 9.5% American Indian and Alaska Native alone 1.1% Asian alone 20.2% Native Hawaiian and Other Paci c Islander alone 0.6% Two or More Races 5.8% Hispanic or Latino 27.0% White alone, not Hispanic or Latino 39.8% Source: US Census Bureau (https://www.census.gov/quickfacts/contracostacountycalifornia), Population Estimates July 1, 2023 Contra Costa County | FY24-25 Recommended Budget Page 16 96 Budget Process and Timeline The County budget process is a continuous cycle of developing, monitoring and planning, with speci c steps each year to achieve adoption of the Final Budget. The County's scal year spans from July 1 to June 30. The public budget development process begins in early January 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 Of ce 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 Of ce Recommended Budget Schedules are passed into the new scal year as the spending authority until a Final Budget is adopted. Unlike the State Controller’s Of ce Recommended and Final Budget schedules, which are solely publications of nancial 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 nancial 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 than May 31 (pursuant to the Budget Policy). After the State budget is passed (legally due by June 15) and County scal year-end closing activities are completed in August, a Final 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.) Contra Costa County | FY24-25 Recommended Budget Page 17 97 Dec 15, 2023 Budget instructions provided to Departments Jan 30, 2024 Board of Supervisors Retreat provides key budget development updates, solicits public feedback, and sets the budget hearings schedule Feb 2, 2024 Department budget proposals due Apr 22, 2024 Recommended Budget Hearings April 22-23. Notice of Public Hearing published and posted online 10 days prior. May 21, 2024 Budget Adoption Oct 2, 2024 Budget as Finally Determined due no later than October 2 (CA Government Code 29088) Contra Costa County | FY24-25 Recommended Budget Page 18 98 Basis of Budgeting The term “basis of accounting” refers to the timing of recognition of assets, liabilities, revenues and expenditures. The basis of accounting used for nancial reporting in accordance with generally accepting accounting principles (GAAP) is not necessarily the same as used in preparing the budget (“basis of budgeting”). Some of the differences include: Under GAAP, revenues are recognized as soon as they are both “measurable” and “available,” but revenue under the basis of budgeting may not be recognized until the amounts are received in cash. Encumbrances are treated as expenditures in the budget but not under GAAP. Budgeted revenues and expenditures may include items classi ed as “other nancing sources” and “other nancing uses” under GAAP. The receipt of long-term debt proceeds, capital outlays and debt service payments on principal are reported in the budget, but under GAAP for proprietary funds, these are not reported under operations and instead are recorded as allocations for depreciation and amortization expense. Under the GAAP basis of accounting, changes in the fair value of investments are treated as adjustments to revenue, which is not the case under the budgetary basis of 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 obligated 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 scal 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 Of ce, 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 modi ed accrual basis. Accounting policies used in preparation of the County’s audited nancial statements conform to generally accepted accounting principles applicable to counties. The County’s governmental funds use the modi ed 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. Contra Costa County | FY24-25 Recommended Budget Page 19 99 Financial Policies Budget Policy Recognizing that the establishment and maintenance of a budget policy is a key element in enhancing the management of the County’s nances and management of the County’s credit quality, the Board of Supervisors established a County Budget Policy in November 2006, revised in December 2013 and reviewed in November 2019, which states: . Contra Costa County shall annually adopt a budget that balances on-going expenditures with on-going revenue. . Contra Costa County shall adopt a budget each year early enough (and no later than May 31) to allow all impacts on programs and/or revenues to be in effect by July 1. . Contra Costa County shall prepare multi-year (3-5 year) nancial projections as part of the annual budget planning process. . Contra Costa County shall at a minimum prepare formal mid-year budget reports to the Board of Supervisors detailing actual expenditures and projections through the remainder of the scal year. This report will include through December 31 of each year: a. actual net County cost by department by fund b. actual and budgeted expenditure by major object by department c. actual and budgeted revenue by major object by department d. If a particular cost center is projected to be over-budget, a report clearly indicating planned corrective action will be presented to the Board of Supervisors within 30 days of the mid-year report. If necessary, this report will include appropriation and revenue adjustments. . The County will not directly allocate a speci c General Purpose Revenue source to speci c programs/communities. The policy would not apply to mitigation revenue that is derived from a project and intended to offset the environmental impacts from the project on the “host” community. . Short-term funding sources shall be used for short-term requirements, one-time uses, or contingencies. . Revenue windfalls not included in the budget plan will not be expended during the year unless such spending is required in order to receive the funding. . Fee-for-service and federal/state revenue offsets will be sought at every opportunity. . As part of the annual budget process, each department shall analyze its fee structure in order to maintain maximum offset for services. . The Board of Supervisors shall make reserve funding available for venture capital to be used to increase ef ciencies and economies in departments that do not have resources available within their normal operating budgets for such expense. Requests for these funds will be included as part of the annual budget process. . The year-end practice of “use it or lose it” shall be changed to “save it and keep it.” The County Administrator’s Of ce will continue to re ne the concept of fund balance sharing as an incentive to departments to maximize resources. Some portion of fund balance credit may be used by operating departments for one-time expenditure. These one-time expenditures shall be used to maximize service delivery, ef ciencies, and employee satisfaction. Unless speci c arrangements are made with the County Administrator’s Of ce, fund balance credit will be spent or encumbered within the following scal year. . The annual budget process will include funding decisions for maintaining the County’s facility assets, allowing the Board of Supervisors to weigh competing funding decisions using credible information. . The annual budget process will include a strategic planning and nancing process for facilities renewal and new construction projects (short- and long-term capital budgets) and establishment of a comprehensive management program for the County’s general government real estate assets relative to acquisition, use, disposition, and maintenance. This capital improvement plan should be updated every ve years and will integrate operating cost of new facilities and capital life-cycle costs. . Each fall, Contra Costa County shall prepare and make a formal budget report to the Board’s Finance Committee detailing earned revenues and expenditures for all mitigation and community bene t fees, trust and special revenue funds, and special Board appropriations during the prior scal year. The report shall identify amounts that were diverted from General-Purpose revenue in order to satisfy a special Board appropriation or other special revenue program. The Finance Committee shall review prior-year expenditures for consistency with the approved purpose of the fees, funds or special Board appropriations, and will forward recommendations for the subsequent budget year to the Board of Supervisors for consideration in the annual budget process. . Adopt the following de nitions to be used in County policies with regard to special revenues: a. Mitigation fee: A monetary exaction other than a tax or special assessment, whether established for a broad class of projects by legislation of general applicability, such as Area of Bene t mitigation fees (County Ordinance Code §913- 2.404), Drainage fees, and Park Dedication fees, or imposed on a speci c project on an ad hoc basis, that is charged by a local agency to the applicant in connection with approval of a development project for the purpose of mitigating the impacts of the project on the affected community. Such fees are not intended to be a general- purpose revenue measure for the host community. b. Trust Fund: Funds held in trust for any bene ciary or for any purpose, in a separate fund and not commingled with any public funds, earning interest, and to be paid to the bene ciary of such trust upon the termination thereof, Contra Costa County | FY24-25 Recommended Budget Page 20 100 including moneys held as trustee, agent or bailee by the state, any county, city or town, or other political subdivision of the state, or any commission, committee, board or of ce thereof or any court of the state, when deposited in any quali ed public depositary. Trust funds are limited to the following purposes as de ned by Governmental Accounting, Auditing, and Financial Reporting: Pension, Investment, Private-Purpose and OPEB Irrevocable funds. c. Special Revenue Fund: Funds used to account for the proceeds of speci c revenue sources (other than special assessments, expendable trusts, or major capital projects) that are legally restricted to expenditure for speci ed purposes. Examples of special revenue funds are those established for the purpose of nancing schools, parks, or libraries. d. Community Bene t Fee: Voluntary payment(s) made by a developer or project sponsor that bene t a de ned community, either through capital or community program improvements. These funds, typically, have been intended for uses that will bene t the quality of life for the communities in which a project is approved. In the past, these funds have been identi ed for such uses as economic development, health care, education, infrastructure, transportation, etc. e. Special Board Appropriation: A designation by the Board of Supervisors dedicating a portion of one or more General-Purpose Revenue sources to a speci c program or activity, and/or to bene t a speci c geographic area. f. Special Revenues: Collectively, all of the preceding revenues. . Authorization for Mitigation and Community Bene t Fees and Their Allocation: a. Af rm that revenues from existing fees are to be administered by the Supervisor serving in the district for which the fee was created, unless speci ed otherwise when the fee was established or as an action of the Board of Supervisors, and may require Board of Supervisors approval prior to expenditure. b. Af rm that revenues from existing fees are to be used with the support and authorization (to be signi ed by sponsorship or co-sponsorship of a Board Order/Proposal) of the current Supervisor serving in the district where the fee originated, unless speci ed otherwise when the fee was created or as an action of the Board of Supervisors. c. Af rm that when fees are created in the future, the authorizing Board Order or Resolution must specify: the type of fee (mitigation or community bene t) in what geographic area the funds are to be used, e.g., countywide or limited to one or more supervisorial districts or areas within a supervisorial district; the speci c purpose of the fee; the recommended process for allocating the funds; and the department that will be responsible for administration of the funds; measurable performance outcomes that demonstrate how the fee revenue has mitigated the project impacts and otherwise bene ted the affected community. d. Af rm that no new fees are to be negotiated or created without input or consultation with the current Supervisor serving in the district where the land development project is located. e. Af rm that fees developed for Countywide use will be administered by the full Board of Supervisors, with the goal of spending the money equally among supervisorial districts, unless speci ed otherwise when the fee is established. These fees will be assigned to and administered by a particular County department. f. Pursue opportunities to secure new mitigation and community bene t fees, where appropriate. Debt Management Policy The County recognizes the foundation of any well-managed debt program is a comprehensive debt policy. A debt policy sets forth the parameters for issuing debt and managing outstanding debt and provides guidance to decision makers regarding the timing and purposes for which debt may be issued, types and amounts of permissible debt, method of sale that may be used and structural features that may be incorporated. The debt policy should recognize a binding commitment to full and timely repayment of all debt as an intrinsic requirement for entry into the capital markets. Adherence to a debt policy helps to ensure that a government maintains a sound debt position and that credit quality is protected. Advantages of a debt policy are as follows: . Enhances the quality of decisions by imposing order and discipline, and promoting consistency and continuity in decision making, . Provides rationality in the decision-making process, . Identi es objectives for staff to implement, . Demonstrates a commitment to long-term nancial planning objectives, and . Is regarded positively by the rating agencies in reviewing credit quality. In December 2006, the Board of Supervisors established the County's Debt Management Policy, which was con rmed by the Board on March 22, 2022 (Resolution No. 2022/77) and September 12, 2023 (Resolution No. 23-543), and is available at: https://www.contracosta.ca.gov/DocumentCenter/View/80460/2023-Debt-Management-Policy-to-BOS-9-12-23 . Contra Costa County | FY24-25 Recommended Budget Page 21 101 General Fund Reserve Policy Acknowledging the importance of building reserves during periods of nancial strength so that such reserves can be drawn upon during economic downturns, the Board of Supervisors established a General Fund Reserve Policy in December 2005, revised in June 2011, to comply with implementation of GASB 54, which states: . Contra Costa County will strive to achieve a minimum unassigned General Fund balance of 5% of budgeted General Fund revenues and a minimum total General Fund balance of 10% of budgeted General Fund revenues; . Until such time as the County has an unreserved General Fund balance equal to at least 5% of budgeted General Fund revenues, no less than $2 million of year-end fund balance in any scal year shall be added to the appropriation for Contingency Reserve; . In the event the County realizes reserves above the minimum levels de ned by this policy, the rst use shall be to annually deposit the funds into an account designated for capital projects and other one-time uses, up to an amount equal to 1% of General Fund revenues per year; . Reserves may be drawn below the minimum level in order to address an unforeseen emergency, to fund a non-recurring expense, or to fund a one-time capital cost; but only following the adoption, by at least a four- fths vote, of a resolution of the Board of Supervisors specifying the circumstances that justify the invasion of the minimum reserve level; and . Should reserves fall below the established minimum levels, a request to utilize reserve funds must be accompanied by recommendations for restoring, within three years, minimum reserve levels ( scal stabilization plan). 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. Treasury, federal agency or U.S. government-sponsored enterprise obligations, supranational obligations, certain corporate bonds and notes, bankers' acceptances, certi cates of deposit, commercial paper, repurchase agreements, the State of California Local Agency Investment Fund (LAIF) and authorized Joint Powers Authority. The Board of Supervisors approved its rst Investment Policy in 1994 and the most recent update to the Investment Policy was on June 16, 2020. The Board of Supervisors established the Treasury Oversight Committee on November 14, 1995 with the following purpose: review the county’s investment policy, regularly monitor the county investment pool’s performance, report on the pool’s performance to the Board of Supervisors, and ensure an annual audit is conducted to determine the County Treasurer’s compliance with Government Code Section 27130-27137 (tel:27130-27137). The complete Investment Policy is summarized below and may be accessed at: https://www.contracosta.ca.gov/DocumentCenter/View/81261/53809_CCC-Investment-Policy-FY-23-24_ nal (http://ca-contracostacounty.civicplus.com/560/Treasurer-Information). The County Investment Policy is reviewed and approved annually by the Treasury Oversight Committee and the Board of Supervisors; all amendments to the Investment Policy must be approved by the Board. The Board has established a seven- member Treasury Oversight Committee (seven statutory members and three alternates) pursuant to State Law. 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. Members of the Treasury Oversight Committee are: the County Superintendent of Schools or his/her designee; a representative and one alternate selected by a majority of the presiding of cers of the governing bodies of the school districts and community college districts in the County; a representative and one alternate selected by a majority of the presiding of cers 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 and one alternate appointed by the Board of Supervisors; and three members of the public nominated by the County Treasurer-Tax Collector. The Contra Costa County Investment Pool rating was af rmed by Standard & Poor's (S & P) on March 31, 2021. 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 re ecting low sensitivity to changing market conditions. The Investment Pool has maintained its "AAAf" and "S1+" ratings since rst rated in November 2007. Workers' Compensation Con dence Level Policy In September 2007 the Board of Supervisors established a Workers' Compensation funding policy that targeted a minimum con dence level of 80%. “Con dence level” is a measure of the probability that the Workers' Compensation Internal Services Fund will have enough money to cover the costs of claims likely to be incurred in the future. Employee Compensation. Employee compensation is governed by a variety of ordinances, policies and memoranda of understanding. Each of these documents are available for review at https://www.contracosta.ca.gov/1340/Labor-Relations . Contra Costa County | FY24-25 Recommended Budget Page 22 102 Overview of Fund Types Fund: a scal and accounting entity with a self-balancing set of accounts recording cash and other nancial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on speci c 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 duciary 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 speci c 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 Funds are used to account for operations that are nanced 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 nanced or recovered primarily through user charges. Internal Service Funds are proprietary funds used to account for the nancing of goods or services provided by one department to other departments of the County or other governmental units, on a cost reimbursement basis. Fiduciary-Type Funds are funds used to account for assets held by the County in a trust of agency capacity for others. These funds include Pension (and Other Employee Bene t) Trust Funds, Investment Trust Funds, Private-Purpose Trust Funds and Agency Funds (used to account for resources held by the County in a purely custodial capacity). These resources cannot be used by the County to support its own programs and, therefore, are not re ected in the budget. Component Units are legally separate organizations for which the Board of Supervisors is nancially accountable. These include: the Successor Agency to the Contra Costa County Redevelopment Agency; the Contra Costa County Public Financing Authority; the In-Home Supportive Services Public Authority; Special Districts and Service Areas; First 5 Contra Costa Children and Families Commission, and the Housing Authority of Contra Costa County. Major Funds are funds whose revenues, expenditures, assets or liabilities are at least 10 percent of the totals for all governmental or enterprise funds and at least 5 percent of the combined amount for all governmental and enterprise funds. The Major Funds for Contra Costa County include Contra Costa County Fire Protection District; the Contra Costa Health Plan Enterprise Fund; the Contra Costa Regional Medical Center and Clinics Enterprise Fund; and the County General Fund. Contra Costa County | FY24-25 Recommended Budget Page 23 103 BUDGET OVERVIEW Contra Costa County | FY24-25 Recommended Budget Page 24 104 Strategic Plan 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 businesses 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 one of our employees value Clients and Communities Partnerships Quality Service Accountability Fiscal prudence Organizational excellence The County is committed to prudent scal management and engages in targeted long-term nancial planning when possible and appropriate. Some examples of the County’s long-term nancial planning include: Suf ciently funding the County’s Other Post-Employment Bene ts (OPEB) Long-term Liability. In 2007, the Board of Supervisors set speci c goals to address the OPEB liability. From FY08-09 through FY21-22, the County budgeted a $20 million allocation for pre-funding the OPEB liability and subsequently deposited each annual contribution into the County’s OPEB irrevocable trust. Health plan changes, caps on County contributions and labor concessions, in addition to the annual pre-funding contributions, have assisted in reducing the County’s 2006 OPEB Unfunded Actuarial Accrued Liability (UAAL) from $2.57 billion to a net OPEB liability of $378.4 million as of June 30, 2023. This resulted in the prefunded amount exceeding the County’s OPEB prefunding target of 44% established by the Board of Supervisors on June 26, 2007. Because the OPEB funding target had been met, on February 1, 2022 the Board of Supervisors adopted Ordinance No. 2022-08 discontinuing further prefunding of the County’s OPEB liability. The County's latest bi-annual OPEB actuarial valuation as of June 30, 2023 indicated that the County had prefunded 53.8% of its OPEB liability, with total OPEB trust assets of $439.8 million. The County still budgets the “PAYGO” cost of retiree health bene ts and assets in the County’s OPEB irrevocable trust, which will continue to appreciate over time and be available for future funding of OPEB related costs when needed. In 2007, the Board of Supervisors established a Real Asset Management Program (RAMP). The objective of RAMP is to maximize the value of unused and vacant County-owned of ce 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. The recommended allocation for FY24-25 is $25 million. In 2012, the State of California enacted the Public Employees’ Pension Reform 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 de ne 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 successfully completed for all of the County’s 18 labor groups. These new tiers are expected to achieve savings over time. To further assist with long-term nancial planning, the Board of Supervisors has adopted a comprehensive set of nancial 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 con dence level. The County's nancial management policies are included in the Financial Policies section and on the County's website under Financial Information at: https://www.contracosta.ca.gov/756/Financial-Information (http://ca-contracostacounty.civicplus.com/2142/Financial- Policies). Contra Costa County | FY24-25 Recommended Budget Page 25 105 Budget Totals by Agency / District The FY24-25 Recommended Budget balances revenues and expenditures totaling $5.979B. The upper section of the table below summarizes County agencies' budgets totaling $5.3B. The County also has an additional 37 agencies referred to as county special districts and service areas, which are summarized in the lower section of the table. For FY24-25, the Recommended Budget for Special Districts totals $679.2M. Each district is established by the county for the purpose of providing speci c services in a de ned geographic area. Their board members are the same as the county Board of Supervisors and management of the primary government has operational responsibility for the component units. More information about each agency and special district can be found in the Departments section. FY24-25 Recommended Budget by Agency & Special District Agency / District Budgeted Expenditure Budgeted Revenue Agriculture-Weights/Measures 9,157,190 9,157,190 Animal Services 18,268,207 18,268,207 Assessor 26,584,203 26,584,203 Auditor-Controller 12,920,294 12,920,294 Board Of Supervisors 9,302,812 9,302,812 Child Support Services 20,141,769 20,141,769 Clerk-Recorder Elections 28,889,037 28,889,037 Conservation & Development 97,479,767 97,479,767 County Administrator 16,021,425 16,021,425 County Counsel 9,859,647 9,859,647 District Attorney 64,679,781 64,679,781 Doit - Telecom 31,005,330 31,005,330 Employment & Human Services 718,576,053 718,576,053 General County Services 64,060,440 64,060,440 Health Services 2,983,345,681 2,983,345,681 Human Resources 13,077,189 13,077,189 Justice Programs 276,976,029 276,976,029 Library 43,978,087 43,978,087 Probation 127,174,775 127,174,775 Public Defender 50,716,679 50,716,679 Public Works 283,746,843 283,746,843 Racial Equity And Social Justice 1,290,240 1,290,240 Risk Management 47,121,592 47,121,592 Sheriff-Coroner 335,872,593 335,872,593 Treasurer-Tax Collector 7,862,509 7,862,509 Veterans Service 2,344,744 2,344,744 Service Area-Road Maintenance 166,261 166,261 Service Area-Drainage 499,000 499,000 Service Area-Library 360,682 360,682 Service Area-Lighting 11,252,105 11,252,105 Service Area-Miscellaneous 39,489,135 39,489,135 Service Area-Police 34,864,392 34,864,392 Service Area-Recreation 7,463,749 7,463,749 Special District - Emergency Medical Services 17,008,550 17,008,550 Special District - Fire Protection 351,017,328 351,017,328 Special District - Flood Control 181,074,999 181,075,000 Special District - Miscellaneous 1,089,558 1,089,558 Special District - Storm Drainage Districts 2,000 2,000 Special District - Stormwater Utility Districts 34,883,587 34,883,587 Grand Total 5,979,624,260 5,979,624,260 Contra Costa County | FY24-25 Recommended Budget Page 26 106 General Purpose Revenue Distribution General Purpose Revenue is derived from sources not speci c 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 FY24-25 is $783.2 million or 31.8% of the County’s total $2.46 billion General Fund estimated revenue. Note that the General Purpose Revenue total includes $120.2 million in sales tax revenues from Measure X. The majority of General Purpose Revenue is allocated to a small subset of County departments; 79% of the General Purpose Revenue is spent in just eight departments. The table below shows the ranking of departments' share (including Contingency Reserve and Capital Improvements) of General Purpose Revenue. Contra Costa County | FY24-25 Recommended Budget Page 27 107 American Rescue Plan Act Update Contra Costa County was allocated $224,058,904 of American Rescue Plan Act (ARPA) Coronavirus State and Local Fiscal Relief Fund (CSLFRF) funds directly from the U.S. Treasury. The funding was allocated in two 50% tranches, the rst of which was received by the County on May 18, 2021 in the amount of $112,029,452. The second tranche was distributed to the County in an equal amount on June 8, 2022. The ARPA outlines four speci c eligible uses for CSLFRF funding: COVID-19 response activities or its negative economic impacts: Premium pay to eligible workers performing essential work during COVID-19; Government services to the extent of the reduction in revenue due to COVID-19; and Infrastructure investments speci cally for water, sewer and broadband. The ARPA requires CSLFRF recipients with populations of over 250,000 residents to submit an annual Recovery Plan Performance Report, including descriptions of projects and information on performance indicators and objectives of each award. CSLFRF expenditures must be incurred by December 31, 2024 and ultimately spent by December 31, 2026. Status as of December 31, 2023 The County Administrator's Of ce worked with the Health Services Department during the FY23-24 budget development process to determine how much CSLFRF allocation should be budgeted for the continuation of COVID-19 response activities, resulting in the recommendation to appropriate $15 million. At that time, it was estimated that no additional CSLFRF allocation would be needed by the Health Department for FY24-25, resulting in an anticipated balance of $37.5 million. Over the past year, the Board of Supervisors, at the recommendation of the County Administrator's Of ce, has not allocated any of the remaining $37.5 million pending the outcome of the County's COVID-19 FEMA Public Assistance claims, speci cally three claims related to Non-Congregate Sheltering (NCS) activities totaling $32.4 million. As of December 31, 2023, the County has received the entire CSLFRF allocation of $224.1 million, obligated $186.5 million and expended $178.2 million. Of the $186.5 million in obligated funds, $162.2 million has been allocated to the Health Services Department to continue funding COVID-19 response activities and $24.3 million was allocated countywide to fund the Pandemic Service Relief Payment (PSRP) to County employees in 2022. A reconciliation of the ARPA CSLFRF program is included below, by scal year, for reference: ARPA-CSLFRF Allocation FY21-22 FY22-23 FY23-24 Projected Expenditures, thru 6/30/24 Actuals Actuals Obligated Total Revenue:$112,029,452 $112,029,452 0 $224,058,904 Expenditures: Health Services Department (COVID-19)79,214,397 67,204,394 15,795,606 162,214,397 Pandemic Service Relief Payment (PSRP)0 24,300,111 0 24,300,111 Total Claimed/Obligated 79,214,397 91,504,505 15,795,606 186,514,508 Unobligated Balance $37,544,396 Treasury Rulemaking to Retroactively Rede ne "Obligation" On November 20, 2023, the U.S. Treasury published an Interim Final Rule (IFR) in the Federal register with proposed retroactive amendments to the de nition of “Obligation” as it relates to the ARPA CSLFRF program. The proposals in the IFR appear to restrict the ability of local governments to: Use CSLFRF funds for staf ng during the nal spend period of January 1, 2025 through December 31, 2026 (with the exception of reimbursement for grant administration) Reallocate obligated funds to different functions during the nal spend period of January 1, 2025 through December 31, 2026 On December 20, 2023, Contra Costa County submitted comments to the IFR identifying the following three speci c areas of concern and provided recommendations for consideration by Treasury to remediate the associated impacts of each: Concern 1– Change to the Requirements for Establishing an Obligation Contra Costa County | FY24-25 Recommended Budget Page 28 108 Recommendation No. 1: The County respectfully requests that the IFR be revised to be consistent with the guidance provided in FAQ 13.17 authorizing jurisdictions to following state and local law and practices to de ne when an obligation has been made. Concern 2 – Negative Impact to Employee Payroll Flexibility Recommendation No. 2: The County respectfully requests that the IFR be revised allow for the obligation of CSLFRF funds to pay the compensation costs of public employees providing services for an CSLFRF funded project during the spend period of January 1, 2025 through December 31, 2026. Concern 3 – Reduced Flexibility to Complete Capital Projects Recommendation No. 3: The County respectfully requests that the IFR be revised to allow local entities maximum exibility in delivering capital projects identi ed during the obligation period by allowing for necessary origination of and amendment to procurement transactions (such as contracts and purchase orders) to ensure delivery of the public project identi ed at the point of obligation during the spend period of January 1, 2025 through December 31, 2026. The Treasury has not yet issued a Final Rule following the comment period on the proposed de nition change to "Obligation" leaving local governments across the country trying to determine a path forward prior to the December 31, 2024 obligation deadline. Contra Costa County | FY24-25 Recommended Budget Page 29 109 COVID-19 FEMA Reimbursement Update The County continues to pursue claims with the Federal Emergency Management Agency (FEMA) through its Public Assistance program authorized by the Robert T. Stafford Act for certain COVID-19 response costs not covered by other federal or state funding sources. FEMA has authorized 100% reimbursement for the majority of COVID-19 emergency-related eligible expenses through July 1, 2022 and 90% reimbursement for certain costs incurred after that date. The FEMA claiming process typically takes 24-36 months to complete from the period that costs were incurred to receiving funding; however, this period of time has been projected to be longer due to the duration and national scope of the pandemic emergency response. Retroactive Region IX Policy Changes to Non-Congregate Shelter (NCS) Eligibility On October 16, 2023, FEMA Region IX released highly anticipated, retroactive guidance on certain eligibility criteria for reimbursement of Non-Congregate Sheltering (NCS) costs incurred during the pandemic in California. The guidance speci cally curtails reimbursement in two ways: Retroactively caps the number of nights that NCS clients are eligible to stay at motel/hotel 20 days beginning on June 11, 2022 and beyond; and Presumes that vacant rooms are not eligible for reimbursement with some “…exceptions…for reasonable pre- positioning of resources…on a case-by-case basis”. The potential impact to Contra Costa County related to this policy change is $9.2 million; $6.3 million related to the "20-day rule" and $2.9 million related to vacant rooms. In response, California's Senators and a delegation of House members sent FEMA letters advocating for a restoration of policy that was in place during the pandemic, which did not cap the number of nights eligible for reimbursement. Additionally, the Board of Supervisors authorized a contract to secure external counsel services in the event that FEMA denies reimbursement to the County based on the retroactive eligibility guidance. Status as of April 5, 2024 The County has estimated total FEMA claims of $82.5 million across 23 unique projects related to COVID-19. Of that gure, FEMA has obligated $36.6 million across 13 projects and the County has received $34.9 million related to 12 of those projects. The County is awaiting payment of one (1) project, which has been obligated by FEMA in the amount of $1,711,112, related to consulting expenditures. To date, none of the 13 projects obligated by FEMA have included a disallowance of reimbursements requested by the County - in other words, FEMA has obligated 100% of the project costs submitted by the County. Below is a table illustrating the status of reimbursements for Contra Costa County, by project, including estimated claim amount, amount claimed, obligation status and actual amount received as of April 5, 2024. In addition, timeline information from submission to obligation date, obligation date to payment date and amount of time outstanding projects have been under FEMA review are presented by project: Contra Costa County | FY24-25 Recommended Budget Page 30 110 Contra Costa County | FY24-25 Recommended Budget Page 31 111 Recommended Actions The County has prioritized maximizing the recovery of costs related to the COVID-19 pandemic, including braiding of revenue sources to ensure maximum cost recovery from the FEMA Public Assistance program. By reimbursing from a diversi ed mix of revenue sources, the County has been able to partially mitigate its exposure to FEMA as one source of COVID-19 revenue among many others, including the CARES Act, ARPA and various state revenue programs deployed since the pandemic began in 2020. This has been an important strategy given the length of time FEMA traditionally takes to reimburse state and local governments for disaster response. This strategy has become even more important over the last 15 months as FEMA Region IX signaled a potential retroactive rule change to the eligibility criteria for NCS reimbursements impacting California's Project Roomkey. In response, the Board proactively reserved allocation of the remaining $37.5 million of ARPA CSLFRF outlined above until more information from FEMA Region IX became available. Over that same course of time, the Treasury's proposed IFR retroactively changing the de nition of "obligation" for the CSLFRF program has added an additional layer of complexity to this balance. Given that the Treasury has not yet taken nal action three (3) months following conclusion of the comment period, the obligation deadline fast approaching and uncertainty related to how FEMA Region IX will ultimately respond to counties across the state on NCS reimbursements, the County Administrator's Of ce has developed a plan for the Board to maintain maximum exibility of the remaining $37.5 million of ARPA CSLFRF funds. 1. Maximize Local Flexibility. The County Administrator's Of ce proposes to claim the remaining $37.5 million of ARPA CSLFRF funding in the current scal year (FY23-24) to offset a portion of the General Fund subsidy to the Health Services Department for the provision of healthcare to residents of the County. This will effectively conclude the ARPA CSLFRF program at June 30, 2024 and mitigate risk to the County from the negative impacts of the Interim Final Rule during the spend period of January 1, 2025 - December 31, 2026. In addition, because the County will not be administering CSLFRF funded programs there will be no audit exposure to the County related to that period. 2. Transparency. To ensure transparency, it is recommended that the Board establish a general fund reserve designation at the conclusion of FY23-24 in the amount of $37.5 million. This is important as $46 million of COVID-19 FEMA claims remain unobligated, including $32.4 million of the NCS speci c claims. This will allow the Board and the community to effectively track those funds within the audited nancial statements of the County across scal years. 3. Accountability. As FEMA arrives at a disposition on the County's COVID-19 reimbursement claims, the County Administrator's Of ce will return to the Board to propose decreases to the general fund reserve designation consistent with the denominations reimbursed by FEMA. This will result in the released denomination of general fund balance falling to "unassigned" fund balance status and being available for allocation as determined by the Board of Supervisors. This strategy will ensure that the Board retains local control of remaining ARPA funds and effectively mitigates the risk of policy changes and audit liability in future years. In addition, the recommended action allows the Board to continue pursuing maximum reimbursement from FEMA related to COVID-19 response costs and removes the external pressure of meeting the December 31, 2024 ARPA CSLFRF obligation deadline. Contra Costa County | FY24-25 Recommended Budget Page 32 112 State and Federal Overview Federal Budget: On March 11, 2024, President Biden released his administration's annual budget request to Congress for scal year 2025, following his State of the Union address, stating "The Budget will lower costs for families, protect and strengthen Social Security and Medicare, and reduce the de cit by making the wealthy and corporations pay their fair share and cutting wasteful spending." A notable policy provision includes the restoration of the expanded Child Tax Credit that expired in 2021.New spending under the budget would be offset by taxes on the wealthy and major corporations. Among other proposals, the budget would introduce a 25 percent minimum tax on those earning more than $100 million. With regard to businesses, the proposal calls for increasing the corporate tax rate to 28 percent (up from 21 percent). It also proposes to increase the minimum tax on billion-dollar corporations to 21 percent (up from 15 percent). According to the administration, these reforms would reduce the de cit by nearly $3 trillion over the next decade. The President's $7.3 trillion budget, a 4.7 percent increase over the current budget, arrived shortly after signi cant progress on the FY 2024 federal budget with the passage of a six-bill "minibus" package signed by the President on March 8, 2024. The enactment of this "minibus" ensures that the County will receive congressionally directed spending of over $3.5 million for four speci c projects: the Concord Shelter and Service Center Roo ng Project ($1.4M), San Pablo Avenue Complete Street/Bay Trail Gap Closure ($1M), Underserved Survivors Support and Safety Program ($963,000), and Knightsen Wetland Restoration Project ($150,000). Budget appropriators have turned their attention to the remaining six funding measures including Defense, Homeland Security, Financial Services and General Government, Labor-HHS-Education, State and Foreign Operations, and Legislative Branch, which must be passed prior to a March 22, 2024 deadline. With signi cant policy disagreements to be worked through in this tranche of bills, notably Labor-HHS-Education and Homeland Security, the timing for the release of the remaining appropriations bills is unclear. State Budget/Impacts: As anticipated, the state’s scal condition continues to be impacted by the national economic picture, persistent in ation, and stock market volatility – the latter being especially impactful because of the progressive nature of the state’s income tax structure and reliance on high-income earners. Given signs indicating that the state’s scal outlook may decline further (or, rather, not improve suf ciently) in the lead-up to the May Revision, constraints on new spending and reductions of current spending is a recurring message of the administration. Governor Newsom's January $291.5 billion budget proposal for FY2024-25 included a projected de cit of $37.9 billion. The Governor's January budget relies on reducing K-12 Proposition 98 education funding previously approved in 2022-23 and 2023-24, which would require agreement and action from the Legislature; alternative reduction proposals are likely to be considered. In addition, the Governor's Budget proposes to draw down $13.1 billion from the state's reserves to close a portion of the de cit, with the remaining gap bridged with a "kitchen sink" approach of deferrals, borrowing, claw backs, and fund shifts. The Legislative Analyst’s Of ce (LAO) updated its projected state budget de cit , based on January's tax collections, and pegs the de cit at $73 billion. The updated de cit projection results from an estimate that revenues will come in $24 billion less than the Governor's estimates (across scal years 2022-23 to 2024-25) and which, after formula-driven spending like Prop. 98 for schools, increases the estimated de cit by $15 billion. On March 14, 2024, State Senate leaders unveiled a plan of "early actions" to cut the state's budget de cit by $17 billion through a mix of cuts, spending delays, and borrowing from state special funds. The "Shrink the Shortfall" plan is intended to maximize "the time and energy spent focusing on the most challenging solutions to close the remaining budget shortfall during the critical time period leading up to June 15." County departments are evaluating the potential impacts of the state budget condition. Signi cant state investments have been made in health and human services programs in the last few years, with a focus on the state’s most vulnerable communities, to expand access to care and bene ts; advance health care affordability and the Master Plan for Aging; and strengthen the behavioral health continuum, health and human services workforce, and public health infrastructure. While the Governor’s Budget proposal largely maintains funding for critical investments made in recent years, it does include delays, deferrals, and reductions that impact county programs. Contra Costa County | FY24-25 Recommended Budget Page 33 113 FY24-25 Position Changes by Agency The Recommended Budget includes 11,400.6 full-time equivalent positions (FTE), an increase of 258.0 FTE from the prior year’s adopted budget. The net change includes 123.75 FTE approved midyear by the Board of Supervisors and 134.25 net new FTE proposed by departments, including: Agriculture, Animal Services, Clerk-Recorder Elections, Conservation and Development, Department of Information Technology, District Attorney, Health Services, Human Resources, Library, Probation, Public Defender, Public Works, Racial Equity and Social Justicie, Sheriff Coroner, Treasurer-Tax Collector, and Contra Costa County Fire Protection District. FY24-25 Budgeted Positions Summary by Agency Agency FY22-23 Adjusted Budget FY23-24 Adopted Budget FY24-25 Recommended Budget Change from FY23-24 to FY24-25 01 - Board Of Supervisors 32.00 32.00 32.00 0.00 03 - County Administrator 44.00 45.00 45.00 0.00 05 - Human Resources 51.00 52.00 52.00 0.00 06 - Information Technology 99.00 101.00 109.00 8.00 07 - Risk Management 41.00 41.00 41.00 0.00 09 - ORESJ 2.00 2.00 10 - Auditor-Controller 65.00 65.00 65.00 0.00 15 - Treasurer-Tax Collector 30.50 30.50 32.50 2.00 16 - Assessor 114.00 118.00 118.00 0.00 17 - County Counsel 55.00 56.00 56.00 0.00 18 - Health Services 4,747.20 4,743.20 4,900.80 157.60 19 - Employment & Human Services 1,911.50 1,937.50 1,937.50 0.00 24 - Clerk-Recorder Elections 85.50 85.50 87.00 1.50 25 - Sheriff-Coroner 1,146.50 1,146.50 1,164.50 18.00 30 - Probation 356.00 358.00 370.00 12.00 33 - Agriculture-Weights/Measures 44.30 44.70 47.70 3.00 36 - Animal Services 78.00 83.00 93.00 10.00 38 - Conservation & Development 210.00 210.00 218.00 8.00 40 - Child Support Services 137.00 137.00 137.00 0.00 42 - District Attorney 231.60 236.60 239.10 2.50 43 - Public Defender 172.50 190.50 191.50 1.00 65 - Public Works 562.00 570.00 575.00 5.00 70 - Fire Protection 570.60 601.60 607.00 5.40 74 - Emergency Medical Services 9.00 9.00 9.00 0.00 76 - Service Area-Police 8.00 8.00 8.00 0.00 85 - Library 228.00 228.00 250.00 22.00 95 - Veterans Service 13.00 13.00 13.00 0.00 11,042.20 11,142.60 11,400.60 258.00 . Agriculture Incorporates the midyear add of 2 FTE and adds one (1) Weights and Measures Inspector I to support State mandated inspection activities. . Animal Services Incorporates midyear increase of 1 FTE and adds another nine (9) FTE positions to expand shelter, and spay and neuter services. Two (2) Animal Center Technicians and one (1) Animal Center Operations Coordinator will be added to the Shelter Services unit for animal care and management of the K9 foster program. One (1) Registered Veterinary Technician and one (1) Veterinary Assistant will be added to the Medical Services Division to increase veterinary care and spay/neuter services. Three (3) Animal Services Clerks and one (1) Animal Center Operations Coordinator will be added to the Administration unit to support call center, public customer, and adoption services. . Child Support Services No net FTE change. Transfers one (1) Information Systems Programmer/Analyst II to Child Support Services- Electronic Data Processing and one (1) Information Systems Manager I to Child Support Services-Operations to align staf ng costs for budgetary purposes. Contra Costa County | FY24-25 Recommended Budget Page 34 114 . Clerk-Recorder Elections Incorporates midyear increase of 1.5 FTE. . Conservation and Development Adds a net 11 FTE positions to establish a new organizational structure comprising four major operational areas, (1) Building Inspection/Economic Development & Sustainability and (2) Administration & Policy Planning, to be headed by 2 new Senior Deputy Directors; and (3) Current Planning and (4) Housing & Community Improvement, each to be headed by existing Deputy Directors. Adds 4 Assistant Deputy Director positions to manage increasingly complex program areas and to update the Department's structure to better manage work teams and plan for succession. Increases operational capacity in plan checking with the addition of 2 Sr. Building Plan Checkers and 2 Building Plan Checkers, and in department information technology with the addition of 1 Information Systems Manager II position to manage the Department’s Information Technology team and its complex array of IT systems and software. Adds 1 Inspection Services Supervisor and 3 Principal Building Inspector positions in recognition of the growing volume and complexity of the inspection program and to manage the team of inspectors assigned to the Code Enforcement Unit. Adds 1 Weatherization and Home Repair Supervisor to provide program supervision and to oversee the required On The Job Training of home repair specialists. Cancels 5 positions that remain vacant and are deemed no longer needed because of prior organizational changes: Manager, Application/Permit Center; Redevelopment Housing Specialist II; Chief, Annexation and Economic Stimulus Program; Sr. Transportation Planner, and Clerical Supervisor. Transition to the modi ed organizational structure will be achieved gradually through recruitment and attrition; consequently, not all the added positions will be lled immediately and some positions that are vacated through promotion may be considered for future cancelation, depending on operational need. . County Counsel No net FTE change. Adds one (1) Information Systems Specialist I and deletes one (1) Account Clerk – Advanced position to provide support with systems, applications, training, and problem-solving with the various software applications used in the County Counsel’s Of ce. . Department of Information Technology Adds a net of eight (8) positions. The Administrative division will add one (1) Departmental Human Resources Analyst II and one (1) Accounting Technician. The Telecommunications division will add one (1) Information Systems Manager II. The Information Security Administration division will add one (1) Business Systems Analyst. The Network Services division will add one (1) Network Administrator II and one (1) Network Technician II. The Wide Area Network Services division will add one (1) Information Systems Manager II. The Systems and Programming division will be adding one (1) Business Systems Analyst, and deleting one (1) Information Systems Programmer Analyst III. The Operations division will be adding three (3) Information Systems Specialist III, and deleting one (1) Computer Operator Supervisor and one (1) Computer Operator III. The net increase of positions will be funded by charges to customers based on direct charge for service or allocation. Additionally, ve (5) FTE are anticipated to be vacated through attrition, and deleted during the scal year. . District Attorney Incorporates the midyear FTE increase of 5.5 FTE, and for the Recommended Budget decreases three (3) FTE in the District Attorney’s Of ce. Adds one (1) Departmental Fiscal Of cer to support the nancial management and grants administration functions and one (1) DA Sr. Inspector for cases related to on-duty criminal conduct by public of cials. The department will delete one (1) Administrative Services Assistant III and four (4) vacant unfunded Case Preparation Assistant positions due to the use of the newly established District Attorney Assistant Investigator classi cation and the mid-year addition of four (4) positions. . Employment and Human Services Net zero FTE change in the Employment and Human Services Department. The department will add one (1) Administrative Services Assistant II, one (1) Administrative Services Assistant III, two (2) Planner and Evaluator - Level B, and one (1) Secretary - Journey Level positions to support Measure X programming and scal operations. The department will add (1) Administrative Services Assistant III position to support Policy and Planning functions. The department will add two (2) Program/Projects Coordinator positions to support mandates for Children and Family Services related to the Families First Prevention Services Act (FFPSA). The department will add one (1) Secretary- Advanced Level, one (1) Program/Projects Coordinator, one (1) Social Service Employment Placement Counselor and one (1) Secretary-Journey Level to increase administrative support for various programs. The department will delete nine vacant (9) Social Worker positions, one (1) vacant Neighborhood Services Coordinator position, one (1) vacant Clerk-Specialist position, and one (1) vacant Social Work Supervisor II position. Contra Costa County | FY24-25 Recommended Budget Page 35 115 . Health Services Incorporates the midyear net increase of 86.75 FTE and adds a net increase of 70.85 FTE as part of the Recommended Budget. Adds 66.9 FTE for additional staf ng for the West County Reentry, Treatment and Housing (WRTH) facility, and two (2) Institutional Service Worker-Generalist positions to support ongoing services provided across Detention Health. Decreases Public Health staf ng by 75.35 FTE to eliminate several unused positions established in a project capacity to support COVID-19 operations and is inclusive of a 12.7 FTE reassignment of positions that are better aligned under the Hospital Enterprise Fund I (0540) Contra Costa Regional Medical Center and Health Centers Division. Adds 36.0 FTE across the Alcohol and Other Drugs Division (0466) and Mental Health Division (0467) to support CalAIM program expansion staf ng requirements and opioid abuse reduction efforts. Increases Hospital Enterprise Fund I (0540) Contra Costa Regional Medical Center and Health Centers Division staf ng by 41.3 FTE, which is inclusive of incoming transfers from Public Health, a Utilization Review Reorganization, staf ng to address CalAIM billing requirements, and new position classi cations to support Emergency Medical Services. . Human Resources Net zero FTE change. Adds one (1) Human Resources Analyst to support increased demand in the Professional and Organizational Development (POD) unit, and deletes one (1) Human Resources Systems Analyst in the Employee Bene ts unit. . Library Adds 22 FTE positions to increase operational capacity in personnel administration, information technology, and to increase outreach to underrepresented areas, service organizations, and schools with the addition of (1) Personnel Technician, (1) Network Administrator I, (1) Clerk-Senior Level, (1) Library Assistant-Journey Level, and (1) Library Literacy Assistant positions; and to establish the optimum staf ng model for each library branch based on facility size and layout, patronage, and public service hours, some of which are funded by cities, with the addition of (3) Librarian II, (7) Librarian I, (2) Library Assistant-Journey Level, (2) Clerk-Specialist Level, and (3) Clerk-Senior Level positions. Transition to the new branch staf ng model will be achieved gradually through attrition and subsequent recruitment; consequently, not all the added positions will be lled immediately, and most will be lled only upon the event that other positions are vacated. . Probation Incorporates the midyear increase of 12 FTE and transfers seven (7) positions from Probation Facilities to Probation Programs; one (1) Clerk-Senior Level, three (3) Clerk-Specialist Level, two (2) Deputy Probation Of cer I, and one (1) Deputy Probation Of cer III. Due to legislative changes and the expansion of various programs and initiatives, these positions have been operating under Probation Programs and need to be transferred to this budgetary department so that the salaries and bene ts costs align with corresponding revenue budget. . Public Defender Incorporates the midyear increase of 2 FTE and decreases 1 FTE as part of the Recommended Budget. The department will delete one (1) vacant unfunded Intermediate Clerk-Project position that has never been lled due to the use of an Administrative Aide-Project position added in April 2023. This position elimination is necessary due to the recent grant funding reduction in the Governor’s Proposed Budget to the Public Defense Pilot Program, which does not support the future use of both positions. . Public Works Incorporates the midyear 3 FTE increase and adds a net of two (2) FTE positions. The Purchasing Division will add one (1) Administrative Services Assistant II position to administer the procurement card program and purchasing portal. The Facilities Maintenance Division will add two (2) Custodian II positions to support the new Administration Building at 1026 Escobar Street and delete one (1) Window Washer position and replace it with one (1) Custodian II position to re ect required duties more accurately. Facilities Maintenance will also add two (2) Senior Capital Facilities Project Managers, one (1) Associate Capital Facilities Project Manager, and one (1) Administrative Analyst to manage countywide capital projects more effectively. The Public Works division will add two (2) Information Systems Programmer Analyst III positions and one (1) Network Analyst I position to enhance information technology support in the Department. One (1) Engineering Technician Supervisor-Traf c will also be added to strengthen institutional traf c design and operations knowledge. These additional positions will be offset by deleting one (1) Engineering Technician Supervisor, one (1) Traf c Safety Investigator, one (1) Road Maintenance Carpenter, one (1) Engineering Records Technician, one (1) Senior Clerk, and four (4) Maintenance Worker I positions to re ect the needs of the Public Works Agency more accurately. Two (2) positions are also being transferred within various divisions to meet the anticipated workload requirements. . Racial Equity and Social Justice Incorporates midyear increase of 2 FTE. Contra Costa County | FY24-25 Recommended Budget Page 36 116 . Sheriff-Coroner’s Of ce Incorporates midyear increase of 6 FTE and adds a net of twelve (12) FTE positions. The Sheriff ’s Detention Division will have an increase of twelve (12) positions comprised of six (6) Sheriff ’s Aide and six (6) Deputy Sheriff 40-hour positions staff the upcoming West County Reentry, Treatment and Housing (WRTH) facility in Richmond. The Sheriff ’s Department will have a net zero FTE change in other divisions by adding one (1) Administrative Analyst, one (1) Accountant I, one (1) Clerical Supervisor, four (4) Sheriff ’s Specialist, and one (1) Records Manager positions, and deleting two (2) Account Clerk-Advanced Level, one (1) Clerk-Senior Level, one (1) Sheriff ’s Dispatcher II, two (2) Sheriff ’s Aide, one (1) Clerk-Experienced Level, and one (1) Biometric Systems positions. . Treasurer-Tax Collector Net increase of 2 FTE. Adds one (1) Clerk-Experienced, one (1) Account Clerk – Experienced, and one (1) Accounting Technician position to provide staf ng support for the replacement of the legacy property tax system as well as additional of ce coverage. The Of ce will also work directly with the Department of Information Technology for support of the property tax system as well as other related business systems going forward and will eliminate the in-house technical support by deleting one (1) Property Information and Business Systems Manager position. The intent of this action is to rely on the expertise of the network, systems and programming, and security divisions of the Department of Information Technology. . Contra Costa County Fire Protection District Incorporates midyear increase of 2 FTE and adds a net increase of 3.4 FTE. The District’s Fire Division will add one (1) Account Clerk Advanced-Level, one (1) Secretary Advanced-Level, Supervisor, one (1) Clerk Senior-Level, and one (1) Fire District Fiscal Specialist positions to support the overall administrative services of the Fire Protection District. The District will delete one (1) part-time (24/40) Fire Prevention Specialist and one (1) Fire Prevention Technician to offset the costs of the requested position additions. The EMS Transport Fund Division will add one (1) Information Systems Programmer/Analyst IV position for additional systems support. Contra Costa County | FY24-25 Recommended Budget Page 37 117 DEPARTMENTS Contra Costa County | FY24-25 Recommended Budget Page 38 118 General Government The General Government functional group summarizes the following departments: Agriculture/Weights and Measures, Assessor, Auditor-Controller, Board of Supervisors, Capital Improvements, Clerk-Recorder-Elections, Conservation and Development, Contingency Reserve, County Administrator, County Counsel, Crockett/Rodeo Revenues, Debt Service, Department of Information Technology, Employee/Retiree Bene ts, General County, Human Resources, Library, Public Works, Of ce of Racial Equity and Social Justice, Risk Management, and Treasurer-Tax Collector. Expenditures Summary 624 ,889,805 -$1,728,525 (-0.28% vs. prior year) Expenditures by Expense Type Expense Objects Salaries And Bene ts $196,385,579 $268,665,043 $256,575,412 Services And Supplies $243,596,170 $333,390,501 $306,227,435 Other Charges $64,571,609 $62,938,779 $56,719,990 Expenditure Transfers -$79,987,962 -$89,940,126 -$51,307,165 Fixed Assets $59,887,169 $36,564,133 $36,674,133 Provisions For Contingencies $0 $15,000,000 $20,000,000 Total Expense Objects:$484,452,565 $626,618,330 $624,889,805 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Expenditures by Fund Governmental Funds General Fund $319,353,321 $371,159,424 $360,134,047 Special Revenue Funds $139,558,257 $225,384,777 $236,447,274 Capital Project Funds $334 $339,000 $358,000 Debt Service Funds $2,759,911 $2,760,000 $0 Total Governmental Funds:$461,671,823 $599,643,201 $596,939,321 Enterprise Funds $5,914,573 $7,056,129 $6,125,931 Internal Service Funds $16,866,168 $19,919,000 $21,824,553 Total:$484,452,565 $626,618,330 $624,889,805 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Contra Costa County | FY24-25 Recommended Budget Page 39 119 Agricul ture / Weights and Measures Matthew Slattengren Agricultural Commissioner, Weights & Measures Dir. For more information, call (925) 608-6600 or visit https://www.contracosta.ca.gov/1542/Agriculture-Weights-Measures (https://www.contracosta.ca.gov/1542/Agriculture-Weights-Measures). The Agriculture/Weights and Measures Department enforces local, state, and federal laws and regulations pertaining to pesticides, agriculture, the environment, human health and safety, trade, and the marketplace. DEPARTMENT OVERVIEW The Agriculture/Weights and Measures Department, under the direction of the California Department of Food and Agriculture, Department of Pesticide Regulation, and Division of Measurement Standards, is responsible for conducting regulatory and service activities to promote and protect the County’s agricultural industry, environment, and citizens to ensure a safe place to live and a fair marketplace for trade. Agricultural Division enforces pesticide use and worker safety regulations; enforces quarantine regulations; provides regulatory oversight of Certi ed Farmer’s Market, Industrial Hemp, and organic programs; and performs pest detection, pest management, and pest eradication activities. The division provides quality assurance programs involving fruits, nuts, vegetables, eggs, nursery stock, and seeds; and it assists the public with pest identi cation and control techniques using environmentally safe integrated pest management practices. Weights and Measures Division assures fair business practices by performing routine inspections of all weighing and measuring devices such as delicatessen scales and gasoline pumps used in commercial transactions. Regulatory services ensure commercial sales are made in compliance with state laws. This unit enforces laws and regulations to prevent deceptive packaging and ensure accurate units of measure and accurate pricing charged to consumers at automated point-of-sale systems or scanners at checkout. Cooperative Extension - University of California Agriculture and Natural Resources (UC ANR) is the local UC connection delivering the power of UC research in agriculture, natural resources, nutrition, and youth development to Californians to improve community lives and livelihoods. The statewide network of UC Cooperative Extension’s (UCCE) specialists work as liaisons, connecting communities with cutting-edge science-based strategies and technologies developed alongside UC academics, faculty, and researchers. These efforts safeguard healthy and affordable food access, provide clean drinking water, support the economic vitality of the state, protect natural resources, prevent wild res, improve college readiness, develop future leaders through 4-H, help to prevent childhood obesity, deliver culturally relevant materials and workshops, and develop proactive policies to increase diversity and inclusiveness. UC ANR delivers its mission through 11 statewide programs, including 4-H Youth Development, UC Master Gardeners, UC Integrated Pest Management, and the Expanded Food and Nutrition Education Program. Contra Costa County | FY24-25 Recommended Budget Page 40 120 Organizational Chart The Agriculture/Weights and Measures Department was authorized for 44.7 FTE for FY23-24. During FY23-24, two (2) Biologist positions were added to address increased quarantine workloads. It is recommended to add one (1) Weights & Measures Inspector I to meet state mandates for inspections for a total of 47.7 FTE for the FY24-25 Recommended Budget. FTE Summary FY23-24 Adopted FY24-25 Recommended Change 33 - AGRICULTURE-WEIGHTS/MEASURES 44.7 47.7 3 Contra Costa County | FY24-25 Recommended Budget Page 41 121 Expenditures Summary Salaries and Bene ts represent 74.9% of the Department's FY24-25 Recommended Budget providing funding for 47.7 FTE positions, including a recommendation to add one (1) Weights and Measures Inspector I (BWWA) position. Total expenditures increased by $1.3 million compared to the FY23-24 Adopted Budget, with $1.1 million of the increase attributed to Salaries and Bene ts. 9,157,190 $1,323,320 (16.89% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsOther Charges Expenditure Transfers Services And Supplies Salaries And Benefits FY2023FY2024FY2025$0 $2 $4 $6 $8 $10 Expense Objects Salaries And Bene ts $4,726,218 $5,752,047 $6,859,269 $1,107,223 19.2% Services And Supplies $1,366,166 $1,289,979 $1,396,962 $106,983 8.3% Other Charges $0 $77,791 $90,958 $13,167 16.9% Expenditure Transfers $509,071 $714,054 $810,001 $95,947 13.4% Total Expense Objects:$6,601,455 $7,833,871 $9,157,190 $1,323,320 16.9% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 42 122 Revenues Summary The FY24-25 Recommended Budget includes total revenue of $9,157,190 for the Agriculture/Weights and Measures Department, including a General Purpose Revenue allocation (net County cost) of $3.8 million and estimated State revenue of $4.0 million primarily from Unrefunded Gas Tax (UGT). The Department additionally anticipates $1.3 million for contracted services and device registration fees for the inspection and testing of commercial weighing and measuring devices throughout the County as part of its mandated consumer protection program. 9,157,190 $1,323,320 (16.89% vs. prior year) Revenues by Source Budgeted Revenues by Source MillionsOther Local Revenue General Purpose Revenue State Assistance FY2023FY2024FY2025$0 $2 $4 $6 $8 $10 State Assistance $3,367,356 $3,698,541 $4,005,943 $307,402 8.3% Other Local Revenue $1,247,661 $1,090,276 $1,332,358 $242,082 22.2% General Purpose Revenue $1,986,438 $3,045,054 $3,818,889 $773,836 25.4% Total:$6,601,455 $7,833,871 $9,157,190 $1,323,320 16.9% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 43 123 Key Budget Updates In California, Agriculture/Weights and Measures functions receive signi cant funding from the Unrefunded Gas Taxes (UGT), industrial hemp regulation, canine detection, and high-risk pest exclusion programs. A signi cant portion of this funding is conditional on maintaining a General Fund contribution to the Department, pursuant to California Food and Agricultural Code section 224(g). The Department also derives funding from a variety of funding sources, including the California Department of Food & Agriculture and the Department of Pesticide Regulation, as well as pass–through funding from the United States Department of Agriculture (USDA). The FY24-25 Recommended Budget increases appropriations and estimated revenue by $1,323,320, or 16.89%, to fund the operating requirements of the Department. The County Administrator is recommending the addition of one (1) Weights and Measures Inspector I position funded by the General Fund to assist with the increased workload associated with the development of new weighing, measuring and transaction technology requiring oversight by the Department. These new technologies include transportation network systems, hydrogen dispensers, and electric charging stations, among others. The Department will continue to monitor these technological advances and adapt its business practices in future budget years to ensure compliance with its statutory oversight responsibilities. Also affecting this increase are two (2) Agricultural Biologist I positions added during FY23-24 to support the Detector Dog Team, and increased workload including agricultural inspections, pest detection and exclusion and eradication, and quarantine compliance. Equity in Service Delivery The Department promotes equity in the marketplace and has a high impact in vulnerable communities where inaccurate charges could cause disproportionate effects. Additionally, the Department's partnership with the UC Cooperative Extension (UCCE) prioritizes the connection between the agricultural community's local issues and the power of UC research. UCCE is dedicated to diversity, equity, and inclusion in the workplace and in serving our clientele. This past year our specialty crops advisor prioritized outreach to Iu Mien growers in the county; they use similar production models to other growers but have limited resources. In addition, in June 2023 a new advisor with a focus on Black, Indigenous and People of Color (BIPOC) Community Development was hired. The advisor is conducting an innovative applied research and extension education program to: increase economic prosperity, and build an inclusive, equitable society in support of BIPOC communities’ self- determination. This position primarily serves Contra Costa and Alameda Counties. Goals Goal 1: Enforce regulations preventing the movement of Asian Citrus Psyllid and Sudden Oak Death to new locations. The target is zero or few trace-forwards originating from Contra Costa County. Goal 2: Pursue funding from additional parks and land trusts, government agencies, and grants to support an effective noxious weed management program. Goal 3: Conduct more than six (6) training events and reach over 300 people to inform and train growers and pest control professionals on the changes in laws and regulations that will affect how they conduct their businesses within the County. Goal 4: Strive for 95% compliance with price veri cation for business locations within the County. Goal 5: Host or co-host a pesticide take-back event which aims to safely collect and dispose of pesticides which are no longer viable for application by local farmers, expanding on the success of the rst event of its kind in Contra Costa County in FY23-24. Goal 6: Hold a recycling event to collect empty pesticide containers in Fall 2024, building on the success of the 2023 event where over 18,000 pounds of containers were diverted from land lls. Contra Costa County | FY24-25 Recommended Budget Page 44 124 Accomplishments Agriculture After the success of the empty pesticide container recycling event in 2022, the department held an event on November 1, 2023. The event collected over 18,000 pounds of empty pesticide containers and kept them out of land lls. This is more than three times the amount taken in last year at just over 5,400 pounds. The agricultural industry has needed to nd places to dispose of empty pesticide containers for some time. The Department is working to keep pesticide containers out of land lls and have them reused for appropriate purposes. The Department held its rst pesticide take-back event in over 30 years. This event was designed to give growers and other entities a way to safely dispose of pesticides that are unusable or no longer wanted. The event was held on February 24, 2024, and the Department collected about 15,000 pounds of pesticides. This included pesticides where the registration had been canceled and could no longer be legally applied, pesticides that were mis-formulated, and legacy pesticides such as DDT. Weights and Measures Inspectors have completed training in testing electric vehicle service equipment (EVSE). Staff will begin testing EVSE upon receipt of calibrated testing equipment from the Division of Measurement Services. This will help to ensure accuracy with respect to an emerging technology that an increasing number of people in the County rely on. The division conducted a campaign to register new businesses with point of sale equipment after the COVID-19 pandemic resulted in extensive turnover throughout the commercial sector. Over 100 new accounts were created as a result of that effort. This will facilitate greater compliance with price veri cation throughout the County. Contra Costa County | FY24-25 Recommended Budget Page 45 125 Performance Measures Agricul tural Division FY16-17 FY 17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Pest Detection Trapping Types of Traps 7 9 10 16 15 19 18 Peak Number of Traps Per Day 6,029 5,970 5,995 5,238 5,563 6,210 5,330 Servicings 68,668 79,498 91,514 109,026 93,881 76,213 73,545 Notes: The Department places and services exotic insect traps to ensure no new infestations of exotic insects get established in Contra Costa County and California. New invasive insects can cause lower crop production, outcompete native species, and increased pesticide use. Glassy-Winged Sharpshooter (GWSS) Finds in Shipments 1 1 1 0 3 0 0 Finds in Nurseries 1 2 0 1 1 0 2 Notes: The GWSS is an invasive pest that has become established in southern California. The Department monitors nurseries and nursery shipments to ensure the pest does not get established in Contra Costa County. Establishment can mean increased pesticide use for homeowners, vineyards, and nurseries. GWSS spreads Pierces Disease that can kill grapevines. Noxious Weed Control Sites Treated 48 44 43 34 39 39 41 Acres Treated 41 71 32 138 88 123 68 Notes: The Department controls Artichoke Thistle, Purple Star Thistle, and Red Sesbania. These pests are nonnative and can be detrimental to park lands, range lands, and the natural environment. Pesticide Use Enforcement Inspections 477 532 560 575 473 441 411 Investigations 41 30 31 25 18 16 22 Trainings Given 26 15 15 17 15 3 7 Individuals Trained 536 161 440 536 172 80 361 Notes: The Department monitors and inspects pesticide use, storage, illness, complaints, and more. The Department aims to ensure employees, the public, and the environment are all safe, and all pesticide applications are done in a safe and legal manner. There were signi cantly fewer trainings given and individuals trained for FY 21/22 due to changes in staf ng and pesticide laws and regulations. Contra Costa County | FY24-25 Recommended Budget Page 46 126 Weights and Measures Division Weights and Measures inspects all devices and systems that weigh or measure for any commercial transaction to ensure fairness and equity in the marketplace. This includes gas pumps, scales at farmers markets and grocery stores, taxi meters, scanners in department stores, and much more. ValuesDevices Inspected 10,09510,095 10,095 9,8749,874 9,874 10,16210,162 10,162 8,7658,765 8,765 10,20710,207 10,207 11,38411,384 11,384 8,7588,758 8,758 Devices InspectedFY16-17FY17-18FY18-19FY19-20FY20-21FY21-22FY22-230 2,000 4,000 6,000 8,000 10,000 12,000 ValuesDevice/Price Investigations and Violations 7272 72 6767 67 6060 60 4242 42 3636 36 4646 46 5252 52 445445 445 368368 368 359359 359 292292 292 214214 214 268268 268 317317 317 423423 423 424424 424 418418 418 340340 340 132132 132 384384 384 389389 389 110110 110 7070 70 8181 81 111111 111 1818 18 6262 62 134134 134 Investigations Violations Price Veri cation Inspections Price Veri cation ViolationsFY16-17FY17-18FY18-19FY19-20FY20-21FY21-22FY22-230 100 200 300 400 500 Contra Costa County | FY24-25 Recommended Budget Page 47 127 Contra Costa County's detector dog "Major" and canine handler team intercept packages at parcel delivery facilities like FedEx, UPS, and the post of ce. The dog is trained to scratch at parcels and alert his handler of cer of any package that contains agricultural products. The package is then opened and inspected to determine if the agricultural products inside are allowed entry into California. The goal is to eliminate invasive species before pests can cause environmental damage, quarantines, and increased pesticide treatments. *Partial data for FY16-17, FY17-18, FY18-19. ValuesAgricultural Detector Dog 4,0394,039 4,039 4,5044,504 4,504 7,2577,257 7,257 5,0105,010 5,010 7,0517,051 7,051 5,1565,156 5,156 4,8184,818 4,818 108108 108 6565 65 233233 233 415415 415 1,0951,095 1,095 897897 897 944944 944 99 9 5151 51 108108 108 8080 80 Shipments Intercepted Unmarked Shipments Actionable Pests FoundFY16-17*FY17-18*FY18-19*FY19-20FY20-21FY21-22FY22-230 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 Contra Costa County | FY24-25 Recommended Budget Page 48 128 Assessor Gus Kramer County Assessor, Elected For more information, call (925) 313-7400 or visit https://www.contracosta.ca.gov/191/Assessor (https://www.contracosta.ca.gov/191/Assessor) DEPARTMENT OVERVIEW The County Assessor is an elected of cial and is governed by the California Constitution, the laws passed by the Legislature, and the rules adopted by the State Board of Equalization. The Of ce 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 and valuing all taxable personal property of entities doing business in the County; establishing and maintaining a set of 12,700 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. Program Area Description The Appraisal Division ensures that all secured real and personal property within the county has been accurately valued and entered on the regular and supplemental assessment rolls. The Business Division ensures that all business personal property within the county has been accurately reported, valued, and entered on the regular and supplemental assessment rolls. The Support Services Division enrolls all valid exemptions on the annual and supplemental local assessment rolls; provides data entry and drafting services for the department; reviews policies and procedures and makes changes where necessary; and provides public information services to agencies, private organizations and to the public. Other Funds The State-County Property Tax Administration Grant Program (Special Revenue Fund) is restricted by law to activities related to the improvement of operations and enhancement of computer applications and systems, speci cally the County’s property tax administration system. Revenue was received in FY04-05 as part of an agreement between the County and the State Department of Finance (AB 589). Contra Costa County | FY24-25 Recommended Budget Page 49 129 Organizational Chart The Assessor's Of ce is currently budgeted for 118 full-time equivalent positions. Full-time Equivalent Employee (FTE) Summary FY23-24 Adopted FY24-25 Recommended Change 16 - ASSESSOR 118 118 0 Assessor Elected Appraisal Division All Secured Real & Personal Property Valuation Support Services Division Exemptions, Data & Drafting Services Business Division All Business Property Valuation Expenditures Summary The Assessor's Of ce general fund operations total $23,406,448 and funds the Appraisal, Business and Support Service divisions. Total agency expenditures of $26,584,203 include an additional $3,177,755 for the State-County Property Tax Administration Grant Program (Special Revenue Fund). 26 ,584 ,203 $1,584 ,312 (6.34% vs. prior year) Expenditures by Expense Type Salary and bene ts of $19,210,694 represent 72% of net expenditures and will fund the cost of 118 positions in FY24-25. Services and supplies total $4,307,609, 70% of which are interdepartmental charges for information technology, telecommunications, and building occupancy costs. Other Charges in the amount of $132,341 re ect the Assessor's share of General Liability Self-Insurance costs. Expenditure transfers of $2,923,559 re ect costs offset by the Property Tax Administration (Special Revenue) Fund and charges for mapping services provided to the County Geographic Information Systems program. Contra Costa County | FY24-25 Recommended Budget Page 50 130 Budgeted and Historical Expenditures by Expense Type MillionsFixed Assets Other Charges Expenditure Transfers Services And Supplies Salaries And Benefits FY2023FY2024FY2025$-5 $0 $5 $10 $15 $20 $25 $30 Expense Objects Salaries And Bene ts $14,626,002 $18,261,964 $19,210,694 $948,730 5.2% Services And Supplies $3,377,217 $3,687,145 $4,307,609 $620,464 16.8% Other Charges $0 $118,040 $132,341 $14,301 12.1% Expenditure Transfers -$523,099 $2,922,742 $2,923,559 $817 0% Fixed Assets $0 $10,000 $10,000 $0 0% Total Expense Objects:$17,480,120 $24,999,891 $26,584,203 $1,584,312 6.3% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary The majority of costs for the Assessor's Of ce are offset by general purpose revenue (net County cost) and are anticipated to be $22,245,815 in FY24-25 (84% of the total). There is an additional $3,177,755 of restricted funding from the Property Tax Administration Program (special revenue fund). The balance of $1,160,633 is received through a combination of fees and property tax-related cost recovery. 26 ,584 ,203 $1,584 ,312 (6.34% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 51 131 Revenues by Source Budgeted Revenues by Source MillionsOther Local Revenue General Purpose Revenue FY2023FY2024FY2025$0 $5 $10 $15 $20 $25 $30 Revenue Source Other Local Revenue Use Of Money & Property $110,878 $0 $0 $0 0% Charges For Services $1,172,429 $1,134,843 $1,151,633 $16,790 1.5% Miscellaneous Revenue $38,146 $329,000 $9,000 -$320,000 -97.3% Fund Balance -$110,878 $3,177,755 $3,177,755 $0 0% Total Other Local Revenue:$1,210,575 $4,641,598 $4,338,388 -$303,210 -6.5% General Purpose Revenue $16,269,545 $20,358,293 $22,245,815 $1,887,522 9.3% Total General Purpose Revenue:$16,269,545 $20,358,293 $22,245,815 $1,887,522 9.3% Total Revenue Source:$17,480,120 $24,999,891 $26,584,203 $1,584,312 6.3% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 52 132 Key Budget Updates The County Assessor is an elected of cial and is governed by the California Constitution, the laws passed by the Legislature, and the rules adopted by the State Board of Equalization. The main function of the Assessor’s Of ce is to discover and assess all property within the county and to produce the annual County Assessment Roll. This function provides the largest revenue source for the County General Fund and, thereby, funds most County operations. The FY24-25 expenditures increased by $1,584,312 over the FY23-24 Adopted Budget. Salary and bene t costs increased by $948,730 to re ect anticipated cost of living increases and related bene t increases. Other operating costs, including interdepartmental charges for information technology, telecommunications, building costs, and general liability insurance, increased by $635,582. Anticipated revenue decreased by $303,210 based on prior year trends. The general-purpose revenue allocation (net County cost) increased by $1,887,522 over FY23-24. The Assessor's Of ce also manages the State-County Property Tax Administration Grant Program-Special Revenue Fund. Following R&T §95.35, the Of ce elected to participate in the program in 2004. FY24-25 funding totals $3,177,755 and is restricted to enhancements of the property tax administration system. The Assessor’s Of ce has 118 full-time equivalent positions in FY24-25 and approximately 17% are vacant. The Of ce continues to experience a high level of staff turnover from resignations and retirements. Dif culties in hiring and maintaining adequate staf ng hamper the Department's ability to close the regular and supplemental assessment rolls in a timely manner and meet the statutory program obligations of the of ce. Additionally, the passage of Proposition 19 has increased staf ng needs in the Department. Proposition 19: Home Protection for Seniors, Severely Disabled, Families and Victims of Wild re or Natural Disasters Act, passed in 2020, permits homeowners who are 55, severely disabled, or whose homes were destroyed by wild re or disaster, to transfer their primary residence’s property tax base value to a replacement residence of any value, anywhere in the state. The passage of the proposition has signi cantly impacted the operations of the of ce and the Assessor added four positions to assist with the increased workload in FY23-24. The Recommended Budget will permit the Assessor's Of ce to continue current operations and will work towards addressing the workload increase associated with the passage of Proposition 19. Equity in Service Delivery The Assessor’s Of ce is committed to maintaining a diverse and inclusive workforce. The Department will continue to conduct outreach and recruit staff to better reach its underrepresented groups. The Assessor's Of ce will focus on improving services to the County’s diverse community. The Department will have its brochures made available to taxpayers in both English and Spanish to better assist the Spanish-speaking community. In addition, the Assessor's Of ce is supporting its bilingual staff in becoming eligible to provide in-person and telephone services to the public in Spanish, Chinese, and Tagalog. Community outreach and education have always been top priorities for the Department. The Assessor and staff will continue their long-standing community outreach program, which provides community education and training to service groups, associations, realty organizations, and at community events. Notable events include, Veterans’ Operation Documentation and the Contra Costa County’s Annual Spring Block Party. Contra Costa County | FY24-25 Recommended Budget Page 53 133 Goals The Department will continue to navigate and implement new policies and procedures related to Proposition 19 to address the large number of applications it continues to receive. The Department will continue to update new procedures as the law is amended; offer ongoing training and education for staff on the new laws; update the Board of Equalization and internal forms, applications, and letters; update the database for Proposition 19 Base Transfers; and secure enough staff to implement the complex changes to portions of Proposition 19. The Department will continue efforts to have its informational brochures available in both English and Spanish to better assist the Spanish-speaking community. The Commercial and Industrial Division will work to redesign the Commercial Building Permit Questionnaire to bring it up to date and improve ease of use which is expected to increase the return rate and reduce staff time spent on following up with taxpayers to collect the necessary information to value commercial properties. The Department has a goal to increase translation and interpreter services by adding a Tagalog translator. The Department would like to improve its Proposition 19 Programs. Initial versions of custom-built Proposition 19 software are in use, but improvements to maximize employee productivity could be identi ed and implemented. Accomplishments The Department hired and trained a new class of 7 Junior Appraisers on new construction, sales, and basic appraisal. The Department’s Administrative Services Division and Standards Division worked with the California State Board of Equalization to obtain approval for Administrative Services to proctor examinations in-house for appraiser and auditor testing for classes towards Permanent and Advanced Certi cation. Conducting these examinations in-house has resulted in a reduction of costs and staff time for travel. The Department hired a Real Property Technical Assistant in the Business Division to review leasing accounts and research values of leased equipment in the County for potential "escape assessments". This added resource is reducing the backlog of reviews and valuations of these accounts. Administrative personnel staff attended various training on complex leave-of-absence laws, including the Family and Medical Leave Act (FMLA), California Family Rights Act (CFRA), and Pregnancy Disability Leave (PDL), and the required forms and notices. Some notable training included the new Reproductive Loss Leave and how to properly designate and calculate complex PDL cases. Managers and supervisors also attended training to better understand their roles and responsibilities involving FMLA and CFRA leave. A new database to track Proposition 19 Intergenerational Transfers and Disaster Relief was implemented. The database will track the sending and receiving of claim forms, the status of the claim during its processing, and will print letters to taxpayers and simplify the sharing of data with the State Board of Equalization. Contra Costa County | FY24-25 Recommended Budget Page 54 134 Performance Measures Department Goal: Complete all required audits in the Business Division. Number of Audits Completed in the Business Division FY21-22 FY22-23 FY 23-24 Target 175 175 175 Actual 125 108 Note: Due to a high volume of staff turnover during the last 3 years, the Business Division has not been able to meet its annual target of 175 audits. The department recently lled two Auditor-Appraiser I positions and will have seven Auditor-Appraisers working to complete audits to meet the target goal of 175 audits in FY23-24. Department Goal: Continue to reduce the percentage of outstanding applications, as described below. Percentage of Outstanding Proposition 58 and 193, Parent/Child Exclusion Applications 2021 2022 2023 Target 641 256 227 Actual 1700 351 100 Total Received 2,575 1,032 909 Target Percentage 25%25%25% Actual Percentage 66%34%11% Note: Due to the new legislation, Proposition 19 - Intergenerational (effective 2/16/21), there was a signi cant increase in applications to fall under the old P58/193 laws. Because of the new law, P58/193 applications received will continue to decrease. Percentage of Outstanding Proposition 19 – 55+ Base Transfers (Law Effective 4/1/21) 4/1/2021-12/31/21 1/1/2022-12/31/22 1/1/2023-12/31/23 Target 95 133 Actual 616 256 Target Percentage 15%15%15% Actual Percentage 97%29% Note: Proposition 19 is new legislation passed by voters in November of 2020. The number of outstanding Base Year applications was high for 2021 due to the new law. Percentage of Outstanding Proposition 19 – 55+ Base Transfers (Law Effective 4/1/21) 4/1/2021-12/31/21 1/1/2022-12/31/22 1/1/2023-12/31/23 Target 95 133 112 Actual 616 256 199 Total Received 635 882 765 Target Percentage 15%15%15% Actual Percentage 97%29%26% Note: Proposition 19 is new legislation passed by voters in November 2020. The number of outstanding Proposition 19 Base Transfer applications was high for 2021 due to implementation of the new law. Contra Costa County | FY24-25 Recommended Budget Page 55 135 Number of Spanish-Speaking Agents FY 22/23 FY 23/24 Target 3 3 Actual 2 3 Department Goal: Increase language services to improve the customer service experience for the public. Number of Chinese-Speaking Agents FY 22/23 FY 23/24 Target 1 1 Actual 0 1 Contra Costa County | FY24-25 Recommended Budget Page 56 136 Auditor-Controller Robert R. Campbell County Auditor-Controller, Elected For more information, call (925) 608-9300 or visit https://www.contracosta.ca.gov/6533/Auditor-Controller (https://www.contracosta.ca.gov/6533/Auditor-Controller) DEPARTMENT OVERVIEW Department Description: The Auditor-Controller is an elected of cial and serves as the Chief Accounting Of cer for the County. The mandate is to ensure the required Auditor-Controller functions speci ed 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 Of ce of the Auditor-Controller’s primary mission is to ensure the scal integrity of the County’s nancial records and to provide service, assistance and information to the public, the Board of Supervisors, the County Administrator’s Of ce, County departments and employees, special districts, and some non-county regional agencies. Program Area Description General Fund Operations include: The Property Tax Division builds the countywide tax roll and allocates and accounts for property tax apportionments and assessments for all jurisdictions in the county. The Payroll Division processes payroll for all County departments, most re districts, some special districts, and some non-County regional agencies. The General Accounting & Accounts Payable Division manages the countywide Financial System and processes various types of scal information for County departments, special districts, and other non-County agencies. The division maintains the general ledger and enforces accounting policies, procedures, and processes. Duties include: ensuring nancial reporting in accordance with County policies and state and federal guidelines; reconciling xed asset activity to County inventory; and processing payments for demands against purchase orders and contracts. The Internal Audit Division develops and executes audit programs for the examination,veri cation, and analysis of nancial records, procedures, and internal controls of the County departments. Internal Audit also produces the Annual Comprehensive Financial Report. The Special Accounting Division assists in preparing the budget documents for the County and special districts, including monitoring expenditures for budget compliance. Special Accounting prepares the countywide Cost Allocation Plan, various scal reports, and assists in the issuance and administration of county and school bonds. The Administration & Systems Division provides general management of the nancial information and accounts of all departments, districts, and other agencies governed by the Board of Supervisors. The division provides employee development, personnel, payroll, scal administration, as well as systems development and support. Other Special Revenue Fund: Automated Systems Development (Special Revenue Fund): Accumulates interest earnings from the Teeter Plan borrowing program and other funding sources to nance maintenance and enhancement of countywide nancial systems. Contra Costa County | FY24-25 Recommended Budget Page 57 137 Organizational Chart The Auditor-Controller's Of ce is staffed by 65 full-time equivalent positions as summarized below: Full-time Equivalent Employee (FTE) Summary FY23-24 Adopted FY24-25 Recommended Change 10 - AUDITOR-CONTROLLER 65 65 0 Auditor-Controller Elected Property Tax Countywide tax roll, Apportionments General Accounting & Accounts Payable General Ledger, Fixed Assets, Payments Special Accounting Budget, Cost Allocation Plan, Bond Administration Countywide Payroll Payroll Processing for County, Special Districts Internal Audit Audit programs for internal controls of County Annual Comprehensive Financial Report Systems Development Systems Development & Support Contra Costa County | FY24-25 Recommended Budget Page 58 138 Expenditures Summary The Auditor-Controller's Of ce general fund operations total $12,720,294. This amount funds the general operating divisions of Property Tax, Payroll, General Accounting & Accounts Payable, Internal Audit, Systems, Special Accounting, as well as the overall administration of operations. Total agency expenditures of $12,920,294 include an additional $200,000 for Automated Systems Development (Special Revenue Fund). 12,920,294 -$843,708 (-6.13% vs. prior year) Expenditures by Expense Type Salaries and bene ts will total $11,015,460 and represent 85% of total expenditures. This amount includes negotiated wage and bene t adjustments and will fully fund 65 positions in FY24-25. Services and supplies will total $2,039,894, of which 60% is due to interdepartmental charges for information technology, telecommunications, and building-related costs. Other Charges re ect $29,135 of the Auditor-Controller's share of General Liability Self-Insurance charges. Expenditure Transfers, in the amount of <$364,195>, are charged to other General Fund Departments for auditing and accounting services. Budgeted and Historical Expenditures by Expense Type MillionsExpenditure Transfers Other Charges Services And Supplies Salaries And Benefits FY2023FY2024FY2025$-2.5 $0 $2.5 $5 $7.5 $10 $12.5 $15 Expense Objects Salaries And Bene ts $8,398,778 $10,834,187 $11,015,460 $181,273 1.7% Services And Supplies $2,087,293 $3,089,375 $2,039,894 -$1,049,481 -34% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 59 139 Other Charges $0 $29,135 $29,135 $0 0% Expenditure Transfers -$328,267 -$188,695 -$164,195 $24,500 -13% Total Expense Objects:$10,157,804 $13,764,002 $12,920,294 -$843,708 -6.1% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary The Auditor-Controller's Of ce receives revenue from audit and accounting fees as well as property tax administrative cost recoveries. FY24-25 revenue is anticipated to total $8,543,858, which funds 65% of the cost of operations. The remaining $4,376,436 or 35% is an allocation of general purpose revenue (net County cost). 12,920,294 -$843,708 (-6.13% vs. prior year) Revenues by Source Budgeted Revenues by Source MillionsGeneral Purpose Revenue Other Local Revenue FY2023FY2024FY2025$0 $2.5 $5 $7.5 $10 $12.5 $15 Revenue Source Other Local Revenue Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 60 140 Use Of Money & Property $95,009 $15,000 $15,000 $0 0% Charges For Services $7,319,089 $8,327,442 $8,118,858 -$208,584 -2.5% Miscellaneous Revenue $228,810 $225,000 $225,000 $0 0% Fund Balance $104,991 $185,000 $185,000 $0 0% Total Other Local Revenue:$7,747,898 $8,752,442 $8,543,858 -$208,584 -2.4% General Purpose Revenue $2,409,905 $5,011,560 $4,376,436 -$635,124 -12.7% Total General Purpose Revenue:$2,409,905 $5,011,560 $4,376,436 -$635,124 -12.7% Total Revenue Source:$10,157,804 $13,764,002 $12,920,294 -$843,708 -6.1% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 61 141 Key Budget Updates The mission of the Auditor-Controller's Of ce is to ensure the scal integrity of the County’s nancial activities through the efforts of all program areas: Property Tax, Payroll, General Accounting, Accounts Payable, Internal Audit and Special Accounting. Signi cant duties of the Of ce include: issuance of the County's Annual Comprehensive Financial Report; production of the payroll for all County departments, most re districts, special districts and some non-County regional agencies; and production of the countywide tax roll and accounting for property tax apportionments and assessments for all jurisdictions in the county. The FY24-25 recommended budget re ects General Fund expenditures of $12,720,294, a decrease of $843,708 from the FY23-24 adopted budget. Revenues total $8,343,858 and the net County cost (share of General-Purpose Revenue) totals $4,376,436. The FY24-25 recommended budget provides 65 authorized and funded positions for the Auditor-Controller. Salary and bene t costs increased by $181,273 to fund negotiated wage and bene t adjustments. Other operating costs, including information technology, communications, and insurance decreased by $1,024,981. The reduction in costs is mainly due to the completion of the new Finance System implementation (Workday Financials) and post-production in the prior year. Revenue was reduced by $208,584 due to a combination of decreased auditing and accounting fees. The resulting share of general-purpose revenue decreased by $635,124. The Auditor-Controller's Of ce also manages the Automated Systems Development Special Revenue Fund. The FY24-25 budget re ects expenditures of $200,000 that are restricted to costs related to maintenance and enhancement of countywide nancial systems. The FY24-25 Recommended Budget will enable Auditor-Controller's Of ce to continue staf ng operations at the current level. Upcoming projects for the Of ce include working with the Department of Information Technology and Human Resources Department on an update to the Kronos Timekeeping System as well as working with the Treasurer Tax Collector’s Of ce on planning and implementation of a new County Property Tax System. The Auditor’s Of ce requested the addition of two Accounting Technician positions in anticipation of these projects and, while this request is not recommended at this time, the request will be revisited when the timeline for the new system upgrades is known. Equity in Service Delivery The Of ce of the Auditor Controller is committed to diversity, equity and maintaining a work environment where everyone is treated fairly and respectfully. The Of ce will continue to work with Human Resources to attract a diverse pool of quali ed applicants for recruitment. The Of ce will also look to support the development of the Of ce of Racial Equity and Social Justice. Contra Costa County | FY24-25 Recommended Budget Page 62 142 Goals Continue to provide support to County staff as they navigate the new County Finance System (post implementation). Continue to meet the Of ce mandates such as preparing an Annual Comprehensive Financial Report, issuing payroll, apportioning property taxes, and making vendor payments despite the ongoing staf ng challenges. Work with the Assessor’s Of ce on the implementation of Proposition 19 and prepare for the reporting requirements to the State. Accomplishments The Auditor-Controller's Of ce implemented a new County Finance System in April 2023. The system is cloud-based and transitioned many of the County's manual processes to an on-line, real-time process. As a resource to departments, the Auditor-Controller’s Of ce continues to maintain the Finance System Project website containing news, events, self-guided job aids, and access to videos. Additionally, the Auditor-Controller’s Intranet Site continues to be maintained as a source of historical information. The Auditor‐Controller’s Of ce received the State Controller’s “Award for Achieving Excellence in Financial Reporting.” This award serves to recognize that the County submitted an accurate and timely nancial report for the scal year ended June 30, 2022. The Auditor‐Controller's Of ce reporting excellence helps the State Controller’s Of ce publish accurate and useful local government nancial data in the Counties' Annual Report. Policymakers and other interested parties throughout California rely on the quality of this uniformly reported information. Operations Indicators Property Tax Division Calculated and apportioned approximately $3.54 billion in 1% Property Tax, Bonds, Special Taxes, Assessments, and Fees for FY23-24. General Accounting and Accounts Payable Division Total Payments issued (2023): $2,444,737,130 Number of Checks Processed (2023): 102,521 Number of Electronic Transfers (2023): 18,249 Payroll Division Gross Annual Payroll (2023): $1,168,270,811 Annual Checks & Advices issued (2023): 139,402 Annual Advance Checks & Advices issued (2023): 77,859 W2's issued (2023): 12,192 Contra Costa County | FY24-25 Recommended Budget Page 63 143 Board of Supervisors Federal D. Glover Chair, Board of Supervisors For more information, call (925) 655-2000 or visit https://ca-contracostacounty3.civicplus.com/7283/Board-of-Supervisors . From left: Supervisor Diane Burgis (https://www.contracosta.ca.gov/6437/District-3-Supervisor-Diane-Burgis), Supervisor Ken Carlson (https://www.contracosta.ca.gov/6291/District-4-Supervisor-Ken-Carlson), Supervisor Federal D. Glover (https://www.contracosta.ca.gov/781/District-5-Supervisor-Federal-D-Glover) (Chair), Supervisor John M. Gioia (https://www.contracosta.ca.gov/5216/District-1-Supervisor-John-M-Gioia), and Supervisor Candace Andersen (https://www.contracosta.ca.gov/4668/District-2-Supervisor-Candace-Andersen) (Vice Chair). DEPARTMENT OVERVIEW Department Description Contra Costa County is a "General Law" county deriving its duties from state law, including those of the Board of Supervisors. The duties of the Board include: appointing most County department heads, except elected of cials, and providing for the appointment of all other County employees; providing for the compensation of all County of cials and employees; creating of ces, boards and commissions as needed, including appointing members and xing the terms of of ce; awarding all contracts for Public Works projects and all other contracts exceeding $200,000; adopting an annual operating 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 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). Program Area Description Board Operations, Legislation and Policy Direction. Enforces statutes and enacts legislation to serve and protect County residents, establishes general operating policies and plans, adopts annual budgets and levies taxes, determines land use, and appoints County of cials. Contra Costa County | FY24-25 Recommended Budget Page 64 144 Municipal Advisory Councils (MACs). Municipal Advisory Councils advise the Board of Supervisors on matters that relate to their respective unincorporated areas concerning the provision of government services, which are or may be provided to the area by the County or other local government agencies, including, but not limited to, public health, safety, social services, public works, and planning. Personnel Merit Board. The Merit Board hears and makes determinations on appeals of merit-system employees and oversees the system to ensure that merit principles are upheld. Community Impact Mitigation Programs. The Board administers certain community impact mitigation programs funded by waste processing facility fees for the bene t of residents in the West County area, including: West Contra Costa Sanitary Land ll Mitigation Program. This program provides funding from solid waste transfer facility mitigation fees related to West Contra Costa Sanitary Land ll Inc. bene ting the Richmond area. Funding is currently used to partially fund a resident deputy sheriff position in North Richmond. (General Fund) North Richmond Waste & Recovery Mitigation Fund. This program is funded by collection of a fee designed to mitigate designated impacts resulting from both County and city approved land use permits for the expanded Bulk Material Processing Center (BMPC) located in North Richmond. More information about this mitigation fee program can be found here: https://www.cccrecycle.org/206/Mitigation-Fee-InformationProgram (https://www.cccrecycle.org/206/Mitigation-Fee-Information). (Special Revenue Fund) Contra Costa County | FY24-25 Recommended Budget Page 65 145 Organizational Chart In Contra Costa County, the Board of Supervisors is composed of ve, elected members that are registered voters of, and reside in, the Supervisorial District from which the member is elected, pursuant to Government Code section 25000. Elected County Supervisors represent and are accountable directly to the residents of Contra Costa County. The Board of Supervisors' department is staffed by 32.00 full-time equivalent positions, including each of the ve elected Supervisors as summarized below: FTE Summary FY23-24 Adopted FY24-25 Recommended Change 01 - BOARD OF SUPERVISORS 32.00 32.00 0.00 Below is a map illustrating the boundaries of each Supervisorial District within Contra Costa County followed by an Organizational Chart showing the County Supervisor that represents each District area. (https://cleargov.com/resource/cleargov-prod/projects/documents/245cec7bb6cdc38c7273.pdf) Contra Costa County | FY24-25 Recommended Budget Page 66 146 Residents Contra Costa County John M. Gioia District I Candace Andersen District II Diane Burgis District III Ken Carlson District IV Federal D. Glover District V Contra Costa County | FY24-25 Recommended Budget Page 67 147 Expenditures Summary The FY24-25 Recommended Budget includes a net expenditure increase of $253,618 from the current year Adopted Budget due to scheduled increases in salary and bene t costs as well as rates charged for interdepartmental services, such as Information Technology support and building occupancy costs. In addition, the net expenditure increase contemplates a transfer of annual appropriations in the amount of $138,250 for Code Enforcement operations from the Board of Supervisors budget to the Department of Conservation and Development budget beginning in FY24-25. Budgeting this amount within the Department of Conservation and Development budget going forward will ensure that general fund appropriations are allocated to the department responsible operating the Code Enforcement activities within the unincorporated area of the County. 9,302 ,812 $253,618 (2.80% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsExpenditure Transfers Other Charges Services And Supplies Salaries And Benefits FY2023FY2024FY2025$0 $2 $4 $6 $8 $10 Expense Objects Salaries And Bene ts $5,109,676 $5,671,949 $5,855,861 $183,912 3.2% Services And Supplies $3,409,935 $2,883,369 $3,278,793 $395,424 13.7% Other Charges $68,333 $299,876 $124,958 -$174,918 -58.3% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 68 148 Expenditure Transfers $169,741 $194,000 $43,200 -$150,800 -77.7% Total Expense Objects:$8,757,685 $9,049,193 $9,302,812 $253,618 2.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Expenditures by Program Budgeted and Historical Expenditures by Program MillionsPersonnel Merit Board Board Mitigation Programs No Rich Wst&Rcvy Mtgn Fee Department Of Supervisors FY2023FY2024FY2025$0 $2 $4 $6 $8 $10 Expenditures General Government Board Of Supervisors Department Of Supervisors $7,677,663 $8,006,028 $8,233,958 $227,929 2.8% Board Mitigation Programs $201,817 $175,000 $200,000 $25,000 14.3% Personnel Merit Board $11,848 $60,000 $68,854 $8,854 14.8% No Rich Wst&Rcvy Mtgn Fee $866,357 $808,165 $800,000 -$8,165 -1% Total Board Of Supervisors:$8,757,685 $9,049,193 $9,302,812 $253,618 2.8% Total General Government:$8,757,685 $9,049,193 $9,302,812 $253,618 2.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 69 149 Total Expenditures:$8,757,685 $9,049,193 $9,302,812 $253,618 2.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary The Revenues Summary re ects total revenue of $9,302,812 for the Board of Supervisors' Agency, including all Special Revenue funds. The General Fund portion of total revenue is $8,502,812 and includes a general purpose revenue allocation (net County cost) of $7,943,812. 9,302 ,812 $253,618 (2.80% vs. prior year) Revenues by Source Budgeted Revenues by Source MillionsOther Local Revenue General Purpose Revenue FY2023FY2024FY2025$0 $2 $4 $6 $8 $10 Revenue Source Other Local Revenue Use Of Money & Property $59,188 $10,000 $50,273 $40,273 402.7% Charges For Services $1,370,236 $1,321,165 $1,308,727 -$12,438 -0.9% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 70 150 Miscellaneous Revenue $1,017 $0 $0 $0 0% Fund Balance $46,873 $0 $0 $0 0% Total Other Local Revenue:$1,477,315 $1,331,165 $1,359,000 $27,835 2.1% General Purpose Revenue $7,280,371 $7,718,028 $7,943,812 $225,783 2.9% Total General Purpose Revenue:$7,280,371 $7,718,028 $7,943,812 $225,783 2.9% Total Revenue Source:$8,757,685 $9,049,193 $9,302,812 $253,618 2.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenue by Program Budgeted and Historical 2024 Revenue by Program MillionsPersonnel Merit Board Board Mitigation Programs No Rich Wst&Rcvy Mtgn Fee Department Of Supervisors FY2023FY2024FY2025$0 $2 $4 $6 $8 $10 Revenue General Government Board Of Supervisors Department Of Supervisors $7,677,663 $8,006,028 $8,233,958 $227,929 2.8% Board Mitigation Programs $201,817 $175,000 $200,000 $25,000 14.3% Personnel Merit Board $11,848 $60,000 $68,854 $8,854 14.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 71 151 No Rich Wst&Rcvy Mtgn Fee $866,357 $808,165 $800,000 -$8,165 -1% Total Board Of Supervisors:$8,757,685 $9,049,193 $9,302,812 $253,618 2.8% Total General Government:$8,757,685 $9,049,193 $9,302,812 $253,618 2.8% Total Revenue:$8,757,685 $9,049,193 $9,302,812 $253,618 2.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Key Budget Updates The FY24-25 Recommended Budget fully funds the administrative requirements of the Board of Supervisors’ operations, including Supervisorial District of ces, Municipal Advisory Councils (MACs), Personnel Merit Board support, and certain community impact mitigation programs, including the West Contra Costa Sanitary Land ll and North Richmond Waste and Recovery mitigation program. Below is a summary of how each Program Area is impacted in the FY24-25 Recommended Budget: Board Operations, Legislation and Policy Direction. Each Supervisorial District of ce budget is fully funded with no vacancy factor or service level reductions recommended. In addition, appropriations for County memberships in the California State Association of Counties (CSAC), National Association of Counties (NACo) and other professional organizations as well as language access support for Board of Supervisors meetings remains funded, which is consistent with prior budget years. Municipal Advisory Councils (MACs). Each of the thirteen MACs is recommended to continue receiving an allocation of $3,000 for operating expenses, consistent with prior budget years. Personnel Merit Board. Continues to fully fund staff support to the Personnel Merit Board assuming partial reimbursement from departments that require hearings of the Merit Board from time-to-time, which is consistent with prior budget years. Community Impact Mitigation Programs. West Contra Costa Sanitary Land ll Mitigation Program. Continues partial funding for one Resident Sheriff's Deputy to support waste mitigation efforts in the North Richmond Area, which is consistent with prior budget years. North Richmond Waste & Recovery Mitigation Fund. Continues to recognize estimated mitigation fee revenue from the North Richmond Mitigation Fee (NRMF) at the FY23-24 estimated level. This is a special revenue fund that maintains a fund balance in anticipation of uctuations in actual fee revenue from year-to-year to maintain stability in funded programs. Contra Costa County | FY24-25 Recommended Budget Page 72 152 Clerk-Recorder Kristin B. Connelly Clerk-Recorder, Elected For more information, call (925) 335-7900, or visit https://www.contracostavote.gov/ . The Contra Costa Clerk-Recorder-Elections Department is responsible for conducting fair, accurate, secure, transparent, and timely elections, as well as accurately maintaining, protecting, and preserving all of cial records and indices relating to real property and vital records in Contra Costa County and providing access to public documents. The Elections Division maximizes voter registration and opportunities for voting; ensures that all eligible citizens of Contra Costa County can exercise their right to vote; and processes State and local initiative, referendum, and recall petitions. DEPARTMENT OVERVIEW Department Description The Clerk-Recorder-Elections budget comprises expenditures and revenues for the following budget units administered by the Clerk-Recorder Department. Program Area Description The Elections Division conducts Federal, State, county, local and district elections in a fair, accurate, secure, transparent, and timely manner, according to State and federal law. The Division: Issues and processes vote-by-mail, early voting, precinct, and provisional ballots, verifying all signatures prior to counting Prepares and mails sample ballots and voter information materials for each election in the English, Spanish and Chinese languages Recruits and trains poll workers on election rules and voting processes Locates and inspects suf cient polling places, mitigating issues to meet Americans With Disabilities Act requirements Maintains accurate voter registration records through timely and continual voter le maintenance Contra Costa County | FY24-25 Recommended Budget Page 73 153 Conducts voter outreach and education with civic organizations, political groups, and schools, with a focus on increasing access to registration and voting. Maximizes opportunities for voter registration, particularly to underrepresented community members Processes and veri es initiative, referendum, and recall petitions Uses GIS (Geographic Information System) technology to ensure accurate precinct and district boundaries The Clerk-Recorder Division examines, records, les, images, indexes, redacts, archives, maintains, and preserves all of cial records; including vital records and those relating to real property, subdivision maps, assessment districts, and records of surveys. The Division also: Produces, preserves, and maintains indices of all records held by the County Clerk-Recorder Issues and registers marriage licenses, and performs civil marriage ceremonies Registers notary public commissions/oaths, Process Servers, Legal Document Assistants, and Unlawful Detainer Assistants Files Fictitious Business Name statements, Develops and oversees the Recorder Records Management and Archives Program Provides to the public constructive notice of private acts Performs other County Clerk responsibilities as designated by code Redacts illegal restrictive covenants from property records Other Funds The Micrographics/Modernization (Micro/Mod) Fund is restricted by law to the improvement and operation of a modernized recording system, including infrastructure, technology, equipment, and staff to ef ciently process, organize, manage, maintain, preserve, and protect of cial documents and records in the Clerk-Recorder Division and to make them readily available to the public. Speci c programs include: Vital records and recordkeeping Recorder Records Management and Archives Program Social Security numbers and unlawful restrictive language redaction from public documents Electronic recording document program Contra Costa County | FY24-25 Recommended Budget Page 74 154 Organizational Chart During FY23-24, the Board of Supervisors authorized Measure X sales tax funding for two Diversity Equity and Inclusion Specialist positions in the Clerk-Recorder's Of ce, and the Department canceled one half-time Voter Education and Engagement Specialist-Project position, for a net FTE position increase of 1.5. No additional positions were requested or are recommended in the FY24-25 budget. Agency - Name FY23-24 Adopted FY24-25 Recommended Change 24 - CLERK-RECORDER ELECTIONS 85.5 87 1.5 Clerk-Recorder Elected Recorder/Micrographics Of cial and vital records and indices Elections Voter outreach, registration, elections, petitions County Clerk Marriage licenses, ctitious business names Contra Costa County | FY24-25 Recommended Budget Page 75 155 Expenditures Summary The gures below re ect amounts budgeted for the General Fund and Micrographic/Modernization Fund combined. 28,889,037 $1,047,490 (3.76% vs. prior year) Expenditures by Fund Budgeted and Historical 2025 Expenditures by Fund MillionsSpecial Revenue Funds General Fund FY2023FY2024FY2025$0 $5 $10 $15 $20 $25 $30 $35 FY24-25 General Fund expenditures are increased by approximately $1.7 million from the current year primarily due to negotiated wage and other increased compensation costs and higher expenses required to conduct the 2024 Presidential Election. FY24-25 Micro/Mod Fund expenditures are reduced by approximately $650,000 to account for the removal of appropriations for one-time purchases made in FY23-24. General Fund $16,382,177 $16,980,853 $18,677,264 $1,696,411 10% Special Revenue Funds $2,119,024 $10,860,694 $10,211,773 -$648,921 -6% Total:$18,501,201 $27,841,547 $28,889,037 $1,047,490 3.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 76 156 Expenditures by Division Budgeted Expenditures by Division Elections (48%)Elections (48%) Elections (48%) Recorder Micro/Mod (35.3%)Recorder Micro/Mod (35.3%) Recorder Micro/Mod (35.3%) Recorder (16.7%)Recorder (16.7%) Recorder (16.7%) Clerk-Recorder Elections Elections $12,161,017 $12,475,258 $13,860,538 $1,385,280 11.1% Recorder Micro/Mod $2,119,024 $10,860,694 $10,211,773 -$648,921 -6% Recorder $4,221,161 $4,505,595 $4,816,726 $311,131 6.9% Total Clerk-Recorder Elections:$18,501,201 $27,841,547 $28,889,037 $1,047,490 3.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 77 157 Expenditures by Expense Type Of signi cance, Salaries and Bene ts are increased to re ect two Diversity Equity and Inclusion Specialist positions added in the current year and negotiated wage and other increased compensation costs. Budgeted and Historical Expenditures by Expense Type MillionsExpenditure Transfers Other Charges Fixed Assets Salaries And Benefits Services And Supplies FY2023FY2024FY2025$0 $5 $10 $15 $20 $25 $30 $35 Salaries and bene ts represent 40% of the Clerk-Recorder Department FY24-25 recommended budget. The recommended budget fully funds all but $1.2 million of the 87 authorized FTE positions' cost. It is anticipated that $1.2 million in costs will be avoided (vacancy factor) due to staff turnover, based on past experience. Expense Objects Salaries And Bene ts $9,742,522 $10,650,893 $11,677,124 $1,026,231 9.6% Services And Supplies $8,389,792 $15,882,257 $15,991,128 $108,871 0.7% Other Charges $290,951 $320,599 $342,782 $22,183 6.9% Expenditure Transfers $28,012 $46,665 $49,870 $3,205 6.9% Fixed Assets $49,924 $941,133 $828,133 -$113,000 -12% Total Expense Objects:$18,501,201 $27,841,547 $28,889,037 $1,047,490 3.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 78 158 Revenues Summary 28,889,037 $1,047,490 (3.76% vs. prior year) Revenue by Fund FY24-25 estimated revenue for the Clerk-Recorder totals approximately $28.9 million, of which approximately $18.7 million derives from the County General Fund, including $10.3 million in General Purpose Revenue (net County cost). The remaining approximately $10.2 million is earned by the Recorder Micrographics/Modernization Fund. Budgeted and Historical 2025 Revenue by Fund MillionsSpecial Revenue Funds General Fund FY2023FY2024FY2025$0 $5 $10 $15 $20 $25 $30 $35 FY24-25 General Fund local revenues are increased by approximately $1.7 million, the net effect of an increase of $2.3 million in Elections revenue and a decrease of approximately $646,000 in Recorder revenue. The Recommended Budget provides a General Purpose Revenue allocation of approximately $10.3 million to balance the Agency budget. See the Key Budget Updates section for further explanation. FY24-25 Micro/Mod revenues are reduced by approximately $650,000 based on a projection of current year receipts. General Fund $16,382,177 $16,980,853 $18,677,264 $1,696,411 10% Special Revenue Funds $2,119,024 $10,860,694 $10,211,773 -$648,921 -6% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 79 159 Total:$18,501,201 $27,841,547 $28,889,037 $1,047,490 3.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenue by Division The chart below re ects FY24-25 estimated revenue and the allocation of General Purpose Revenue (net County cost) to the Clerk-Recorder Agency. Program revenues for the Clerk-Recorder Department are actually decreased but offset by additional allocation of General Purpose Revenue. Elections revenue is anticipated to increase, and the General Purpose Revenue allocated to Elections is increased only nominally. Budgeted and Historical 2024 Revenue by Division MillionsRecorder Recorder Micro/Mod Elections FY2023FY2024FY2025$0 $5 $10 $15 $20 $25 $30 $35 General Government Elections $12,161,017 $12,475,258 $13,860,538 $1,385,280 11.1% Recorder Micro/Mod $2,119,024 $10,860,694 $10,211,773 -$648,921 -6% Recorder $4,221,161 $4,505,595 $4,816,726 $311,131 6.9% Total General Government:$18,501,201 $27,841,547 $28,889,037 $1,047,490 3.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues by Source Charges for Services are increased by approximately $1.5 million, which is a combination of a $2.3 million increase in election fees, a $210,000 increase in Micro/Mod fees, and a $646,000 reduction in recording fees. Contra Costa County | FY24-25 Recommended Budget Page 80 160 Revenue Source Other Local Revenue Charges For Services $9,196,620 $7,820,853 $9,297,100 $1,476,247 18.9% Miscellaneous Revenue $565,948 $20,000 $20,000 $0 0% Fund Balance $1,050,323 $9,695,694 $9,256,773 -$438,921 -4.5% Total Other Local Revenue:$10,812,891 $17,536,547 $18,573,873 $1,037,326 5.9% General Purpose Revenue General Purpose Revenue $7,688,310 $10,305,000 $10,315,164 $10,164 0.1% Total General Purpose Revenue:$7,688,310 $10,305,000 $10,315,164 $10,164 0.1% Total Revenue Source:$18,501,201 $27,841,547 $28,889,037 $1,047,490 3.8% NameName FY2023 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adopted Budget FY2025 Recommended Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 81 161 Key Budget Updates The Clerk-Recorder Department provides a variety of services to the constituents of Contra Costa County and comprises the County Recorder, County Clerk, and County Registrar of Voters mandated functions previously described. Federal Homeland Security designates election services as “critical infrastructure” of the United States. County Clerk and Recorder services are listed as essential to the nancial and legal infrastructure of the state, including real estate transactions, vital records, marriage licenses and other critical services. Over the last three years, department staff have provided full services to the public, despite often-changing pandemic restrictions. To provide these services, the Department relies on a staff of 87 full-time equivalent positions, supplemented by over 100 temporary and seasonal election employees, and up to 1,500 volunteers and poll workers during election time. These services are funded through a combination of County general funds, charges for services, and special-purpose revenues, which are accounted for in two General Fund department budgets -- Elections and Clerk-Recorder -- and one Special Revenue department budget, Recorder Micrographics/Modernization. Among the ten distinct programs in these departments, seven are dedicated purpose* budgets: General Fund Programs Non-General Fund Programs 0355 Recorder 2450 Recorder Micro, Records Mgmt., Archives* 2350 Clerk-Recorder Administration 2451 Recorder Modernization* 2351 Elections Capital Replacement*2452 VRIP (Vital Records Improvement Program)* 2353 Election Services 2453 Recorder Redaction (SSN Truncation)* 2354 Prop 41/HAVA (Help America Vote Act)*2454 Recorder Electronic Recording* The budget requirements of the Clerk-Recorder Department are dependent on the four-year election cycle and are signi cantly sensitive to the economy, speci cally the housing market and the building industry. Election costs and cost recovery vary year to year by election type and are in uenced by the number of non-County jurisdictions that decide to consolidate their elections with a statewide election. Large statewide elections are conducted every other year. Recorder costs and revenues are highly dependent on recording volume, which is sensitive to the local housing market and new construction. Elections In November 2024, the Elections Division will conduct the Presidential General Election, a Statewide election with signi cant expenditures. Higher voter registration and turnout are both anticipated. Dramatic increases in direct election costs including paper, postage, and necessary staff resources, are accounted for in the Recommended Budget. The shift in voting patterns from in-person voting to voting-by-mail (VBM) has required changes in ballot handling. Since the November 2020 election, over 90% of voters vote by mail (historically, approximately 75% of Contra Costa voters voted by mail). The increase in VBM returns has affected not only the retrieval of ballots from the post of ce, but has also required dedicated ballot dropbox pickup teams staffed by County employees. Teams of two circulate around the county daily during an election, servicing and managing VBM returns from the 37 of cial County ballot dropboxes. Several locations have proven to be so popular among voters that the dropbox teams must service locations multiple times daily to maintain their security and prevent the boxes from becoming too full. Processing VBM ballots is labor-intensive and exponentially more expensive than a ballot cast at a polling place. VBM processing involves scanning and signature checking, sending “cure” letters for unsigned returned envelopes or signatures that miscompare, opening and extraction, tally, adjudication, and duplication, all of which require staff member attention and time. Coupled with steadily increasing voter registration numbers, election costs are on the rise. The Elections Division is mandated by state law to mail every registered voter a ballot and to provide return postage on all VBM ballot return envelopes. Poll workers and other volunteers are proving more dif cult to recruit and retain in this challenging environment for election administration. The Recommended Budget incorporates funding in the amount of $41,275 to support increases to the stipends to attract a new pool of volunteers. Consequently, increased expenditures are anticipated in the FY 24-25 Recommended Budget. The higher expenditures will be more than offset by signi cant increases in revenue compared with the current budget because of the large number of cities, schools, and special districts expected to consolidate their local elections with the statewide election. Contra Costa County | FY24-25 Recommended Budget Page 82 162 The Recommended Budget continues to provide for the continuation of ve early voting sites where voters can vote in person prior to Election Day. The County is not mandated to provide these sites but does so to serve the best interests of the public. Similarly, the Recommended Budget also continues funding for voter outreach and education, which are not mandated activities but recognized as important public services. The Recommended Budget anticipates that the San Ramon Uni ed School District will call for a Special Election in May of this year that will be an all vote-by-mail election, for which the Elections Division will be reimbursed in full during FY24-25. The County continues a positive working relationship with Dominion Voting Systems. However, the approval of Democracy Suite 5.19 by the State has necessitated upgrades to the County's existing voting systems equipment, which has reached obsolescence and must be replaced. Equipment replacement will be funded from the Elections Capital Replacement Account, provisioned through surcharges on election fees. This long-term capital nancing strategy previously authorized by the Board of Supervisors has helped to minimize the impact of large capital expenditures on the General Fund and on the cities and districts that use election services. The County reserves the balance of election capital replacement funds each year. Voter Outreach and Education remains an ongoing area of focus for the upcoming Presidential General Election in November 2024. The Recommended Budget includes Measure X sales tax funding for two bilingual Election Diversity, Equity, and Inclusion Specialists to enhance voter education, engagement, and outreach efforts within underrepresented, under- registered and under-resourced communities. The heightened scrutiny of elections demands continued vigilance by the County's elections of cials to ensure that voters get the accurate information they need to con dently participate in their democracy. The Division anticipates and has planned for an increased number of public observers in the of ce during processing, which will require additional staff time and attention. Cybersecurity threats are real. Clerk-Recorder staff will continue cooperating with the Department of Homeland Security, the Cybersecurity & Infrastructure Security Agency, the Center for Internet Security’s Multi State Information Sharing and Analysis Center, and the Election Information Sharing and Analysis Center for system vulnerability scanning and penetration testing as well as monitoring for emerging issues. In recognition of and response to physical security threats, the Recommended Budget relies on limited term grant funding to provide security services at the Elections Of ce. Consideration will be given to making a General Fund provision for election security in ensuing years. In addition to cost recovery from local jurisdictions, the Department will continue to request reimbursement for qualifying expenditures from the State when possible and will participate in pursuing State reimbursements for state election costs. The Department strives to identify new revenue sources and minimize election and Department costs whenever possible. Election Division expenditures are increased by 11% to $13,860,538, re ecting primarily the added salaries and bene ts for two new Diversity, Equity and Inclusion Specialist positions added during FY23-24, bringing Elections staf ng up to 35 FTE positions, negotiated wage and other increased compensation costs, and additional expenses in preparation for the 2024 Presidential Election to be held on November 5, 2024. Elections revenues are increased by 110% to $4,448,000 in anticipation of fee revenues to be collected from other jurisdictions that choose to consolidate their elections with the Presidential Election. The Recommended Budget allocates $9,392,538 of General Purpose Revenue (net County cost) to Elections. Clerk-Recorder Since FY22-23, recording revenue started declining at an increasing rate driven by rising interest rates, which dramatically slowed real estate transactions in the Bay Area and statewide. This low recording volume has started to stabilize in the current scal year. Based on the most recent meeting of the Federal Reserve’s Open Markets Committee, which held rates steady based on progress taming in ation, our assumption is that minor rate cuts will be seen heading into the next scal year, which will likely prompt an uptick in real estate transactions. Nevertheless, due to the low receipt of current year revenue, the Recommended Budget assumes a 9% decrease in recording revenue. Clerk-Recorder Division expenditures are increased by 7% to $4,816,726, re ecting negotiated wage and other increased compensation costs for 38.5 FTE positions, and increased costs for interdepartmental services provided to the Division. Revenues are reduced by 14% to $3,894,100 in recognition of the continuing downward trend in recording volume. For the rst time in many years, the Clerk-Recorder Division will require a subsidy from the General Fund. The FY24-25 Recommended Budget provides General Fund (net County cost) support in the amount of $922,626 to the Clerk-Recorder Division. In summary, the Recommended Budget for the General Fund portion of the Clerk-Recorder Agency is balanced through the imposition of a $1.2 million vacancy factor, re ecting the historical staff turnover rate and associated salary savings. The total FY24-25 General Purpose Revenue (net County cost) allocated to the Department is $10,315,164. Contra Costa County | FY24-25 Recommended Budget Page 83 163 Recorder Micrographics/Modernization The Recorder Micrographics/Modernization (Micro/Mod) Fund provides support, improvement, and operation of a modernized recording system; including infrastructure, technology, equipment and staff to ef ciently process, organize, maintain, preserve, and have of cial documents and records in the Clerk-Recorder Division readily available to the public; improve vital records and recordkeeping; develop and maintain a Recorder Records Management and Archives Program; redact a portion of Social Security numbers and offensive language from public documents; and establish and maintain an electronic recording program. Recorder Micro/Mod includes several restricted funds. Micrographics Recorder Modernization Vital Records Improvement Program Recorder Redaction Program Recorder Electronic Recording Program In 2022, AB 1466 was signed into law, requiring County Recorders to create a plan for identifying and redacting unlawfully restrictive covenants from real property records. These include discriminatory restrictions based on race, religion, or gender, which were often found in Covenants, Conditions, and Restrictions (CC&Rs) documents related to housing developments. In collaboration with the University of Minnesota’s Mapping Prejudice Project, and volunteers af liated with the National Park Service, the Clerk-Recorder, with the support of new Measure X sales tax funding, has taken on the signi cant task of implementing this plan and will review approximately 28 million images that may potentially contain unlawful language. While Optical Character Recognition (OCR) technology can be utilized for recordings made after 1920 (when the typewriter came into general use), handwritten recordings require human eyes for detection of unlawful restrictive covenants. The Mapping Prejudice Project will use a combination of OCR technology and physical review from volunteers to identify speci c language within the records. A specialized mapping tool will be used to develop a county-wide historical map revealing the locations where these illegal covenants were once in place. The Clerk-Recorder will receive a list of these identi ed documents, which will be reviewed, redacted and recorded in collaboration with the County Counsel's of ce. To improve user-friendly accessibility and for clearer, complete documents, it is essential to convert single-page image les to multipage image les for older documents. Currently, the Division is utilizing staff time to complete this lengthy manual process, in addition to their daily tasks and responsibilities. The Division also will continue to enhance training opportunities during this period of low recording volume in anticipation of seamlessly handling recording volume increases in the future. The recommended Micro/Mod budget funds 13.5 FTE positions. Total expenditures are recommended at $10,211,773, a 6% decrease from FY23-24, and funded primarily with projected current-year fund balance. Salaries and bene ts are increased by 9% to $2,082,905, re ecting negotiated wage and other increased compensation costs. All other expenditures are reduced by 9% to $8,128,868. Revenues are decreased by 18% to $955,000 based on current year receipts. The County appropriates Micro/Mod fund balance each year, resulting in budgeted expenditures that appear higher than actual annual expenditures. Fund balance is restricted to projects appropriate to the legislated requirements. Contra Costa County | FY24-25 Recommended Budget Page 84 164 Equity in Service Delivery In 2023, the Department continued its program to bring services into county communities, in particular East and West County, where constituents have asked for more exible options to utilize services. The Department has worked with local community and government partners to increase its presence at more community events and its visibility throughout the county. Some of the events its Outreach teams have attended include 4 of July in San Pablo, National Night Out in San Pablo and Richmond, a block Party hosted by Richmond Missionary Baptist Church, Welcome Back events at all three of the community colleges in Contra Costa County, California High School Voter Education Weeks at 17 county high schools, and National Voter Registration Days at several EAH Housing sites in East County and West County to name a few. The Department is working toward updating its Strategic Communication Plan. This plan helps to communicate important and timely messages to the public. The Department's work with consulting rm Brown Miller Communications includes interviews with a variety of community gures throughout the county and constituent surveys to help inform its Plan update. The Department started a social media channel in 2023 to reach younger voting aged residents and to help educate them on the work of the department. In 2024, the Department's Outreach team will work to expand the reach of its social media channel and increase the material being published. In coordination with CCTV staff, the Department developed and updated instructional videos about different elections processes. The Department is also continuing to produce videos about its services to provide transparency into its operations. These videos are available on the Department's YouTube channel. To provide a quality service to all voters, Elections works closely with community members to share information, better understand voting needs, and gather feedback. The Election Citizens Engagement Group (ECEG) meets regularly with representatives from community groups to answer questions, receive feedback, and provide suggestions for future elections, civic engagement programs, and policies. ECEG members participate in planning for election operations and engagement activities to promote the activities of the Elections Division and perform civic engagement work within the community. The ECEG meets via Zoom, which allows better access for attendees from all corners of the county to offer feedback and suggestions to the Elections Division. Language accessibility remains a priority for the Clerk-Recorder Division through the continued use of its video Language Line translation services.. The video service has been used to perform marriage ceremonies in French, Cantonese, Tagalog, Vietnamese, Portuguese, and Arabic and has aided in explaining recording requirements to customers in Korean and Mandarin, among other languages. Over 200 languages can be translated. Staff use this service, as needed, when answering the phones as well as in-person interactions. This service is an invaluable addition to customer service. The Clerk-Recorder Division continually pursues collaborative opportunities to offer its services to the public outside the of ce. In 2017, the Division began hosting a yearly event called Operation Documentation, which facilitates veterans' recording of honorable discharge (DD-214) documents at no charge. In 2023, the Clerk-Recorder partnered with Contra Costa College to provide services at the Veteran’s Day Event on campus. th Contra Costa County | FY24-25 Recommended Budget Page 85 165 The Contra Costa Clerk-Recorder’s Division piloted a Destination Weddings program in 2018 to bring wedding services for the general public in local unique settings. In 2022, management and staff restarted the program after the pandemic and, in 2023, the program added a new destination -- the Cobra Experience Museum in Martinez. The Clerk-Recorder’s of ce partners with local parks and museums to provide unique experiences for couples. The Contra Costa Clerk-Recorder Division has hosted weddings (at no additional cost to couples) in partnership with the U.S. National Park Service, California State Parks, and local museums. These Destination Wedding Events have become some of the Department's most popular offerings, and they are a great way to highlight the work of local government and bring people to local landmarks. Many county residents who get married at the Clerk’s of ce are looking for an economical way to commit to one another and don’t have the means to host a wedding at a highly desirable location. The Destination Weddings events are offered at no additional cost to couples to ensure all couples have the same opportunity to participate in these special experiences. The Clerk-Recorder Division has an active customer service feedback program that includes customer survey/comment cards in the lobby and at customer service windows, a website survey, and a YELP page. The Department carefully monitors customers’ feedback and provides it to staff for constant process improvement. The Elections Division, with the addition of Measure X funding approved in December 2023, looks forward to the opportunity to hire and train two full-time bilingual Diversity, Equity, and Inclusion Specialists to help the Division enhance voter education, engagement, and outreach efforts within underrepresented, under-registered, and language minority communities in Contra Costa County to foster a more inclusive and equitable democratic process while empowering individuals from diverse backgrounds to exercise their right to vote. Contra Costa County | FY24-25 Recommended Budget Page 86 166 Goals The Department highlights the following goals for FY24-25 in addition to continuing all current services and initiatives: Continue to work at the state and federal levels on legislation and policies to bene t California and Contra Costa County, including potential reimbursement for state and federal election costs. Actively participate in statewide, national, and international associations, including the California Association of Clerks and Election Of cials, the County Recorder’s Association of California, the national Elections Center, and the International Association of Government Of cials. Successfully prepare and conduct the November 2024 Presidential General Election and special elections as needed. Continue the successful implementation of a contract with Guardian Security for a guard placed on location prior to the Presidential Primary Election. The result of this includes heightened awareness of building and grounds security, increased security around ballot handling and processing, and strengthening of the Department's posture for personnel safety and security of election and recorder operations. Purchase and install three large-capacity drop boxes at main campuses of the Contra Costa Community College District in anticipation of high voter turnout during the 2024 Presidential Election cycle and to better serve our 18– 24-year-old college student voters. Ballots dropped off in this manner help save taxpayer dollars since they do not incur the cost of First Class return postage required when voters return their ballots in the mail. Work closely with the project manager from Public Works on renovating the Department's of ce building at 555 Escobar Street, as well as with the architects and Real Estate Division on the plans for building a new, comprehensive Elections Operations Center on Waterbird Way. Continue to be a Center for Election Excellence with the U.S. Alliance for Election Excellence and facilitate its $2 million grant to enhance Contra Costa’s election and outreach operations. Complete 14-month Trust in Elections Campaign with Brown Miller and incorporate learnings into the updated Strategic Communication Plan to include a plan for messaging to speci c demographic groups (ex: mistrustful electorate, underrepresented electorate, youth). Work to increase social media followers and relevant election posts that will gain views and educate younger voters. Continue to grow the Certi ed Election Observer Program and ne-tune the programming to combat misinformation, election skepticism, and public mistrust of elections. Hire and train two full-time, bilingual Diversity, Equity, and Inclusion Specialists to help the Elections Division enhance voter education, engagement, and outreach efforts within underrepresented, under-registered and language minority communities in Contra Costa to empower individuals from diverse backgrounds to exercise their right to vote. Use GIS (Geographic Information Systems) Applications, census data, election/voter data, and other sources to analyze voter registration trends, voting patterns, and language and accessibility needs in relation to demographic distributions and community compositions, as well as to support the work of the Measure X-funded new members of the Elections Division staff. Purchase a Constant Contact program to manage email communication with registered voters in Contra Costa County through the regular publication of a newsletter from the Registrar of Voters and the opportunity to communicate any emergent items. Continue to lead the Coalition of Bay Area Election Of cials to educate the public about what Elections Departments do to conduct elections and protect the election processes. This coalition will work with local media to reinforce that local elections of cials are the trusted source for accurate information regarding elections. Expand efforts to bring services to local communities to increase Department presence at community events and elevate visibility throughout the county, such as collaborating with the Veterans Services Of ce to serve the Veterans of Contra Costa and developing a strategic plan regarding how Operation Documentation will evolve. Establish best practices for long-term map and document restoration and retention of documents. Develop a community volunteer program for in-of ce wedding of ciants. Utilize services provided by the Cybersecurity and Infrastructure Security Agency for cyber hygiene with system vulnerability scans and penetration testing of systems as well as ongoing staff training with best practices to prevent unauthorized access. Focus on the Center for Internet Security Critical Security Controls - a recommended list of actions for cyber defense to thwart the most pervasive attacks. Continue working towards the highest and most secure status of Implementation Group 3. Create and maintain IT disaster recovery and business continuity plans, including a backup data center. Contra Costa County | FY24-25 Recommended Budget Page 87 167 Accomplishments The Clerk-Recorder is pleased to highlight the following recent accomplishments: Elections Successfully conducted two signi cant elections in the 23-24 scal year and is anticipating an All Mail Special Election for the San Ramon Valley Uni ed School District in May 2024. On March 7, 2023, the division conducted a Special Election for the Orinda School District for Measure Z, serving 15,000 registered voters. On March 5, 2024, successfully conducted the Presidential Primary Election serving 710,000 registered voters countywide. Continued its hybrid training model to instruct all election volunteers who served during the 2022 election cycle and bring new information and updates to those who served in the March 2024 Presidential Primary. Classes were held via Zoom to instruct volunteers on procedures/processes and answer all their questions. Volunteers also attended small in- person training classes to gain hands-on experience with voting equipment and specialized training on speci c voting procedures. In addition to Zoom and in-person training, the Elections Division offered supplemental training in the form of videos, reference guides, and quizzes to test their knowledge of voting procedures. Elections Division staff conducted an additional training meeting for Inspectors with more in-depth information to those who lead each polling location. Successfully completed countywide re-precincting due to boundary changes made by cities, school districts and special districts. This project resulted in fewer precincts to maintain and better consolidation of voters, while still respecting communities of interest and geographical boundaries. Re-precincting will produce a better experience for our voters, help eliminate redundancies and waste, and capture savings in both time and resources for future elections throughout the decade until the next census. Continued the successful Certi ed Election Observer (CEO) program to increase public trust in elections by providing a transparent and educational view into the entire election process. While tours and public access have always been widely available at the of ce, the CEO program provides in-depth informational opportunities to learn about elections. The Department had 12 graduates from its CEO Program’s rst three cohorts and anticipates graduating another 10 from its fourth cohort after the March 5, 2024, Presidential Primary canvass is completed. Continued to support the Coalition of Bay Area Election Of cials, a contingent of 11 counties in the Greater Bay Area working collaboratively to combat mis- and dis-information. The mission of the Coalition is “Ensuring public trust in elections by collaborating, communicating, and providing access to accurate, current, and transparent election information across the Bay Area.” The Coalition remains committed to raising the level of public awareness and understanding of the election process. Collaborated and participated as a Center for Election Excellence (CEE) through the U.S. Alliance for Election Excellence, a nationwide coalition of bipartisan election of cials who support each other and improve skills. Elections Division staff helped develop values and standards of elections excellence with other CEEs. The department received $650,000 in grant funds in 2023 and an additional $1,350,000 in 2024 to augment existing elections operations. This grant funding cannot be used to supplant previously appropriated funds and is intended to expand the Department's outreach plans, strengthen the security of the election process, and improve the voter and the observer experience. Invested in IT assets to uphold the critical infrastructure of elections as recommended by the Department of Homeland Security. These cybersecurity efforts, back-up systems, and business continuity plans will ensure smooth and secure operations in elections. Signi cantly improved processes and productivity, including increased transparency to election observers and the public, better service to our voters, and improved quality and quantity of information available to the public. These improvements include new opportunities to observe signature veri cation, adjudication, and the Vote-by-Mail (VBM) processes, new technology to help voters correct a mismatched or missing signature on their VBM envelope, and new and improved signage to better assist voters at their polling place. Clerk-Recorder Recorded 151,794 real property documents in 2023, an average of 12,794 documents per month – a 30% decrease from 2022 with interest rates soaring to levels not seen in the last 15 years, This decrease in recordings was expected and is the shared experience of counties across California. Implemented QR codes for vital record applications, for customers to complete and submit requests from their mobile devices. 2,278 customers took advantage of this easily accessible option when visiting the of ce. Hired the Division’s rst-ever Records Archive Manager (RAM) to implement, maintain, and manage a new archive program. The RAM reduced the Division's footprint by removing 103 boxes of obsolete items. Increased wedding ceremonies by 9% in 2023, with 2,559 couples choosing to have their ceremonies at the Clerk- Recorder’s Of ce. Wedding ceremonies remain popular year-round. The “Destination Weddings” Program continues to be popular with the public. With three events in 2023, two at the summit of Mount Diablo and one at the Cobra Experience Museum in Martinez, 38 couples took advantage of this great opportunity to get married at these beautiful locations. Contra Costa County | FY24-25 Recommended Budget Page 88 168 Restored pre-pandemic walk-in wedding ceremonies for couples without appointments. 29% of all ceremonies performed were couples that did not have appointments. In addition to allowing couples to walk in for a ceremony, they also were allowed to bring more guests. The guest limit was increased by 40%, releasing all guest limitations imposed by the COVID-19 pandemic. Hired the Division's rst Accountant to oversee the reconciliation of the Division’s receipts, and manage grant funding, billing and ordering for the Elections Division. Expanded Summer Extended hours year-round in 2023. Every rst and third Thursday throughout the year, the Clerk- Recorder Division offered extended County Clerk and Recorder services by remaining open until 6:30 pm. A total of 240 customers took advantage of the extended hours in 2023, bringing in a total of $19,053. The Extended Hours program is provided for County residents who nd it dif cult to get to Martinez during normal business hours, making the Department's services more accessible to the public. Safely hosted an Operation Documentation event, which facilitates veterans recording of honorable discharge (DD-214) documents at no charge with the Recorder’s of ce. Performance Measures - County Clerk and Recorder 1. Objective: Maintain or increase productivity without reducing accuracy a. Indicator: Return of recorded documents submitted over the counter or through the mail. In 2022, documents were being returned to customers within two weeks after processing. In 2023, the department maintained this expectation. Customers received their original documents within an average of 10 business days after recording. b. Indicator: Improve customer service times (see chart at right) 2. Objective: Maintain or increase productivity through use of automation a. Indicator: In-person customers compared to online customers. Due to the pandemic, in-person customer service was not resumed until April 2021. Additionally, system limitations did not allow for online orders for of cial records during 2021. Contra Costa County | FY24-25 Recommended Budget Page 89 169 Clerk Recorder Performance Measures Workload Indicator 2019 2020 2021 2022 2023 Difference from 2022 % change from 2022 to 2023 Marriage Licenses 4,458 3,094 4,564 5,102 4,840 -262 -6% Marriage Ceremonies 1,909 1,550 1,991 2,350 2,553 203 10% FBN Filings 7,829 6,292 7,465 7,128 6,657 -471 -6% Notaries 1,231 654 1,441 1,292 1,196 -96 -7% Birth Certi cates 24,846 15,157 23,279 22,695 21,087 -1,608 -7% Death Certi cates 5,353 4,069 5,954 5,803 5,592 -211 -4% Marriage Certi cates 12,298 8,641 11,112 12,296 11,644 -652 -6% Recorded Documents 268,358 384,381 415,116 215,656 151,894 -63,762 -15% Recorded Documents per Staff 38,336 35,239 51,890 35,943 30,337 -5,606 -11% Performance Measures - Elections . Objective: Conduct elections in a cost-ef cient manner while having the highest degree of participation through education and outreach efforts. a. Indicator: Number of registered voters and turnout percentage Contra Costa County | FY24-25 Recommended Budget Page 90 170 b. Indicator: Election cost per registered voter Performance Measures Public Outreach and Engagement c. Indicator: Public Education and Outreach Metrics - Social Media Impressions. Page & Pro le Impressions are the number of times any content from the department's Social Media Pages/Pro les or about its Pages/Pro les entered a person’s screen. Reach refers to the number of people who viewed any content from the department's Pages/Pro les or about its Pages/Pro les. Posts refers to total social media posts on all the social media networks tracked (Facebook, Twitter, Instagram). Engagement rate is a measure of the number of interactions with content posted (like, click, share, etc.). A good engagement rate is between 1% and 5% according to social media marketing experts. Total Fans & Followers is the total number of followers on a platform at the end of the year. New Fans & Followers is the number of new followers over the course of the year. Contra Costa County | FY24-25 Recommended Budget Page 91 171 2. Objective: Maintain a high level of voter registration of eligible citizens in the county and maintain accurate voter rolls. a. Indicator: Percentage of registered voters to those eligible to register b. Indicator: Voter Roll Maintenance: Registration Activity Statistics (Jan-Dec, 2023): 707,264 registered voters Activity Amount New registrations added 36,056 Updates completed 121,097 Voter registrations inactivated 10,440 Voter registrations canceled 2,266 Contra Costa County | FY24-25 Recommended Budget Page 92 172 3. Voting Trends a. Indicator: Vote by Mail vs. In-Person Voting Performance Measures: Cybersecurity 1. Objective: Analyzing trends to gain insights into the effectiveness of the department's cybersecurity measures and identify areas for improvements. This assists informed decision-making involving resource allocation, risk mitigation strategies, and security investments. a. Indicator – Incident types, number of incidents, and mitigated/resolved incidents. Incident Type Severity 2022 2023 Suspicious Movement Medium 2 0 Potential Risky Activity Medium 1 0 Suspicious Domain Activity Medium 1 0 Potential Risky Activity Low 2 0 Unusual Use of Endpoint Informational 10 0 Unusual Access to Server Informational 7 0 Unusual Activity Informational 7 0 2. Objective – Active Directory Hygiene: Improve the security of the organization's primary domain network environment with regular maintenance and monitoring of potential security threats. AD Hygiene assesses the risks related to Active Directory management and auditing: password vulnerabilities, suspicious privilege modi cations, and stealthy privileges. a. Indicator - The “Risk Score” is an overall security risk score, with 10 being maximum risk. The ranges are from 0.0 (lowest) to 10.0 (highest). The score is calculated based off of the severity, urgency and probability of a vulnerability being used to exploit a system. Active Directory Hygiene 2022 2023 1.3 1.0 Contra Costa County | FY24-25 Recommended Budget Page 93 173 Conservation and Development John Kopchik Director For more information, call 925-655-2700 or visit https://www.contracosta.ca.gov/dcd (https://www.contracosta.ca.gov/dcd). DEPARTMENT OVERVIEW Department Description The Department of Conservation and Development (DCD) is responsible for the formulation and implementation of the County General Plan, administration and enforcement of the County building and zoning codes, and coordination of planning, building, special housing, community development, economic development, transportation, water, infrastructure, solid waste, sustainability, home weatherization, and habitat conservation programs. Additionally, the Department provides support to the Contra Costa Redevelopment Successor Agency as it continues to implement the Dissolution Act, which eliminated redevelopment agencies in California. The Department budget is presented in three sections: Land Development Fund, General Fund Programs, and Special Revenue Programs. Program Area Description Land Development Fund The Conservation and Land Development Fund comprises Land Development Operations, Energy Ef ciency Programs, and Measure WW (Open Space) Grant Projects. 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. Most expenditures related to DCD’s operations are budgeted in the Conservation and Land Development Fund. This fund also receives speci c revenues generated through departmental activities, including fees for residential, commercial and industrial building and construction inspection services, building permit and application fees, and solid waste franchise fees. Land Development Operations include: Current and Advance Planning: Regulate land use and facilitate conservation and development to enhance communities in accordance with the County General Plan and other adopted goals and policies. Develop and maintain long-range policy planning through the County General Plan to anticipate and respond to changes in legal mandates and local priorities. Develop ordinances to respond to community concerns. Review projects for consistency with the Zoning Code and monitor projects during and after construction to ensure compliance with permit conditions. Building Inspection Services: Review plans, issue building permits, and inspect the construction of buildings in the unincorporated area and ve contract cities to ensure construction complies with requirements for safety, accessibility, energy ef ciency, and other legal and regulatory requirements. Permit Center: Manage, review, and process permits for building and grading applications. Provide structural and non-structural plan checking for projects. Water Planning: Develop the County’s water policy and administer the County Water Agency, a County special district whose operating budget is included in the County special districts budget section. Contra Costa County | FY24-25 Recommended Budget Page 94 174 Habitat Conservancy: Manage the East Contra Costa County Habitat Conservancy, a joint exercise of powers authority, to conserve endangered species habitat and streamline permitting for development. Solid Waste & Recycling: Administer curbside collection franchises (including rate reviews) and implement waste reduction and recycling programs in unincorporated areas of the county. Monitor use permit compliance at solid waste land lls and transfer stations. Transportation Planning: Develop an effective transportation network throughout the county by planning for roads, transit, bicycle/pedestrian facilities, and other types of transportation systems on countywide corridors and within local and neighborhood areas. Administer programs related to growth management. Community Development Block Grant: Administer the County’s Community Development Block Grant that promotes safe and affordable housing, a suitable living environment, and expanded economic opportunities for low- income residents and households. Code Enforcement: Respond to building and zoning complaints, perform onsite inspections and investigations of potential violations, and abate hazardous conditions and other code violations. Weatherization: Provide free home weatherization services to low-income homeowners or tenants of single-family homes, apartments, and mobile homes. Clean Water: Provide plan review and inspection services for development projects requiring compliance with clean water regulations. Vehicle Abatement: Provide inspection services and arrange for removal of abandoned vehicles that pose a hazard or public nuisance. Energy Ef ciency: Provide energy ef ciency resources to residents, businesses, and local governments with funding from the California Public Utilities Commission through the Bay Area Regional Network, with the Association of Bay Area Governments as the program administrator. Measure WW Grant: Provide for funding allocation, through general obligation bonds, for local parks as approved by voters of Alameda and Contra Costa Counties. General Fund – Federal and Other Speci c Grant Programs DCD administers a variety of grant programs through the County General Fund. DCD’s General Fund budget includes the following budget units: Non-Federal Grant Programs: Keller Canyon Mitigation: Provide funding for community bene t programs within East County. Economic Development & Sustainability: DCD receives a General Fund subsidy to develop organizational capacity in sustainability programs and economic development. DCD’s economic development team works to encourage investment and job growth within the unincorporated communities of Contra Costa County, and supports efforts of Contra Costa cities to grow business within their boundaries. DCD’s sustainability team performs sustainability planning in a number of areas, including maintaining and implementing the Climate Action Plan, and planning for sea level rise and resiliency, climate equity, and other areas. Measure X: DCD receives Measure X funding for the following four program areas: Local Housing Fund, Accessible Transportation, Illegal Dumping Initiative, and Sustainability Planning. Federal Grant Programs: HOPWA Grant: Support stable, affordable housing for people with HIV/AIDS. HUD Community Development Block Grant: Provide annual direct grants that can be used to revitalize neighborhoods, expand affordable housing (including housing rehabilitation for low-income owner occupants) and economic opportunities, and/or improve community facilities, infrastructure improvements and services, principally to bene t low- and moderate-income persons. HUD Emergency Solutions Grant: Provide people experiencing homelessness with basic emergency shelter services and other essential supportive services. HUD HOME Investment Partnership Act: Provide loans for acquisition, rehabilitation or new construction of affordable housing for rent or ownership, tenant-based rental assistance, and assistance to homebuyers. HOME Home Investment Partnership HOPWA Housing Opportunities for People with AIDS HUD U.S. Dept. of Housing & Urban Development The remaining DCD programs budgeted in the General Fund are community bene t programs funded by community bene t agreements, and grant programs that rely extensively on federal and state sources of revenue. Other Special Revenue Programs Contra Costa County | FY24-25 Recommended Budget Page 95 175 AVA Service Authority (Trust 814000): With funding provided by a State Department of Motor Vehicle fee of $1 per vehicle registered, provide for collection and disbursement of State funds for reimbursement of costs associated with the abatement of abandoned vehicles in Contra Costa County. Due to a classi cation of this fund, funds are no longer appropriated in the County Budget. SB1186/SB1379 Cert Access Program: With funding provided by a $4 fee collected from applicants for local business licenses, provide training to increase compliance with construction-related accessibility standards as set by California’s Division of the State Architect. Used Oil & Beverage Container Recycling Grants: With grant funding provided by the Department of Resources Recycling and Recovery (CalRecycle), aid the establishment or enhancement of permanent, sustainable used oil and beverage container recycling programs. Fish and Game Protection: With funding from nes levied for violation of the California Fish and Game Code, provide programs promoting the propagation and conservation of sh and game in the county. Livable Communities: With funding from developer fees in the Camino Tassajara area, aid in the implementation of the Smart Growth Action Plan as directed by the Board of Supervisors. HUD Neighborhood Stabilization Program: Aid the County’s acquisition and redevelopment of foreclosed properties that might otherwise become sources of abandonment and blight within the community. Housing Successor Agency: Provide funding for all Successor Agency-related obligations and oversee activities related to the former Redevelopment Agency pursuant to the Dissolution Act. Private Activity Bonds: With bond revenue received from single and multiple-family housing program, provide program staff and nance property acquisition related to affordable housing and economic development projects. Affordable Housing: Provide nancial 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. HUD Neighborhood Preservation: With funding from HUD’s Community Development Block Grant program, administer and provide Neighborhood Preservation Program loans and grants to low-income homeowners. Transportation Improvement- Measure J: With funding from Measure J, provision speci c transportation projects, which are budgeted based upon a 7-year Capital Improvement Program approved by the Board of Supervisors and other agencies. Permanent Local Housing Allocation (PLHA): With State funding allocated to the County, aid the development of affordable housing units countywide. Contra Costa County Water Agency DCD also administers the Contra Costa County Water Agency, a Board of Supervisors-governed special district that advises the Board on water policy that may affect the County. For more information about the Water Agency, please see the Municipal Special Districts (https://county-contra-costa-ca-budget-book.cleargov.com/8308/departments/public-works- special-districts)section of the Recommended Budget. Organizational Chart Agency - Name FY23-24 Adopted FY24-25 Recommended Change 38 - CONSERVATION & DEVELOPMENT 210 218 8 Contra Costa County | FY24-25 Recommended Budget Page 96 176 Expenditures Summary 97,479,767 $2,583,802 (2.72% vs. prior year) Expenditures by Expense Type This chart illustrates the expenditure of all funds and programs of the Conservation and Development Agency. Budget year expenditures are programmed 2.7% or approximately $2.6 million higher than the current year Adopted Budget. The increased expenditures relate primarily to recommended new staff positions, described under the Key Budget Updates section, and the purchase and renewal of software licenses. Budgeted and Historical Expenditures by Expense Type MillionsExpenditure Transfers Fixed Assets Other Charges Salaries And Benefits Services And Supplies FY2023FY2024FY2025$0 $100 $-25 $25 $50 $75 $125 Contra Costa County | FY24-25 Recommended Budget Page 97 177 Expense Objects Salaries And Bene ts $26,521,297 $34,476,000 $36,240,570 $1,764,570 5.1% Services And Supplies $24,044,086 $53,135,556 $56,087,155 $2,951,599 5.6% Other Charges $3,194,218 $3,803,835 $4,370,668 $566,833 14.9% Expenditure Transfers -$8,593,978 $2,730,574 -$343,626 -$3,074,200 -112.6% Fixed Assets $23,288 $750,000 $1,125,000 $375,000 50% Total Expense Objects:$45,188,912 $94,895,964 $97,479,767 $2,583,802 2.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Expenditures by Fund Most Conservation and Development Agency programs are operated within two primary funds: the Conservation and Development (or "Land Development") Fund and the General Fund. The General Fund revenue reported here is the sum of program revenues of $18,527,035 and General Purpose Revenue (net County cost) of $16,410,650. Most of the General Purpose Revenue relates to Measure X funded programs described under the Key Budget Updates section. Budgeted and Historical 2025 Expenditures by Fund MillionsGeneral Fund Special Revenue Funds FY2023FY2024FY2025$0 $20 $40 $60 $80 $100 $120 Contra Costa County | FY24-25 Recommended Budget Page 98 178 General Fund $6,064,459 $37,180,785 $34,937,685 -$2,243,100 -6% Special Revenue Funds Fish and Game Fund $80,644 $242,000 $242,000 $0 0% Transportation Improvement Fund $2,682,684 $4,000,000 $4,013,000 $13,000 0.3% Private Activity Bond Fund $1,665,694 $1,526,000 $1,833,290 $307,290 20.1% Affordable Housing Spec Rev Fund $0 $410,000 $410,000 $0 0% HUD NSP Fund $0 $1,110,000 $1,110,000 $0 0% Used Oil Recycling Grant Fund $33,312 $60,000 $60,000 $0 0% Conservation & Development Fund $33,868,710 $44,648,000 $49,240,290 $4,592,290 10.3% L/M HSG Asset Fd-LMI Fund $279,324 $2,376,000 $2,376,000 $0 0% Home Invstmt Prtnrshp Act Fund $0 $900,000 $900,000 $0 0% CASP Cert & Training Fund $9,896 $39,000 $40,000 $1,000 2.6% Livable Communities Fund $317,988 $1,904,180 $1,817,502 -$86,678 -4.6% CDBG Small Bus&Microent Loan Fund $125 $0 $0 $0 0% ARRA HUD Bldg Insp NPP Fund $186,075 $500,000 $500,000 $0 0% Total Special Revenue Funds:$39,124,453 $57,715,179 $62,542,082 $4,826,902 8.4% Total:$45,188,912 $94,895,964 $97,479,767 $2,583,802 2.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary 97,479,767 $2,583,802 (2.72% vs. prior year) Revenues by Source Of DCD’s $97.5 million estimated FY24-25 revenue, approximately $49.2 million or 51% is earned by the Land Development Fund. General Fund programs are estimated to receive $34.9 million or 36% of the total agency revenue, of which $16,410,650 is General Purpose Revenue (net County cost). A breakdown of the net County cost portion of DCD's Recommended Budget is provided under the Key Budget Issues section and, in summary, it comprises a $15,590,400 Measure X sales tax allocation and $820,250 in special Board of Supervisors allocations for high-priority activities. The remaining estimated revenue of approximately $11.6 million derives from Special Revenue funds. The Contra Costa Water Agency revenues are not re ected in these totals and are reported under the Municipal Special Districts section of the Recommended Budget. Contra Costa County | FY24-25 Recommended Budget Page 99 179 The chart below displays Conservation and Development Department revenue for all funds and programs. Budgeted Revenues by Source MillionsState Assistance General Purpose Revenue Federal Assistance Other Local Revenue FY2023FY2024FY2025$-25 $0 $25 $50 $75 $100 $125 Federal Assistance $15,935,898 $21,060,000 $18,160,000 -$2,900,000 -13.8% State Assistance $38,310 $307,000 $435,000 $128,000 41.7% Other Local Revenue License/Permit/Franchises $19,839,324 $19,862,000 $20,143,531 $281,531 1.4% Fines/Forfeits/Penalties $67,148 $262,000 $262,000 $0 0% Use Of Money & Property $2,575,024 $1,157,000 $1,185,000 $28,000 2.4% Intergovernmental Revenue $2,433,414 $3,920,000 $3,920,000 $0 0% Charges For Services $11,792,095 $14,942,785 $15,352,811 $410,026 2.7% Miscellaneous Revenue $9,369,052 $15,792,000 $19,961,018 $4,169,018 26.4% Fund Balance -$6,760,036 $1,686,179 $1,649,757 -$36,423 -2.2% Total Other Local Revenue:$39,316,021 $57,621,964 $62,474,117 $4,852,152 8.4% General Purpose Revenue -$10,101,316 $15,907,000 $16,410,650 $503,650 3.2% Total:$45,188,912 $94,895,964 $97,479,767 $2,583,802 2.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenue by Department Of signi cance in the table below are projected reductions in HUD grant revenue, in ation-based increases in Measure X sales tax allocations, and new code enforcement and economic development grant revenue. Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 100 180 Revenue General Government Conservation & Development $33,187,152 $43,311,000 $48,086,590 $4,775,590 11% Sb1186 Cert Access Prgm $9,896 $39,000 $40,000 $1,000 2.6% Energy Ef ciency Progs $238,346 $357,000 $459,700 $102,700 28.8% Msr Ww Grant $414,083 $733,000 $319,000 -$414,000 -56.5% Used Oil Recycling Grant $33,312 $60,000 $60,000 $0 0% Game Protection $80,644 $242,000 $242,000 $0 0% Livable Communities $317,988 $1,904,180 $1,817,502 -$86,678 -4.6% Hud Nsp $0 $1,110,000 $1,110,000 $0 0% L/M Hsg Asset Fd- Lmihaf $279,324 $2,376,000 $2,376,000 $0 0% Home Income Invstmt Acct $0 $900,000 $900,000 $0 0% Keller Cnyn Mtigatn Fund $1,034,205 $2,000,000 $2,000,000 $0 0% Hopwa Grant $887,843 $736,000 $736,000 $0 0% Econ Dev/Sustainability $1,234,615 $1,351,785 $1,993,285 $641,500 47.5% Hud Block Grant $6,991,281 $7,128,000 $6,378,000 -$750,000 -10.5% Hud Emergency Solutions Grt $3,356,976 $3,225,000 $725,000 -$2,500,000 -77.5% Home Invstmt Prtnrshp Prg $3,406,073 $7,515,000 $7,515,000 $0 0% Private Activity Bonds $1,665,694 $1,526,000 $1,833,290 $307,290 20.1% Affordable Housing $0 $410,000 $410,000 $0 0% Arra Hud Bldg Insp Npp $186,075 $500,000 $500,000 $0 0% Transprtation Impv- Meas J $2,682,684 $4,000,000 $4,013,000 $13,000 0.3% Sb 1383 Local Asst Grant $29,129 $247,000 $375,000 $128,000 51.8% Cdbg Sm Bus&Microent Loan $125 $0 $0 $0 0% Dcd-Measure X -$10,846,534 $15,225,000 $15,590,400 $365,400 2.4% Total General Government:$45,188,912 $94,895,964 $97,479,767 $2,583,802 2.7% Total Revenue:$45,188,912 $94,895,964 $97,479,767 $2,583,802 2.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 101 181 Key Budget Updates The Department of Conservation and Development (DCD) is responsible for facilitating land use and development consistent with the County General Plan; administering, enforcing and updating the County building and zoning codes through application review, project permitting, building inspection, code enforcement and development of new plans and code amendments; and coordinating various functions and programs for the County including the following: land use and transportation planning, housing planning and nancing, community and economic development, water policy and planning, infrastructure planning, solid waste planning and franchise oversight, habitat conservation, sustainability and energy conservation, demographic and geographic analysis, and home weatherization. The COVID-19 pandemic had a transformative impact on the Department. Long-range plans to transition the Application and Permit Center from a paper-based and in-person service to an electronic or web-based service were, by necessity, accelerated. Post-pandemic, customers can electronically submit building and use permit applications on a 24/7 basis via a dynamic application portal that adjusts to the application type. Plan check and review can now be performed without paper. Routine transactions can be processed more quickly, while more complex transactions can be discussed via email, phone, or virtual meeting platform, relieving customers from having to travel to Martinez for service. Customers also continue to have the option of scheduling in-person appointments. DCD’s core public service programs of plan checking, permitting, building inspection, solid waste, and code enforcement are often overshadowed by special issue, policy, and long-range planning initiatives. Plan checking and permitting can range from simple backyard decks and room additions to commercial towers, apartment complexes, and parks to re nery modernization. Code enforcement can range from abatement of dumped debris to destruction of illegal cannabis crops to abatement of major health and safety hazards, at costs that can reach hundreds of thousands of dollars. While these core services comprise the most direct engagement with members of the public, what follows is a sampling of several major policy and planning initiatives the Department has in progress. The Department commenced “Envision Contra Costa (https://envisioncontracosta2040.org/)” in 2018, an effort to update the County’s General Plan, Zoning Code and Climate Action Plan (CAP), and associated Environmental Impact Report (EIR). The County’s General Plan provides guidance for decisions concerning land use planning and expresses the County’s long-term vision for its future development. The Public Review Draft General Plan was released in October 2023 and contained the following eight elements: Stronger Communities; Land Use; Transportation; Housing; Public Facilities and Services; Health and Safety; Conservation, Open Space, and Working Lands; and Growth Management. Adoption hearings for the General Plan, CAP and EIR are projected to occur early in FY24-25, with initial implementation work expected to commence soon thereafter, and continue to require signi cant resources throughout FY24-25. A continuing high priority is the Board’s 2020 adoption of the Climate Emergency Resolution calling for the implementation of a Climate Action Plan to achieve greenhouse gas reductions in a manner that promotes equality and social justice. The Department coordinates and staffs the Board’s Climate Action Task Force made up of County department representatives and has spearheaded the launch of the County’s Green Government Champions (G3) group. This group meets regularly to identify additional actions, policies, and programs the County can undertake to reduce and adapt to the impacts of a changing climate. Sea Level Rise is altering the physical environment and is a continual challenge to the 1.16 million people of Contra Costa County. Sea level rise modeling indicates we can expect the County’s shoreline to be subject to more severe and frequent ooding. The assets at risk include homes and businesses, shoreline disadvantaged / impacted communities adjacent to industrial sites, hazardous materials sites, brown elds, the US Navy’s Military Ocean Terminal at Concord, fuel re neries, railroads, wastewater treatment facilities, electrical substations, natural gas and crude oil pipelines, prime agricultural resources, and in-Delta Legacy Communities. In May 2023, the Board established the Contra Costa Resilient Shoreline Ad Hoc Committee (Committee) to address sea level adaptation and resilience composed of two County Supervisors with staff support by DCD. The Committee will lead the effort to prepare the Contra Costa County Sea Level Rise Resilience and Adaptation Plan (https://www.contracosta.ca.gov/9981/Contra-Costa-Resilient-Shoreline-Plan) (Plan). The Plan will be developed and guided by community input with the goal of building capacity to prepare for, and recover from, the disruptions of sea level rise. The Committee’s work is funded by the Measure X – Climate Equity and Resilience Investment allocation administered by DCD. However, additional funding will be necessary to develop a robust sea level rise adaptation plan. Contra Costa County | FY24-25 Recommended Budget Page 102 182 In November 2021, the Board of Supervisors allocated $10 million of Measure X funds for Year One and $12 million on an annual basis thereafter for housing-related activities, now termed the MX Housing Fund (https://www.contracosta.ca.gov/8750/Measure-X-Housing-Fund). In 2022, the Board authorized DCD and the Health Services Department-Health, Housing, and Homelessness Division (H3) to solicit proposals for various affordable housing and homelessness prevention and crisis response projects, which culminated in May and June 2023 awards totaling $6.5 million to assist with funding affordable housing development projects and $3.5 million for housing/homelessness related services. Remaining MX Housing funds were dedicated to assist with affordable housing development. California's Housing Element Law emphasizes the crucial role of local governments in facilitating housing development to meet the needs of residents. The 6th Cycle Housing Element covers the planning period from 2023 to 2031 and includes a Regional Housing Needs Allocation (RHNA) of 7,610 housing units as the unincorporated County’s fair share of development towards the regional housing need. To achieve this ambitious target, modi cations to the Land Use Element and Zoning Code are essential to enable the development of housing units aligned with the RHNA allocation. In January 2024, the Board of Supervisors, in anticipation of a future General Plan Update, amended the General Plan Land Use Element and Zoning Code to create a Housing Element Consistency (HEC) land use designation and zoning district. The primary purpose of the new designation is to increase and enable housing development consistent with the recently adopted Housing Element (https://www.contracosta.ca.gov/8525/Housing-Element- Update). DCD will continue its work on noise regulation. Noise complaints are frequently received by the County -- reported to Board of Supervisors of ces, DCD Code Enforcement, the Sheriff ’s Of ce and other departments. These complaints often relate to large events, loud parties, and construction, but other noise concerns are also raised. The County has existing regulations to address noise, and has recently expanded regulation to address the emerging problem of loud commercial events. However, the County’s regulations are not comprehensive. In March 2024, the Board of Supervisors authorized DCD to evaluate whether additional regulation of noise is necessary and practical, and report back to the Board of Supervisors with its ndings and recommendations. Expanding regulation of noise and effective enforcement will be a challenging but potentially worthy effort. The Healthy Lands, Healthy People Carbon Sequestration Study (https://www.contracosta.ca.gov/8465/Healthy-Lands- Healthy-People---A-Carbon-) is one of the many proactive steps the County has taken to strategically manage land, reduce greenhouse gas emissions, and increase sustainability. The County and its partners intend to use this report as a foundation to fund and successfully implement climate smart practices. Even though challenges exist in the form of regulatory barriers, cost of labor and maintenance, need for improved equipment, and obstacles to land ownership, the county has a robust network of individuals, community groups, non-pro t organiza tions, and government agencies that are committed to maximizing the well-being of its residents and its natural and working lands. This network of dedicated individuals, accompanied by an unprecedented amount of guidance and nancial resources from the State, puts Contra Costa County in an optimal position for maintaining resilient natural and working lands in the county and setting an example for other counties in the state. DCD continues to consult the study’s ndings and recommendations to guide land use policy. Key objectives of the General Plan Update and the Climate Emergency Resolution are to help the County anticipate and plan for an economy that is less dependent on fossil fuels and to make a “Just Transition” away from a fossil-fuel dependent economy. To advance those objectives, the Department has been heavily engaged in reviewing plans and issuing permits for two local re neries to reposition from petroleum processing to production of renewable fuels from used cooking oils, fats, greases, soybean oils, and other renewable sources. The transition and potential downsizing of re neries points to the need for industrial land policies, which have become a key focus of the Department’s work. The Department is launching the Just Transition Economic Revitalization Plan with funding appropriated by Congress to set a roadmap for an economy not based on fossil fuels. Contra Costa County | FY24-25 Recommended Budget Page 103 183 The Department leads a countywide consortium oriented towards creating more jobs in the county overall, and along the Highway 4 corridor speci cally, under the umbrella of the Northern Waterfront Economic Development Initiative (https://www.contracosta.ca.gov/4437/Northern-Waterfront-Economic-Development). The Initiative incorporates resident and business feedback gathered over many years of public meetings to sustain and create new jobs in advanced materials and diversi ed manufacturing, biomedical/biotech, food processing, clean tech, and advanced transportation technology as the key avenues in this region for greater economic opportunity. The initiative is a collaboration between the County and seven partner cities who work together on diverse actions to enhance the economic vitality of the region. The Department provides staff support and research for the leadership partners. In September 2021, the Legislature created a Green Empowerment Zone (GEZ) for the Northern Waterfront area of the county to “build upon the comparative advantage provided by the regional concentration of highly skilled energy industry workers by prioritizing access to tax incentives, grants, loan programs, workforce training programs, and private sector investment in the renewable energy sector”. The following year, the Legislature allocated $5 million to the County to support the GEZ. DCD provides staff and technical assistance to the 44-member GEZ governing board (https://www.contracosta.ca.gov/9963/Governing-Board-of-the-Green-Empowerment) that meets bi-monthly. One County Supervisor and one alternate are appointed to the GEZ Board. The County’s Northern Waterfront Economic Development Initiative and Just Transition Economic Revitalization Plan are complementary efforts to the GEZ, and the Department serves to coordinate these efforts. The Board of Supervisors and the Board of Contra Costa Transportation Authority (CCTA) both approved the Accessible Transportation Strategic Plan (https://ccta.net/wp- content/uploads/2021/05/d212e7_b7dd9b28e27b490caac69cd554352df5.pdf) in March 2021. The Plan de nes how Contra Costa will improve transportation options for older adults, persons with disabilities, and veterans. The Plan was conducted by the CCTA with County support and was collaboratively developed over several years in consultation with elected of cials and staff at affected public agencies, advocates representing community-based organizations, and users of the system. In October 2022, the County executed an MOU with CCTA and allocated $1.4 million in Measure X funds annually for Plan implementation. CCTA and County staff have made signi cant progress implementing the Plan with CCTA, creating a new Of ce of Accessibility and Equity and hiring new staff to implement the Plan. DCD staff, with CCTA oversight, continue supporting the CCTA-led effort. Contra Costa County | FY24-25 Recommended Budget Page 104 184 In 2018, the County formed an interdepartmental Illegal Dumping Think Tank team and began implementing numerous strategies in the unincorporated county area to combat illegal dumping as part of the Contra Costa County Illegal Dumping Initiative. Strategies are grouped into four categories: educate, prevent, clean up, and enforce, and include a public outreach campaign to educate residents about dumping, street signs placed near dumping zones with information on how to report dumping activity, removal of abandoned recreation vehicles, and dedicated law enforcement to investigate dumping crimes. The Board of Supervisors’ Illegal Dumping Ad Hoc Committee was formed in June 2019 to help oversee the implementation of the approved illegal dumping strategies. Annually, beginning in FY22- 23, the Board allocated $600,000 in Measure X funding to support the illegal dumping initiative. The MX funding secured an additional $695,000 in California Department of Transportation (CalTrans) grant funds to support the ongoing effort. Since the passage of the County’s Cannabis Zoning Ordinance and completion of the 2019 process to select applicants to apply for the limited number of commercial cannabis activity land use permits, the Department has been processing permit applications and overseeing implementation of these new commercial enterprises. The County’s commercial cannabis (https://www.contracosta.ca.gov/7122/Commercial-Cannabis-Permitting) implementation has been a tremendous learning experience and continues to evolve amid adopted and proposed changes to cannabis laws. Commercial cannabis activities and code enforcement are expected to remain signi cant responsibilities for DCD and other County departments in FY24-25 and beyond. Two commercial cannabis dispensaries (Artist Tree in El Sobrante and Stiiizy in Pacheco), four commercial cannabis cultivation businesses, and one commercial cannabis delivery business have been approved and are operating in the county unincorporated area, while the process to permit a third dispensary is still in progress. In addition to long-term projects and major initiatives, the Department is regularly called to develop and recommend land use policies to the Board on any number of issues arising from current issues or events, such as agricultural tourism, short-term vacation rentals, accessory dwellings, illegal dumping, temporary events, nuisance abatement, tree protection and preservation, cell tower placement, etc. Land Development Fund DCD’s operations are funded primarily through the Land Development Fund. DCD’s Land Development Fund has 3 major organizational components: Conservation and Development Energy Upgrade California; and the Measure WW Grant Project. The FY24-25 Recommended Budget for salaries and bene ts totals $36,240,570, approximately $1.8 million (5%) more than the FY23-24 Adopted Budget. The increase can be primarily attributed to the recommended net addition of 8 FTE positions, workers' compensation cost increases, and negotiated wage adjustments, offset by a planned vacancy factor of $1.7 million. Through the addition of 13 positions and elimination of 5 positions, the Recommended Budget increases authorized FTE positions to 218, from 210 FTE in the FY23-24 Adopted Budget. The Recommended Budget will add the following 13 positions necessary to create the organizational structure that will best support the department’s FY24-25 work plan: 1 Supervisor, Inspection Services to manage the team of inspectors assigned to the department’s Code Enforcement unit and in recognition of the increasing complexity of work that warrants a higher-level position to manage the team, including supervision of new Principal Building Inspectors. 3 Principal Building Inspectors, to increase supervision and staff development and handle the more complex projects and duties in the department’s New Construction and Code Enforcement units. Contra Costa County | FY24-25 Recommended Budget Page 105 185 1 Information Systems Manager II to manage the department’s Information Technology (IT) team and its expanded and complex array of IT systems and software. 4 Assistant Deputy DCD Directors-Exempt to manage increasingly complex program areas and to better manage work teams and plan for succession. 2 Building Plan Checkers I to help process building permit applications in a timely manner. 2 Senior Building Plan Checkers to help process more complex building projects timely. The following 5 vacant positions are deemed no longer required and are, therefore, recommended for cancelation: 1 Manager, Application / Permit Center; 1 Redevelopment Housing Specialist; 1 Chief, Annexation and Economic Stimulus Program; 1 Senior Transportation Planner; and 1 Clerical Supervisor. Three additional positions are contemplated during FY24/25 but are not recommended at this time, pending the results of job class and salary studies that are currently underway, including 2 Senior Deputy DCD Directors-Exempt to better integrate work groups and plan for succession (class speci cations and salary to be determined by Human Resources); and 1 Weatherization and Home Repair Program Supervisor to address the need for a technically experienced manager to oversee required on-the-job training as well as ensuring the team of Weatherization/Home Repair Specialists are performing quality work (class speci cations and salary to be determined by Human Resources). Services and Supplies are increased by 40% to $19,917,894 primarily due to the planned purchase and renewal of software licenses and other administrative expenses. Other Charges are increased by 14% to $3,891,626 primarily for the purchase of new and replacement computers. Fixed Assets are increased by 50% to $1,125,000 for new data servers and an electric vehicle replacement. Expenditure Transfers, which are credits against expenditures, are increased by 46% to ($11,934,800) in recognition of increases to personnel costs and in allocation of departmental overhead cost. Overall, the budget for Land Development is increased by 10%, to a total of $49,240,290 as compared to $44,648,000 in FY23-24. Land Development Fund revenues are increased by 10% in FY24-25, to $49,287,035, due to anticipated receipt of new grants. The remainder of the projected revenues for FY24-25 in the Land Development Fund will come from a variety of land use projects, permitting activities, grants, and various reimbursements. General Fund - Federal and Other Speci c Grant Programs DCD administers numerous programs budgeted from the General Fund, including Keller Canyon Land ll Mitigation, Economic Development, Sustainability, Measure X initiatives, and a variety of federal grant programs. None of the 218 recommended FTE positions are budgeted for DCD's General Fund programs. The Recommended Budget for Services and Supplies is reduced by 9% to $29,738,261. Other Charges are increased by 86% to $397,250 due to increases in various grant program expenses. Expenditure Transfers, which are intra-County costs charged to these programs, are increased by 16% to $4,802,174. In total, FY24-25 General Fund expenditures are reduced by 6% to $34,937,685. FY24-25 General Fund revenues are reduced by 13% to $18,527,035 primarily due to the completion of an Emergency Solutions Grant special project and a reduction in Community Development Block Grant reimbursement from HUD. FY24-25 revenues incorporate a new economic development grant in the amount of $350,000 from HUD. Most of DCD’s General Fund programs are completely supported by outside revenues. DCD is allocated General Purpose Revenue (net County cost) in FY24-25 totaling $16,410,650 of Special Board Allocations: $15,590,400 supported by Measure X sales tax revenue. DCD's Measure X-funded initiatives comprise: Local Housing Trust in the amount of $12.9 million for the construction of permanent housing for people earning less than 50% of the Area Median Income; Accessible Transportation Plan in the amount of $1.5 million to de ne how Contra Costa will improve transportation options for older adults, persons with disabilities, and veterans; Illegal Dumping in the amount of $645,000 to support strategies employed by DCD, Public Works, and the Of ce of the Sheriff to combat illegal dumping in the county's unincorporated area; and Climate Equity and Resilience in the amount of $538,000 for new community planning initiatives to design and implement additional programs that will advance the County’s progress and leadership on climate equity Contra Costa County | FY24-25 Recommended Budget Page 106 186 and resilience. $432,000 to support economic development activities $250,000 to support environmental sustainability activities $138,250 to support code enforcement activities Other Special Revenue Programs DCD administers, as the local scal agent, several special revenue funds for the collection and disbursement of State funds to the cities and the County for costs related to program administration. These programs are self-supporting and require no contributions from the Land Development Fund or the General Fund. FY24-25 expenditures and revenues for these programs are reduced by 2% to $13,301,792. In summary, the FY 24-25 Recommended Budget will permit the DCD to enhance current operations and support the Department's many and varied budget year goals and initiatives. Contra Costa County | FY24-25 Recommended Budget Page 107 187 Equity in Service Delivery Planning initiatives to address equity As DCD updates the County’s General Plan, Climate Action Plan, and Zoning Ordinances in the Envision Contra Costa project, environmental justice is a consistent theme. When adopted in 2024, the General Plan will include environmental justice goals, policies, and actions that were developed between 2021 and 2023 through an extensive community engagement process and in consultation with the Sustainability Committee of the Board of Supervisors. The Climate Action Plan will include complementary policies and actions. The Climate Action Plan will include goals speci c to climate equity. Public outreach for Envision Contra Costa commenced in February 2019. Over the next four years, the County held or participated in over 125 public and community-organized meetings with residents, community advocates, stakeholders, and public of cials, including: meetings with all 13 Municipal Advisory Councils; almost 50 community meetings, workshops, and open houses held across the county; stakeholder meetings on environmental justice, community health, sustainability, and economic development; Native American tribal consultations; and over 20 meetings with various community-based organizations representing a wide range of interests in the county. Envision Contra Costa includes equity goals focused on (1) ensuring all residents live in clean, healthy homes and neighborhoods, have access to parks, open space, and fresh food, and can easily move through the county, and (2) planning for the transition to a local economy that is less reliant on fossil fuels. DCD is focused on impacted communities in many other areas of work already underway, including planning for Just Transition from fossil fuels, making communities resilient to sea level rise, developing more housing affordable to more people throughout the County, attracting more well-paying jobs in clean industries near where people live, attracting neighborhood-serving uses to communities that lack key resources such as grocery stores, providing accessible and affordable transportation options, and facilitating conversion of existing buildings in Contra Costa County to all-electric. Programs to address equity The various U.S. Department of Housing and Urban Development (HUD) federal programs and State Housing & Community Development (HCD) programs that DCD’s Housing and Community Improvement (HCI) Division administers primarily bene t extremely low, very low, and low-income residents of Contra Costa County. There are speci c communities within the county that have a higher concentration of racial/ethnic minorities but also have a high percentage of households that are considered or de ned as “low-income households” (earning less than 80% of the Area Median Income). The federal and State programs (primarily though the Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG) and HOME Investment Partnerships (HOME) Programs) that DCD’s HCI Division administers provide funds to various non-pro t organizations or public agencies to either provide services, improve infrastructure/public facilities, or develop or preserve affordable housing within these cities or neighborhoods. DCD’s HCI Division also administers the Housing Opportunities for Persons with AIDS (HOPWA) funding program which also serves a vulnerable population. Contra Costa County | FY24-25 Recommended Budget Page 108 188 During FY 2022/23, CDBG-funded public service projects provided a wide range of social services to over 30,000 Urban County residents and households, including the homeless, mentally and physically disabled, seniors, victims of domestic violence, and other special needs populations. CDBG % of Total (CDBG) ESG % of Total (ESG) White 9,232 34.97% 1774 44.02% African American/Black 4,308 16.32% 1339 33.23% Asian 1,461 5.53% 92 2.28% Am. Ind./Native Alaskan 1,382 5.24% 352 8.73% Native Hawaiian/Pac. Islander 236 0.89% 77 1.91% American Indian/White 86 0.33% 57 1.41% Asian/White 39 0.15% 28 0.69% Af. American/White 195 0.74% 54 1.34% American Indian/Af. American 42 0.16% 20 0.50% Other 9416 35.67% 237 5.88% Total 26,397 4,030 Hispanic 5,236 19.84% 533 13.23% Not Hispanic 21,161 80.16% 3,497 86.77% Contra Costa County | FY24-25 Recommended Budget Page 109 189 DCD’s Economic Development of ce works across multiple agencies to ensure equitable economic opportunities for historically underserved communities and people of color. The County is preparing to develop a Just Transition Economic Revitalization Plan, and the communities closest to the re neries in Contra Costa County align with the State's impacted communities map and are the intended main bene ciaries of the planning effort that will go to improving the health and job opportunities for residents in these communities. Through partnership with the Workforce Development Board on Just Transition and business retention and attraction, economic growth promotes career growth, improved quality of life, and economic prosperity for underserved communities. Through small business ombudsperson services, businesses in the unincorporated county learn about grant programs and can access warm introductions to small-business-serving organizations that offer resources for investment and business growth. The Northern Waterfront Initiative established Priority Production Areas and pursues grants and infrastructure nancing districts to identify and prepare industrial lands for creation of jobs that are closer to more affordable housing. Contra Costa County | FY24-25 Recommended Budget Page 110 190 DCD’s Weatherization Program serves economically-disadvantaged populations in the unincorporated and incorporated areas of the county. Eligibility for Weatherization services is limited to low-income households. Most of the County’s Weatherization Program clients are considered vulnerable populations. The Weatherization Program provides energy ef ciency measures based on the needs of the dwellings, after an assessment, to ensure energy savings and comfort for the residents of the dwellings. Each client is treated with respect and provided the best service the Weatherization Program and its subcontractors can provide. If necessary, the Weatherization Program provides translators for clients. As it implements energy ef ciency programs through the Bay Area Regional Energy Network (BayREN), DCD has shifted more of its marketing and outreach efforts to impacted communities historically not served by these programs. DCD also worked with the nine-county BayREN membership to develop a BayREN Strategic Plan that includes an equity framework to focus more intently on equity priority communities. This includes offering Spanish language workshops and marketing materials in Contra Costa County. Addressing equity within DCD Contra Costa County | FY24-25 Recommended Budget Page 111 191 DCD formed an Equity and Inclusion Committee in 2020 composed of staff volunteers. The Committee produced a report in 2021-22 containing recommendations related to internal culture, customer service, and planning for more inclusive communities. Work to prioritize and implement recommendations is ongoing. The principle of just transition is that a healthy economy and a clean environment can and should co-exist. The process for achieving this vision should be a fair one that should not cost workers or community residents their health, environment, jobs, or economic assets. 1 Contra Costa County | FY24-25 Recommended Budget Page 112 192 Goals The Department's goals for FY24-25 are to: Improve customer service by implementing new technologies and procedural changes to increase responsiveness to customer inquiries and reduce application review times. Begin production of the Department of Energy Weatherization Assistance Program that was funded by the Bipartisan Infrastructure Law. Launch the Just Transition Economic Revitalization Plan by securing professional consultants, initiating the community outreach and engagement process, and commencing economic analyses. Continue developing a roadmap for constructing all-electric new buildings and converting existing buildings to operate solely on electricity, a key strategy for reducing greenhouse gas emissions from the built environment. Receive and implement an Energy Ef ciency Community Block Grant from the U.S. Department of Energy by focusing on energy ef ciency and weatherization retro ts for family daycare centers in impacted communities. Implement a pilot program in partnership with the City of Pinole that expands on the energy ef ciency programs provided through the Bay Area Regional Energy Network. Work with the Cities of Concord, Pittsburg, Antioch, and Oakley to develop the scope of work for the multi- jurisdictional Northern Waterfront Technical Assistance Project funded by the 2023 Priority Production Areas (PPAs) Pilot Grant Program, which will support planning for infrastructure improvements in the PPAs in the Northern Waterfront, including in Bay Point and Pacheco. Participate in MTC’s procurement of consultant services to deliver the scope of work. Provide administrative and other support services for the Green Empowerment Zone consistent with the State legislation AB 179 and the Budget Act of 2022. Review and revise the Surface Mining and Reclamation Ordinance in accordance with the new changes to the Surface Mining and Reclamation Act of 1975. Adopt revisions to the County’s Tree Preservation and Protection Ordinance to make it a more effective, ef cient tool for regulating impacts to signi cant resources. Allocate approximately $18 million dollars in federal, state, and local funds, including the Measure X Housing Fund, for the development of new, or preservation of existing, affordable housing units throughout the county. Outreach to new or smaller community-based organizations and developers to facilitate the development of programs, services, or affordable housing for lower-income or disadvantaged communities. Outreach to cities, other organizations and the public regarding the ve-year update to the County’s Consolidated Plan for administering federally-funded grant programs and development of a potential expenditure plan for the County associated with funds it may receive from the Bay Area Housing Finance Authority’s proposed bond measure. Complete the Envision Contra Costa update to the County’s General Plan and Climate Action Plan Update. As the next phase of the Envision Contra Costa process, prepare a report summarizing proposed comprehensive updates to the zoning code (Zoning Update Report), seek direction from the Board and initiate implementation of recommendations and begin updates to the Speci c Plans for various communities to achieve consistency with the newly-adopted General Plan. Implement Disposition and Development Agreements with developers for the Orbisonia Village transit-oriented development and Rodeo Senior Housing – Phase 2 Projects and position remaining Housing Successor assets for affordable housing development. Continue to market Surplus Housing Successor Properties for the development of affordable housing. In cooperation with the Contra Costa Transportation Authority, support the continued implementation of the Countywide Accessible Transportation Strategic Plan including oversight of Measure X fund expenditures, nal design and establishment/approval of the new Coordinated Entity. Assist the Board with its efforts to oppose the “Delta Conveyance Project,” a de novo single tunnel project to convey Sacramento River water under the Delta to the export pumps for use south of the Delta, proposed by the Department of Water Resources. Prepare a County Drought Resilience Plan and establish a Water Shortage Task Force pursuant to a new state law (SB 552) that requires all counties to improve drought and water shortage preparedness for state small water systems and domestic wells within a county’s jurisdiction. Prepare the Contra Costa Resilient Shoreline Plan pursuant to a state law (SB 272) that requires the County to develop a subregional sea level rise plan that includes actionable adaptation pathways to become more resilient to rising seas and ooding. Leverage grant funding opportunities with existing funding streams to provide improved parks, open space, habitat, bike and pedestrian improvements, accessible transportation services, and other capital facilities. Transition the Department’s Geographic Information System (GIS) to a more secure software solution and coordinate with state/regional agencies and county departments to update data and online mapping resources. Continue implementing the County’s Illegal Dumping Initiative in partnership with the District Attorney’s Of ce, Sherriff ’s Of ce, Health Services Department and Public Works Department. Contra Costa County | FY24-25 Recommended Budget Page 113 193 Continue implementing programs and services to reduce solid waste disposal and promote reuse and recycling in accordance with the Integrated Waste Management Act (AB 939), Short-Lived Climate Pollutant Reduction Strategy (SB 1383) and other applicable state laws, including dedicating resources to help collect and recover more recyclables and compostable materials from County facilities and enforcing mandatory commercial recycling and organics recovery requirements. Enhance and improve the Department’s website and social media presence to communicate more effectively with the public and make services more accessible. Attract and retain staff needed to provide adequate service levels to the public in an increasingly competitive job market. Provide training and career development opportunities to existing staff to expand their expertise and enhance the services provided by the department. Contra Costa County | FY24-25 Recommended Budget Page 114 194 Accomplishments The Conservation and Development Department is pleased to highlight these recent accomplishments: Hired additional staff in the Application and Permit Center and made other organizational changes to reduce wait times for permit applicants. Published the Draft Contra Costa County 2045 General Plan, Draft Climate Action Plan 2024 Update, and Draft Environmental Impact Report covering both documents. Adopted the 6 Cycle General Plan Housing Element, received certi cation by the California Department of Housing and Community Development, and adopted changes to General Plan land use designations and zoning for sites throughout the county to establish suf cient capacity for new housing to meet the County’s Regional Housing Needs Allocation. Received an award of $500,000 from the Metropolitan Transportation Commission for the 2023 Priority Production Areas (PPAs) Pilot Grant Program for the multi-jurisdictional Northern Waterfront Technical Assistance Project to support planning and infrastructure in the PPAs in the Northern Waterfront, including in Bay Point and Pacheco. This is supported by the Cities of Concord, Pittsburg, Antioch, and Oakley. Continued to support the Green Government Group (G3) Champions and the Interdepartmental Climate Action Task Force. The G3 Champions developed an Activity Guide to encourage County departments to support the County’s climate action goals. Increased staf ng in the Code Enforcement program, enabling the department to investigate and resolve an increased number of code enforcement cases. Implemented new state laws to streamline the permitting of new housing and installation of rooftop solar panels. Partnered with community-based organizations and other agencies to serve 188 low-income households through the Weatherization Program, improving the energy ef ciency, comfort, health, and safety of the homes served. Submitted multiple grant applications to the state, federal government, and foundations to support (1) planning for a resilient shoreline for Contra Costa County and (2) a community capacity-building initiative in Bay Point with a focus on climate action goals. Assisted in the establishment of the Board of Supervisors’ Contra Costa Resilient Shoreline Ad Hoc Committee and related staff work that focuses on sea level rise resilience and adaptation planning and implementation. Entered into an agreement to receive the federal appropriations earmark grant from the U.S. Department of Housing and Urban Development for the Just Transition Economic Revitalization Plan. Entered into an agreement with the Governor’s Of ce of Business and Economic Development (GO-Biz) to provide administrative and other support services for the Green Empowerment Zone. Facilitated support for the initial meetings of the Governing Board of the Green Empowerment Zone. Convened a Contra Costa Countywide Economic Development Forum with the economic development staff from the 19 cities, and state and county legislative staff, to coordinate and collaborate with featured presentations on current initiatives in economic development from Contra Costa County. Established permanent land use regulations prohibiting the development of additional distribution facilities in the North Richmond area to prevent the proliferation of those types of uses in the area. Adopted an ordinance to allow and regulate the establishment of new agritourism uses in agricultural areas of the county. Amended the Temporary Event Ordinance to address the proliferation of unregulated commercial events and to allow and regulate events associated with agritourism uses. Allocated over $28.4 million dollars for the production/preservation of 623 affordable housing units through federal and state nancing programs, including multifamily housing revenue tax-exempt bonds, HOME Investment Partnerships Act, Community Development Block Grant (CDBG), Housing Opportunities for Persons with AIDS, Measure X Housing Funds, In-Lieu Housing Funds, and various State of California grant programs. Provided over $2.8 million to over 80 local non-pro t service agencies serving low-income residents through the Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG), and the Keller Canyon Mitigation Fund. Completed the rst Notice of Funding Availability/Request for Proposals (NOFA/RFP) cycle for Measure X Housing Funds for affordable housing development projects and joint Measure X Housing Fund NOFA/RFP with the Health Services Department for homelessness prevention and homeless crisis response services. Facilitated Board adoption of the East Contra Costa Groundwater Sustainability Plan (ECC GSP), along with six other groundwater sustainability agencies, and the Department of Water Resources approved the ECC GSP on July 27, 2023. Collaborated with contracted developers of two Housing Successor sites, one in Bay Point (Orbisonia Village) and a senior housing development in Rodeo (LaLoma) on the nancing phase of the projects. Continued supporting the Contra Costa Transportation Authority in the implementation of the Accessible Transportation Strategic Plan (ATSP) including administering Measure X funds, initiating the rst program (Low Income Fare Equity) and the hiring of ATSP dedicated staff. Continued the development of County-sponsored AB 540 – Social Service Transportation Improvement (Wicks). th Contra Costa County | FY24-25 Recommended Budget Page 115 195 Continued, as the East Contra Costa County Habitat Conservancy, to manage land in the HCP/NCCP Preserve System and continued design of two large wetland restoration projects. The Conservancy also provided streamlined permit coverage for housing and infrastructure projects, providing a range of bene ts for the communities of East Contra Costa County. Contra Costa County | FY24-25 Recommended Budget Page 116 196 Operations Indicators Building Division FY 2021-2022 FY 2022-2023 Number of building permits issued 13,066 13,566 Number of construction inspections conducted 49,589 49,724 Number of code enforcement cases closed 1,063 1,904 Number of homes, multifamily units and businesses that received energy ef ciency services (BayREN retro ts and Weatherization improvements) 738 907 DCD has identi ed the following measures of performance. Current Planning Division*FY 2022-2023 Finalize 60% of applications received during the scal year for land use permits and development plans within one year 44% Finalize 60% of applications received during the scal year for variances and tree permits within six months 51% Finalize 60% of applications received during the scal year for Second Units (Accessory Dwelling Units) within 60 days 34% * NOTE: The time periods assessed are from the initial application submittal and include applicants’ time to respond to comments and submit a complete application. Housing & Community Improvement Division FY 2021-2022 FY 2022-2023 Perform on-site monitoring of 25% of funded programs to assure compliance with federal regulations and contract speci cations This will be implemented beginning in FY 2023-24 This will be implemented beginning in FY 2023-24 Number of affordable housing units constructed or rehabilitated 56 269 Amount of nancial assistance provided to development/preservation of affordable housing units Over $12.7 million of FY 2021/22 funds were allocated to the development or preservation of 283 affordable housing units Over $12.7 million of FY 2022/23 funds were allocated to the development or preservation of 459 affordable housing units Policy Planning Division CY 2022 CY 2023 Housing Successor: Number of properties sold/units developed 0 0 Transportation: Number of grant applications prepared and submitted 2 2 Advance Planning: Number of general plan amendments processed 5 1 East County Habitat Conservancy: Number of new acres preserved 79.8 0 Business Information Services and Solid Waste Division CY 2021 CY 2022 Contra Costa County | FY24-25 Recommended Budget Page 117 197 Solid Waste: Pounds Per Person Per Day (PPD) Disposed [Target = 3.9 or less, which is equivalent to 50% of waste diverted from land lls; the lower the PPD the higher the waste diversion.] 2.2 PPD 2.1 PPD Contra Costa County | FY24-25 Recommended Budget Page 118 198 County Counsel Thomas L. Geiger County Counsel For more information, call (925) 655-2200 or visit https://www.contracosta.ca.gov/1370/County-Counsel (https://www.contracosta.ca.gov/1370/County-Counsel) DEPARTMENT OVERVIEW Department Description The County Counsel’s Of ce is the civil legal advisor to the Board of Supervisors, the County Administrator, County elected of cials, County departments, boards and commissions, and various other public agencies in the county. The Of ce litigates civil and administrative cases and provides a wide range of other legal services to the Board, County departments, Board- governed special districts, authorities and agencies, the Contra Costa Local Agency Formation Commission (LAFCO), and the Civil Grand Jury. By fee contract, the County Counsel’s Of ce provides legal services to the County Superintendent of Schools, the County Board of Education, the Contra Costa County Schools Insurance Group, the Children and Family Services Commission (First Five), Contra Costa Resource Conservation District, and Delta Diablo, a sanitation district. Program Area Description General Law Division: Provides a full range of legal services necessary for the continued operation of County departments and special districts. These services include providing general government advice and representation in matters involving land use, labor and employment, nance, election law, property taxation, public works, construction and transportation, real property, technology, Public Records Act, open meeting laws, and con icts of interest. The Division also provides transactional services, such as reviewing, drafting, and negotiating contracts for services, real estate purchase agreements, leases, and construction documents. The Division also litigates administrative cases and federal and state civil court cases, except those where monetary damages are sought against the County. Juvenile Dependency/Conservatorship Division: Represents the Children and Family Services Bureau of the Employment and Human Services Department in all juvenile dependency proceedings; represents the Public Guardian in conservatorship proceedings involving persons disabled by mental illness and dementia; represents the Behavioral Health Services Division of the Health Services Department in Assisted Outpatient Treatment (Laura’s Law) and involuntary medication matters; and represents Contra Costa Regional Medical Center and John Muir Medical Center on writs of habeas corpus from psychiatric holds. Tort and Civil Rights Litigation Division: Defends claims and lawsuits where monetary damages are sought against the County, the Contra Costa County Fire Protection District, and their of cers and employees. The Division defends cases involving allegations of personal injury, property damage, and medical malpractice, as well as cases concerning employment matters and civil rights. Contra Costa County | FY24-25 Recommended Budget Page 119 199 Organizational Chart County Counsel is currently staffed by 56 full-time equivalent positions. The total is comprised of 37 attorneys and 19 staff support. Full-time Equivalent Employee (FTE) Summary FY23-24 Adopted FY24-25 Recommended Change 17 - COUNTY COUNSEL 56 56 0 County Counsel General Law Division Legal Services for County Departments and Special Districts Tort and Civil Rights Litigation Division Defense of Claims and Lawsuits against the County Juvenile Dependency/ Conservatorship Division Conservatorships, Laura's Law, Involuntary Medication Matters, Juvenile Dependency Contra Costa County | FY24-25 Recommended Budget Page 120 200 Expenditures Summary The summary re ects net expenditures totaling $9,859,647 for County Counsel. This amount includes expenditure transfers (charges for services) in the amount of $7,443,887, thus, gross costs for FY24-25 total $17,303,534. 9,859,647 $975,188 (10.98% vs. prior year) Expenditures by Expense Type The chart below re ects expense type as a percentage of net expenditures (including expenditure transfers). If re ected as a percentage of gross costs, salary and bene ts would re ect 87.4% of the total anticipated costs for FY24-25. The budget includes salary and bene t costs for 56 positions and include negotiated wage and bene t adjustments. Budgeted Expenditures by Expense Type Salaries And Benefits (153.5%)Salaries And Benefits (153.5%) Salaries And Benefits (153.5%) Services And Supplies (21.6%)Services And Supplies (21.6%) Services And Supplies (21.6%) Other Charges (0.5%)Other Charges (0.5%) Other Charges (0.5%) Contra Costa County | FY24-25 Recommended Budget Page 121 201 Budgeted and Historical Expenditures by Expense Type MillionsExpenditure Transfers Other Charges Services And Supplies Salaries And Benefits FY2023FY2024FY2025$-10 $-5 $0 $5 $10 $15 $20 Expense Objects Salaries And Bene ts $12,853,655 $14,588,352 $15,130,124 $541,772 3.7% Services And Supplies $1,007,474 $1,266,030 $2,126,810 $860,780 68% Other Charges $0 $40,302 $46,600 $6,298 15.6% Expenditure Transfers -$6,419,152 -$7,010,225 -$7,443,887 -$433,662 6.2% Total Expense Objects:$7,441,977 $8,884,459 $9,859,647 $975,188 11% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 122 202 Revenues Summary In addition to the expenditure transfers (cost transfers to other departments within the General Fund) of $7,443,887, County Counsel anticipates revenue of $6,852,493. Revenue is generated by charges to non-general fund clients (including Special Districts). Additionally, the Tort/Civil Rights Litigation division is 100% offset by charges to the General Liability Self-Insurance Fund. The Of ce is able to offset 83% of gross costs through charges for services. The remaining costs of $3,007,154 are funded by an allocation of general purpose revenue (net County cost) and re ect legal services to general fund County departments (including the County Administrator and Board of Supervisors). 9,859,647 $975,188 (10.98% vs. prior year) Revenues by Source Budgeted Revenues by Source MillionsGeneral Purpose Revenue Other Local Revenue FY2023FY2024FY2025$0 $10 $2.5 $5 $7.5 $12.5 Revenue Source Other Local Revenue Charges For Services $6,924,699 $6,549,368 $6,852,493 $303,125 4.6% Total Other Local Revenue:$6,924,699 $6,549,368 $6,852,493 $303,125 4.6% General Purpose Revenue $517,278 $2,335,091 $3,007,154 $672,063 28.8% Total General Purpose Revenue:$517,278 $2,335,091 $3,007,154 $672,063 28.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 123 203 Total Revenue Source:$7,441,977 $8,884,459 $9,859,647 $975,188 11% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Key Budget Updates The County Counsel’s Of ce, in its role as legal advisor to the County, maintains a staff of 37 attorneys and 19 support staff. Most costs are recoverable through charges for services. Costs for departments and programs whose legal services are supported by the general fund are offset by general purpose revenue. These General Fund clients include the following departments: Board of Supervisors, County Administrator, Sheriff-Coroner, Employment and Human Services, Human Resources, Clerk Recorder- Elections, District Attorney, Probation, Civil Grand Jury, Public Defender, Department of Information Technology, Merit Board, and Agriculture. The capacity of the Of ce to provide services to these clients in such matters as Public Records Act requests, employment, and contract review and administration, continues to be a signi cant challenge based on funding limitations. The FY24-25 recommended budget re ects gross expenditures of $17,303,534, the majority (87%) of which is for salary and bene t costs. This amount is partially offset by charges for legal services to County departments in the amount of $7,443,887. Revenue in the amount of $6,852,493 is anticipated from County departments in other funds and special districts. The balance of costs will be offset by a general purpose allocation (net County cost) of $3,007,154. County Counsel’s FY24-25 recommended budget increased by $975,188 over the FY23-24 Budget, re ecting increased salary and bene t costs as well as increases for interdepartmental charges for information technology, telecommunications, and general liability insurance. The increase is net of increased expenditure transfers (cost transfers to other County departments) of $433,662. Revenue increased by $303,125 and the resulting share of General-Purpose revenue increased by $672,063. The Of ce was able to address increased costs by applying adjustments to operating costs and moderate increases to fee-for-service clients and reviewing billable rates. There are no anticipated adverse programmatic, operational, or staf ng impacts on the FY 24-25 budget. It should be noted that in calendar year 2023, County Counsel attorneys worked 1,611 hours of uncompensated overtime - approximately the equivalent of three quarters of a full-time attorney. County Counsel is implementing a new document management system to replace the Of ce's separate timekeeping, calendaring, and case le management systems. The ProLaw Case Management system will be a single-integrated system that can simplify procedures and considerably decrease the time spent entering data into separate systems. The Of ce anticipates having the new system fully implemented by the end of 2024. To manage and support the new system, and to address other data management demands, the Of ce is requesting to eliminate a vacant Account Clerk-Advanced position and add one Information Systems Specialist I position. This action is anticipated to be cost-neutral. The FY24-25 Recommended Budget will provide the funding necessary for County Counsel to continue current operations and support the FY24-25 department goals and initiatives. Equity in Service Delivery The Of ce of the County Counsel provides legal services to the Board of Supervisors, County departments, boards and commissions, as well as other public agencies, and is committed to providing legal support to the Board and County departments as they implement their equity priorities. In scal year 2024-2025, the of ce will provide legal support to the Of ce of Racial Equity and Social Justice on open meeting laws as it establishes the County’s Lived Experience Advisory Board, and personnel advice as ORESJ increases its staf ng. Internally, the County Counsel’s Of ce is fully committed to diversity, equity, and inclusion by employing a workforce that re ects the diversity of the County as a whole, and by maintaining a work environment where everyone in the of ce is treated fairly and respectfully so they can fully contribute to the County’s success. To continue creating a diverse applicant pool of quali ed applicants in recruitments, the of ce will continue to include outreach efforts through at least 70 different legal job posting outlets, including law school career centers, professional organizations, and community-based organizations. As a Minimum Continuing Legal Education (MCLE) provider, the of ce is committed to providing in-house diversity, equity, and inclusion training. The of ce previously organized an MCLE presentation on implicit bias, and will look for opportunities to provide these educational opportunities to the of ce in scal year 2024-2025. Contra Costa County | FY24-25 Recommended Budget Page 124 204 Goals GOALS Tort and Civil Rights Litigation Division – Litigation Goals Resolve 80% of assigned cases with no liability ndings and no adverse verdicts or judgments against the County. Prevail, in whole or in part, on the majority of motions led by the Division. Handle 80% of litigation matters in house. General Law Division – Litigation Goals Resolve with a favorable outcome at least 75% of civil cases litigated by the Division. Resolve with a favorable outcome at least 80% of administrative proceedings before the California Civil Rights Department, the Equal Employment Opportunity Commission, and the Division of Labor Standards Enforcement. Resolve with a favorable outcome at least 75% of arbitrations, Merit Board appeals, and proceedings before the Public Employment Relations Board. General Law Division – Advisory Goals Respond to 90% of requests for approval of County standard form contracts within seven working days after receipt of request. Respond to 90% of written requests for services requiring contractual drafting or legal analysis within 30 days or within negotiated time targets, including extensions. Trainings – Goals To reduce litigation exposure and assist its clients, the Of ce provides training and instruction on a variety of topics, including con icts of interest, the Brown Act, the Public Records Act, contract preparation, and other substantive legal issues affecting various departments. The Of ce, as an MCLE provider, also provides MCLE trainings to its attorneys to ensure they receive complete and current information in relevant practice areas. The Of ce’s goal is to provide 30 training sessions in 2024. Case Management System Implementation In 2024, the Of ce plans to complete the replacement of its separate case le management, time keeping and calendaring systems with a single integrated case management system. Once fully integrated, the new system will simplify and considerably decrease the time spent entering data into separate systems. Contra Costa County | FY24-25 Recommended Budget Page 125 205 Accomplishments Ordinances. The Of ce drafted and reviewed 22 ordinances adopted by the Board in 2023, including ordinances requiring safe storage of rearms, regulating the sale and delivery of cannabis vaping products, establishing defensible space requirements for re protection, authorizing ministerial approval of urban lot-splits, establishing new requirements for accessory dwelling units, prohibiting parcel hubs and ful llment centers in North Richmond, and establishing regulations for special events. Land Use, Planning, Zoning and Housing. The Of ce advised the Department of Conservation and Development on issues related to the County’s 6 Cycle Housing Element, builder’s remedy issues, and building regulations. The Of ce also defended the County in several CEQA challenges, including cases involving a senior housing project near Heather Farms Park in the Walnut Creek area, a housing development near Danville and San Ramon, and re nery projects in Martinez and Rodeo. Transportation, Real Estate, and Infrastructure. The Of ce worked with the Public Works Department to negotiate and draft several agreements related to right of way acquisition and utility relocation for the Byron Highway Bridge Project, in East County. The Of ce also assisted Real Estate staff on issues connected with the purchase of property in San Pablo for a mental health urgent care facility and a therapeutic residential facility, and advised East Contra Costa Regional Fee and Financing Authority (ECCRFFA) staff on issues related to development of a comprehensive update to the ECCRFFA fee program that nances regional transportation improvements in East County. Delta Protection. The County continued its partnership with other Delta Counties in litigation challenging the Delta Conveyance Project approvals, including the Department of Water Resources’ authorization to issue bonds to nance project construction. Code Enforcement. The Of ce assisted the Department of Conservation and Development, Building Inspection Division with code enforcement at Anchor Marina on Bethel Island, and successfully defended litigation challenging the County’s abatement orders, resulting in the cleanup of an unpermitted, unsafe RV park and boat storage facility. Open Meetings. The Of ce provided legal advice and support to the Board and advisory body members on how to participate in meetings remotely under new Brown Act teleconferencing rules. Purchasing. The Of ce worked with the County Administrator’s Of ce to develop a new administrative bulletin adopted by the Board that addresses requirements for issuing purchase orders and entering into services contracts, and provided legal advice and support to staff from various departments on implementing the new procedures. Technology Agreements. The Of ce assisted County departments with drafting and negotiating complex information technology contracts, including contracts for countywide web hosting services, and a new case management system and prosecution data dashboard application for the District Attorney’s Of ce. Legislation. The Of ce worked with the County Administrator’s Of ce to draft legislation authorizing a three-year waste hauler pilot program to regulate the transportation of solid waste by commercial nonfranchise solid waste haulers. Head Start. The Of ce advised the Employment and Human Services Department’s Community Services Bureau, the County Administrator, and the Board of Supervisors on legal issues involving an audit and subsequent monitoring by the Administration of Children and Families over the County’s Head Start program. The Of ce provided legal guidance on governance, program, and scal matters that resulted in a positive outcome on the audit. Law Enforcement. The Of ce provided legal advice and support to the Sheriff ’s Of ce on its implementation of concealed carry rearms issues to comply with the U.S. Supreme Court decision in New York State Ri e & Pistol Association v. Bruen and subsequent California legislation, and provided legal guidance on the continued implementation of Senate Bill 2, pertaining to peace of cer certi cation. Labor Relations and Personnel. The Of ce provided legal advice and support to the Human Resources Department on the establishment of the new County Of ce of Racial Equity and Social Justice. The Of ce also assisted the County Administrator’s Of ce, the Labor Relations Division, Human Resources, and departments with labor relations and personnel matters, including providing advice on compliance with collective bargaining laws and procedures, which in 2023 included negotiations with all of the County’s safety groups and reviewing over 100 bargaining proposals. Communications. In conjunction with the Of ce of Communications and Media, the Of ce developed guidelines for County departments to follow in preparing for and responding to visits from individuals who enter County buildings to th Contra Costa County | FY24-25 Recommended Budget Page 126 206 lm, record, or photograph personnel and operations. The Of ce and the Of ce of Communications and Media also jointly developed an employee training on how to respond to these visits, and presented the training to County departments. Elections. The Of ce successfully defended the Election Division’s role in a pre-election challenge to a school district’s by- mail election on a parcel tax. The Of ce successfully opposed a taxpayer’s challenge to election procedures and materials, and his request to cross-examine county election of cials. The trial court’s denial of the taxpayer’s request for cross- examination and dismissal of the lawsuit was upheld on appeal. External Trainings. In 2023, the Of ce provided 44 trainings to County departments, the Grand Jury, and the County Of ce of Education on various topics. General Law Division attorneys provided 29 trainings, including trainings on the Brown Act open meeting law, the powers and duties of the Grand Jury, and the Public Records Act. Juvenile Dependency/Conservatorship Division attorneys provided 13 trainings, including trainings for social workers on assessing parentage of a child and reporting to the court, writing juvenile dependency petitions, and preparing for and testifying in court. Tort and Civil Rights Litigation Division attorneys provided a training on Americans with Disabilities Act best practices, and on California Drainage Law at the American Public Works Association’s 27 Annual Public Works Conference. Minimum Continuing Legal Education Trainings. The Of ce is a State Bar of California Minimum Continuing Legal Education (MCLE) provider. In 2023, the Of ce provided MCLE trainings on Healthcare Con dentiality Laws, covering privacy laws and addressing privacy issues unique to counties. The trainings covered areas such as mandatory versus permissible disclosures, disclosures to law enforcement and disclosures made pursuant to subpoenas and court orders. The Of ce also provided an MCLE training on the Americans with Disability Act and Fair Employment and Housing Act. The Of ce also hosted the Fall Child Welfare Conference of the County Counsels’ Association of California, and ve deputies from the Of ce’s Juvenile Dependency/Conservatorship Division presented at the conference. th Contra Costa County | FY24-25 Recommended Budget Page 127 207 Operations Indicators & Performance Measures Tort and Civil Rights Litigation Division – Performance Measures Files Resolved/Closed The Tort and Civil Rights Litigation Division resolved 100% of assigned cases with no liability ndings and no adverse verdicts or judgments against the County. The Division resolved 42 cases in 2023. Of these cases, the Division resolved 74% of assigned cases without any monetary payment, and 90% of the cases for $50,000 or less. Files resolved for $0: 31 Files resolved for under $10K: 2 Files resolved between $10K and $50K: 7 Files resolved for over $50K and up to $100K: 1 Files resolved for over $100K and up to $1M: 1 Files resolved for over $1M: 0 Files Opened The Division met its goal of handling at least 80% of litigation matters in house. In 2023, only 4 of the 59 cases opened (7%) were assigned to outside counsel. Civil Rights Cases Opened: 18 Employment Cases Opened: 4 Medical Malpractice Cases Opened: 2 Dangerous Condition Cases Opened: 11 Other Cases Opened: 24 Motions The Division met its goal of prevailing, in whole or in part, on the majority of motions led by the Division in 2023. The Division initiated 73 motions in 2023. Of these motions, 73% were granted in whole or in part or resulted in a dismissal of the case. General Law Division – Litigation Performance Measures The Division resolved 49 civil cases in 2023. Of these cases, 100% resulted in an outcome favorable to the client. The Division resolved 15 administrative proceedings before the California Civil Rights Department, the Equal Employment Opportunity Commission, and the Division of Labor Standards Enforcement in 2023. Of these administrative proceedings, 100% resulted in an outcome favorable to the client. The Division resolved 28 arbitrations, Merit Board appeals, and proceedings before the Public Employment Relations Board in 2023. Of these administrative proceedings, 96% resulted in an outcome favorable to the client. General Law Division – Advisory Performance Measures In 2023, the General Law Division reviewed 1,256 standard form contracts for approval as to form. The Division responded to 98% of requests for approval within seven working days after receipt of request. The General Law Division provided 872 responses to written requests for complex transactional and advisory services. The Division responded to 99% of these requests within 30 days or within negotiated time targets. The Division opened 64 new court cases and 59 new administrative cases in 2023. Juvenile Dependency/Conservatorship Division – Workload In 2023, the Juvenile Dependency/Conservatorship Division opened 285 new cases. Contra Costa County | FY24-25 Recommended Budget Page 128 208 The Division appeared in 533 dependency contests in juvenile court. The Division led 27 responsive briefs with the Court of Appeal on corresponding dependency appeals, resulting in all matters being af rmed on the merits. The Division made 874 court appearances in conservatorship proceedings, involuntary medication hearings and other matters. The Division led 27 responsive briefs on LPS conservatorship appeals. Service Hours In 2023, attorneys in the Of ce worked a total of 1,611 hours of overtime. Contra Costa County | FY24-25 Recommended Budget Page 129 209 County Administrator Monica Nino County Administrator For more information, call (925) 655-2075 or visit County Administrator's Of ce | Contra Costa County, CA Of cial Website. (https://www.contracosta.ca.gov/94/County-Administration) Department Description The County Administrator is a Board appointed position that is responsible for directing and coordinating the operations of all departments over which the Board exercises control. The County Administrator serves both the legislative and executive functions of the Board by providing analysis and recommendations to guide the Board’s policy development. The County Administrator’s Of ce implements the policy direction of the Board of Supervisors and serves the public by collaboratively leading and supporting the County organization. Program Area Descriptions General Administration executes Board direction, provides executive-level guidance, and serves as the Department’s administrative services hub for all programs within the County Administrator’s Of ce. Staff are responsible for producing and monitoring the County budget, developing scal plans, staf ng the Board of Supervisors and its committee meetings, analyzing proposals, and providing recommendations to the Board of Supervisors to support alignment with Board policies and effective and ef cient use of County resources. The Board committees and advisory bodies for which CAO staff provides support include: Family and Human Services, Finance, Internal Operations, Legislation, Measure X Community Advisory Board, Measure X Community Fiscal Oversight Committee, Contra Costa Commission for Women and Girls, and Public Protection. Legislative Services develops and manages the County’s legislative platforms to respond to state and federal actions that could impact the County of Contra Costa. In coordination with state and federal advocacy consultants and in collaboration with Department staff countywide, CAO staff track and monitor state and federal legislation and provide timely updates to the Board. Law and Justice Information Systems (LJIS) Planning and Development provides administration, planning, and coordination of data systems and networks that affect and support the entire County justice system, including case management systems for the District Attorney, Public Defender, and Probation Departments, the countywide Automated Warrant System, and the All County Criminal Justice Information Network (ACCJIN). Labor Relations manages the collective bargaining process, investigates grievances, and provides training and counseling to managers and employees, as well as problem resolution. Of ce of Communications & Media supports countywide centralized communications under one cohesive strategy to enhance and improve information services to the community through proactive communications. OCM also administers cable franchises and community access television (known as CCTV). Clerk of the Board provides staff support to the Board of Supervisors by recording and compiling the actions of the Board taken in open session; maintains the of cial records; prepares the weekly agenda and summary; provides staff support to the Assessment Appeals Board; and maintains the roster of various boards and committees. Contra Costa County | FY24-25 Recommended Budget Page 130 210 Organizational Chart The County Administrator's Of ce is budgeted for 45 full-time equivalent positions. FY23-24 Adopted FY24-25 Recommended Change 03 - COUNTY ADMINISTRATOR 45 45 0 County Administrator General Administration Budget, Legislative Services Labor Relations Of ce of Communications & Media Clerk of the Board Law and Justice Information Systems Expenditures Summary 16,021,425 $1,310,318 (8.91% vs. prior year) Expenditures by Expense Type The County Administrator expenditures for FY24-25 will increase by a total of $1,310,318 with $241,867 of the increase associated with the Clerk of the Board division, $1,071,962 for the County Administrator's Of ce, and -$3,511 for the Law and Justice Information Systems division. Salaries And Bene ts expenditures will increase by $587,706, or 5.9%, to $10,467,111 in FY24-25 owing to scheduled compensation increases. Services And Supplies expenditures will increase by $697,924, or 13.7%, to $5,802,082 owing to information technology charges and professional service contracts. Other Charges expenditures will increase by $11,956 for the County Administrator Of ce's allocation of general liability costs. Expenditure Transfers will decrease by $12,732 due to reduced inter-departmental charge estimates. Contra Costa County | FY24-25 Recommended Budget Page 131 211 Budgeted and Historical Expenditures by Expense Type MillionsExpenditure Transfers Fixed Assets Other Charges Services And Supplies Salaries And Benefits FY2023FY2024FY2025$0 $5 $10 $15 $-5 $20 Expense Objects Salaries And Bene ts $8,235,371 $9,879,405 $10,467,111 $587,706 5.9% Services And Supplies $3,936,897 $5,104,158 $5,802,082 $697,924 13.7% Other Charges $10,411 $27,651 $39,607 $11,956 43.2% Expenditure Transfers -$621,103 -$300,107 -$287,375 $12,732 -4.2% Fixed Assets $117,497 $0 $0 $0 0% Total Expense Objects:$11,679,073 $14,711,107 $16,021,425 $1,310,318 8.9% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary 16 ,021,425 $50,318 (0.32% vs. prior year) Revenues by Source Contra Costa County | FY24-25 Recommended Budget Page 132 212 Budgeted Revenues by Source MillionsOther Local Revenue General Purpose Revenue FY2023FY2024FY2025$0 $2.5 $5 $7.5 $10 $12.5 $15 $17.5 Revenue Source Other Local Revenue License/Permit/Franchises $888,383 $1,178,357 $1,253,111 $74,754 6.3% Intergovernmental Revenue $35,540 $21,000 $21,000 $0 0% Charges For Services $1,488,977 $1,296,511 $1,361,623 $65,112 5% Miscellaneous Revenue $256,285 $361,000 $361,000 $0 0% Total Other Local Revenue:$2,669,185 $2,856,868 $2,996,734 $139,866 4.9% General Purpose Revenue General Purpose Revenue $9,009,888 $13,114,239 $13,024,691 -$89,548 -0.7% Total General Purpose Revenue:$9,009,888 $13,114,239 $13,024,691 -$89,548 -0.7% Total Revenue Source:$11,679,073 $15,971,107 $16,021,425 $50,318 0.3% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 133 213 Key Budget Updates The County Administrator proposed budget for FY24-25 fully funds its operational requirements, which include General Administration, Labor Relations, the Of ce of Communications & Media, Law and Justice Information Systems Planning and Development, and the Clerk of the Board. The FY24-25 general purpose revenue allocation (net County cost) for the County Administrator budget is increased by $1,170,452 from FY23-24. The increase derives primarily from increasing expenditures of Salaries And Bene ts ($587,706) and Services And Supplies ($697,924). The FY24-25 Recommended Budget will permit the County Administrator's Of ce to continue current operations, with enhanced administration of the Measure X program, and funding for additional technology support for County boards, commissions, and committees. Equity in Service Delivery The County Administrator will continue to support and advance the Board of Supervisors' goal of improving the quality of life for Contra Costa County residents through diverse, equitable, inclusive, and accessible programs and services. In FY24-25, the Of ce will primarily focus on equity in service in the following areas: Objective: Continued support of language access programs for Board of Supervisors meetings, including advisory committees as directed. Coordinate scheduling for language access support for meetings of the Board of Supervisors. Assist departments with vendor-provided language access services for advisory committees as directed by the Board. Objective: Facilitate update of the County’s Small Business Enterprise and Outreach program as directed by the Board of Supervisors. Assist the Public Works Purchasing Services Division and the Equal Employment Opportunity Of cer in consolidating existing policy and making recommendations for modernization. Support presentation to the Internal Operations Committee for public discussion and solicit feedback from the Committee. List on Board of Supervisors’ agenda for nal adoption. Objective: Support the ongoing efforts of the Board of Supervisors to allocate approximately $120M annually in Measure X sales tax funds to a broad range of services and resources to increase equity. Provide staf ng support to the Measure X Community Advisory Board to enable them to meet monthly and develop their recommendations for community-informed, equity-driven priorities for utilizing Measure X funding. Coordinate Spanish language translation and American Sign Language interpretation services for each Measure X Community Advisory Board meeting to further access, inclusion and participation in the decision-making process. Assist with outreach for recruitments to enable representation of diverse communities and perspectives on the Measure X Community Advisory Board and the Measure X Community Fiscal Oversight Committee. Contra Costa County | FY24-25 Recommended Budget Page 134 214 Goals Goal #1: Effectively and ef ciently complete the hiring process of Department Head positions when vacant. Measurement: Complete the hiring process of Department Head positions within a period of four months. Goal #2: Improve the annual budget online document, increasing public access and content clarity. Measurement: Completion of the digital version of the annual budget book and receipt of GFOA Distinguished Budget award for the year. Goal #3: Resolution of the outstanding FEMA claims related to COVID-19. Measurement: Reimbursement has been received and/or staff receive information on the status of funds not received. Goal #4: Develop a plan and deploy new technologies that enhance customer services and County practices. Measurement: County Administrator staff are trained on new county-wide applications, and enhancements to the Workday nance system have been rolled out to improve user experience. Goal #5: Expand the use of the Government Speak podcast, developed by the Of ce of Communications & Media. Measurement: Five departments representing a variety of County services participate. Goal #6: Participate in and provide leadership on the Homelessness Steering Committee. Measurement: Facilitator hired and strategic plan developed. Goal #7: Provide labor relations training to Department managers and supervisors. Measurement: Five training sessions have been conducted with County departments. Goal #8: Expand countywide use of agenda management system, Legistar. Measurement: All Board appointed advisory bodies are using Legistar. Goal #9: Support the establishment of the Of ce of Racial Equity and Social Justice (ORESJ). Measurement: Complete the hiring process for the proposed staf ng of the ORESJ. Contra Costa County | FY24-25 Recommended Budget Page 135 215 Accomplishments Successfully modernized the presentation of the scal year 2023-24 Recommended Budget using the ClearGov online budget presentation platform. The Government Finance Of cers' Association (GFOA) reviewed the scal year 2023-24 Recommended Budget in its new format and again awarded the County with the Distinguished Budget Presentation Award. Successfully led recruitments for the following critical vacancies: Public Works Director and Animal Services Director. Continued to administer the countywide cost recovery for COVID-19, including federal grant programs totaling approximately $765 million, including the Coronavirus Relief Fund ($227 million), the Emergency Rental Assistance Program ($232 million), the Coronavirus State and Local Recovery Fund ($224 million), and FEMA Public Assistance reimbursement program (estimated at $82 million). Continued providing staff support to the Measure X Community Advisory Board (MXCAB), ultimately leading to the Board of Supervisors allocating $118.2 million in ongoing funding for scal year 2023-24 and $156.9 million in one-time funding in scal year 2021-22. Administered on behalf of the Board of Supervisors, the $2 million Measure X Innovation Fund, a competitive grant process for county community-based organizations to invigorate innovative public service projects. CAO provided process design and coordination, competitive recruitment, staff to an independent rating panel, contract negotiation and administration, and periodic public reports and recommendations. Continued providing project oversight of the design/build entity secured to demolish the retired County Administration and jail buildings located on Pine Street in downtown Martinez and construct a new 60,000 square foot (80 parking spaces and 40,000 square feet of ce space) three-story County of ce building and community plaza, which will include historical markers honoring the old jail facility and its history. This project will complete the County Administration Campus in downtown Martinez and is anticipated to be completed by April 2024. Staffed an Arts Council Steering Committee, delivered an “Arts & Culture Master Plan for Contra Costa County,” and conducted a procurement process for arts council services being provided by ARTSCCC, a scally-sponsored project of Independent Arts & Media. Successfully implemented a new agenda management system, Legistar, and activated digital signage and public kiosk for enhanced public access. Of ce of Communications & Media successfully updated the County's social media policy, in partnership with County departments, to re ect the current social media landscape. Implemented, in concert with the Probation and District Attorney departments, the Tyler Supervision case management system for Probation, and the Juvenile module of the Prosecutor by Karpel case management system for the District Attorney. CAO provided project management, planning, and contract administration for the two projects. Completed a holistic review and comprehensive update to the County Ordinance Code sections related to emergency operations, including Chapter 42-2 “Disaster Council and Emergency Services” and Chapter 42-4 “Continuity of Government.” Both sections had not been updated in over 20 years. Continued project to update decades-old Administrative Bulletins, including completion of the following: Administrative Bulletin 600.3 Purchasing Administrative Bulletin 413 40-Hour Sick Leave Policy Administrative Bulletin 137 Holiday Policy Administrative Bulletin 106 Board of Supervisors Hosted Commemorative Events Sponsored and successfully advocated for a bill that was signed into law by Governor Newsom: AB 592 (Wilson) Illegal Dumping. Advanced four federal Community Project Funding requests which were included in the FY 2024 federal budget: “Knightsen Wetland Restoration” ($150k); “Concord Shelter and Service Center Roo ng Project” ($1.4M); “San Pablo Avenue Complete Street/Bay Trail Gap Closure” ($1M); and “Underserved and Unserved Survivors from Unsolved Shootings” ($963k). Contra Costa County | FY24-25 Recommended Budget Page 136 216 Department of Information Technology Marc Shorr Chief Information Of cer For more information, call (925) 313-1200 or visit https://www.contracosta.ca.gov/195/Information-Technology (https://www.contracosta.ca.gov/195/Information-Technology). The Contra Costa County Department of Information Technology is committed to advancing the success of the County’s employees, partners, and residents by providing leadership, innovative and scalable solutions that create a foundation for joint problem solving and collaboration. DEPARTMENT OVERVIEW The Department of Information Technology (DoIT) is a comprehensive technology organization committed to employing innovative technology solutions that allow County departments the capability to better serve the residents of Contra Costa County. DoIT supports the County through its organizational divisions of Administration, Enterprise Systems, Technical Services, Information Security, and Telecommunications. Administration / Accounting Division provides overall direction, management, and vision for the Department through strategic planning, accounting, payroll, purchasing, equitable cost recovery, budget preparation, personnel, employee relations, occupational health, facilities, and special projects. Enterprise Systems Division supports a comprehensive portfolio of specialized technical services including PeopleSoft, Law & Justice, Geographic Information Systems, and Database Administration. This Division also maintains a wide variety of enterprise and departmental applications for the County, in addition to de ning business requirements, systems analysis, custom application development, and project management services for County departments. Technical Services Division provides enterprise support for County Operations. This includes Wide Area Network, Customer Care-Helpdesk, and Endpoint Services. Additionally, the Division maintains the County’s primary Datacenter, manages the County’s mainframe and end user device technologies, and supports specialized systems used by departments. Information Security Division provides coordination and oversight of the County’s information security, and is responsible for strategic direction and assurance to best practices. This Division provides security awareness for County employees, cyber intelligence, vulnerability management for County systems, advanced endpoint protection, con guration, and data access oversight. Telecommunications Division operates, maintains, and manages the County’s communications systems including telephone, voicemail, microwave and the multi-County East Bay Regional Communications (public safety radio) P25 System. This Division provides installation and maintenance of radio systems for public safety agencies, special districts, medical facilities, and cities. Geographic Information Systems (GIS) specializes in design and development of dynamic spatial applications customized to meet the analytical, communication, and data management needs. GIS leverages and integrates spatial technologies and data-driven mapping services for the County, cities, and special districts. It provides 24/7 staf ng support for the Sheriff ’s Of ce Emergency Operations Center, and manages a multi-platform Enterprise that encourages project collaboration, facilitates data hosting and sharing, and supports public outreach. Contra Costa County | FY24-25 Recommended Budget Page 137 217 Organizational Chart The Department of Information Technology (DoIT) is currently budgeted for 101 full-time equivalent (FTE) positions. The FY24-25 Recommended Budget includes the deletion of three (3) FTE positions and the request to add 11 FTE positions to support a department reorganization, transition of contracted positions into full-time staff across various divisions, and to increase customer service. The net result is eight (8) FTE additions for a total of 109 FTE. FTE Summary FY23-24 Adopted FY24-25 Recommended Change 06 - INFORMATION TECHNOLOGY FTE - Allocated Positions (FTE)101 109 8 DoIT Chief Information Of cer Technical Services Network Endpoint Services, Infrastructure, Information Technology Customer Operations Telecommunications & Radio Telecommunications, Communications Equipment Materials, Clerical Enterprise Systems Enterprise Systems Geographic Info Systems Information Security Administration Services Contra Costa County | FY24-25 Recommended Budget Page 138 218 Expenditures Summary Salaries and Bene ts represent 32% of the Department's FY24-25 Recommended Budget (excluding expenditure transfers), providing funding for 109 FTE positions. Of the $23 million (297%) expenditure increase when compared to FY23-24, only $1.5 million is attributed to increases to Salaries and Bene ts. Included in Services and Supplies is a $5.2 million increase for special information technology projects, formerly known as "Venture Capital," to build, purchase, or signi cantly update technologies to create measurable improvements to County operations and service delivery. Most notably, expenditure transfers (negative expenditures) decreased by $14 million in lieu of an increase in revenues by realigning funding sources to enhance accuracy in accounting practices. 31,005,330 $23,194,257 (296.94% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsExpenditure Transfers Fixed Assets Other Charges Salaries And Benefits Services And Supplies FY2023FY2024FY2025$0 $-50 $-25 $25 $50 $75 Contra Costa County | FY24-25 Recommended Budget Page 139 219 Expense Objects Salaries And Bene ts $13,724,499 $17,622,477 $19,151,187 $1,528,710 8.7% Services And Supplies $27,420,563 $31,420,709 $38,663,682 $7,242,973 23.1% Other Charges $1,055,890 $1,694,214 $1,717,409 $23,195 1.4% Expenditure Transfers -$29,692,582 -$43,215,327 -$28,934,248 $14,281,079 -33% Fixed Assets $1,137,973 $289,000 $407,300 $118,300 40.9% Total Expense Objects:$13,646,343 $7,811,073 $31,005,330 $23,194,257 296.9% NameName FY2023 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adopted Budget FY2025 Recommended Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary The Department of Information Technology offsets the costs of operations through charges to customers. The FY24-25 Recommended Budget includes total revenue of $25,795,330 for the Department primarily through these charges. A General Purpose Revenue allocation (net County cost) of $5,210,000 is included to fund speci cally approved information technology projects (formerly known as Venture Capital). The increased revenue of $23 million (297%) when compared to FY23-24 is the result of a comprehensive review the Department conducted when establishing their rates for both non-general fund and general fund departments to enhance transparency and accountability in the budget processes. By incorporating precise estimates into the corresponding revenue categories, accurate alignment of expenditure transfers and revenue accounts resulted in the notable 297% adjustment. 31,005,330 $23,194,257 (296.94% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 140 220 Revenues by Source Budgeted Revenues by Source MillionsGeneral Purpose Revenue Other Local Revenue FY2023FY2024FY2025$0 $5 $10 $15 $20 $25 $30 $35 Revenue Source Other Local Revenue $8,167,327 $7,283,419 $25,795,330 $18,511,911 254.2% General Purpose Revenue $5,479,016 $527,654 $5,210,000 $4,682,346 887.4% Total Revenue Source:$13,646,343 $7,811,073 $31,005,330 $23,194,257 296.9% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Equity in Service Delivery DoIT is committed to budget equity. It is evident in the Department's proactive approach to sourcing from Small Business Enterprise (SBE) vendors and prioritizing local, women, and minority-owned businesses. Fostering diversity and inclusivity is important not only in procurement practices, but also in hiring initiatives. By reaching out to veterans, engaging with community colleges, and collaborating with other departments to understand and support their equity goals, DoIT is actively working toward creating a more inclusive and representative environment. Through these efforts, DoIT aims to not only achieve budget equity but also contribute to the broader goals of social and economic equality within the community. Contra Costa County | FY24-25 Recommended Budget Page 141 221 Key Budget Updates The Department of Information Technology’s (DoIT) activities encompass countywide information security, desktop and network services, systems and programming, and telecommunications - including the East Bay Regional Communications Public Safety Radio System (EBRCS). All costs, except for a General Purpose Revenue allocation (net County cost) of $5.2 million for seven (7) information technology projects approved through the budget development process, are funded by charges to County departments based on direct charges for service or allocation. Where a countywide allocation is appropriate, the charge for the speci c function is calculated based on the Departments' proportional number of lled FTE positions. Functions charged using this methodology include security, network endpoint services, wide area network, geographic information systems (GIS), and payroll infrastructure. The complete charge for the Peoplesoft application within the payroll structure is newly allocated this year with the FTE model and greatly reduces the expenditures previously re ected in the Auditor- Controller ($982,020), Human Resources ($786,135), and County Administrator ($45,852) Departments. The Recommended Budget of $60 million for FY24-25 is a $9 million increase from FY23-24. In addition to cost increases for hardware, software, licenses, and personnel, various programs and licenses, the inclusion of special information technology projects, formerly known as "Venture Capital" in the Department's Recommended Budget is a new element. The Department is proposing to add 11 positions as part of the Recommended Budget. The requested positions will better align the staff to the evolving landscape of technology and ensure they have the resources and expertise to meet emerging challenges. Including the deletion of three (3) positions, there is a proposed net addition of eight (8) FTE positions. Additionally, ve (5) FTE are anticipated to be vacated through attrition, and deleted during the scal year. Offsetting the Salaries and Bene ts costs are a $1 million reduction to contracted staf ng, and a $1,794,000 vacancy factor. Goals The Department of Information Technology will focus on completing the following goals and initiatives for FY24-25. Telecommunications & Radio Division Goal 1: Upgrade the Regional Medical Centers communications system to current technology for enhanced functionality and improved resilience. Goal 2: Enhance the resiliency of the County’s Wide Area Network by installing wireless technology to provide secondary communications capabilities. Goal 3: Upgrade existing security cameras at the County’s radio communications tower sites to current technology for improved resolution and capabilities. Cybersecurity Division Goal 4: Implement 24x7 monitoring and protection of the County’s data network to detect and mitigate cybersecurity threats. Goal 5: Continue to work with departments to enhance cybersecurity standards and practices throughout the County. Goal 6: Continue to work with departments to ensure cybersecurity tools are deployed on all County systems where needed. Enterprise Systems Goal 7: Upgrade the Kronos Timekeeping system to the most current version. Goal 8: Continue to migrate the County ESRI GIS platform to a cloud hosted platform. Goal 9: Develop a migration plan with clear objectives, timelines, and budgetary considerations. Goal 10: Upgrade end-of-life database servers to current technology. Goal 11: Develop a strategy on how best to incorporate arti cial intelligence within the County to improve ef ciencies and capabilities of County systems. Technical Services Goal 12: Relocate the County’s primary data-center to a more modern and secure location. Goal 13: Continue to upgrade end-of-life equipment in the Wide Area Network to ensure stability and security of the County’s network. Goal 14: Implement a private cloud platform to provide County departments a more cost-effective and stable environment to host their applications. Contra Costa County | FY24-25 Recommended Budget Page 142 222 Accomplishments DoIT continued to support and implement a broad portfolio of technology and business process innovations. Highlighted below are some of the accomplishments during FY23-24. Telecommunications & Radio Division Completed the conversion of the East Bay Regional Communications System (EBRCS) radio communications system to Multi-Protocol Label Switching (MPLS) technology to provide greater stability and high availability capabilities to nine (9) EBRCS radio communication tower sites. Completed the upgrade of the County’s Microwave Communications System to current technology levels by upgrading 13 radio communications sites from previously end-of-life microwave equipment to current public safety grade microwave communications equipment. Partnered with Health Services Department to bring two (2) County Home Key facilities online. Information Security Division Drafted a revised Countywide Security Policy. Expanded the County’s managed cyber monitoring, detection, and response services to ensure organization-wide coverage. Established a formal vulnerability management program to identify and collaboratively remediate risk across the organization. Expanded the email security program to ensure Countywide protection from email-based threats. Recruited additional staff to the County’s Information Security Team to re ect the growing risks and importance of organization-wide focus. Established a disaster recovery technology and partnered with operational teams to coordinate disaster recovery locations, technologies, and processes. Enterprise Systems Integrated new features into the Payroll Timekeeping system to improve accuracy and eliminate the need for manual processing. Updated County Enterprise Peoplesoft HRMS system to improve the onboarding process, recruiting efforts, and manager self- service capabilities. Continued to modernize the County’s legacy mainframe environment, completed two (2) migrations of mainframe applications to SaaS cloud solution for improved security and accessibility. Continued to expand the use of Laser che for Enterprise Document Management. The GIS Team partnered with Health Services Department in collecting accurate data for homeless operations Point-In-Time (PIT) 2023 Count Survey. Technical Services Entered into a managed services agreement to enhance support for the County’s critical Wide Area Network infrastructure including providing 24-hour network support to County departments. Improved the security of the County’s internet access by implementing new state-of- the-art rewalls. Completed the upgrade to the County core network devices that resulted in the increase of the County’s internet bandwidth from 1GB to a maximum of 10GB. Contra Costa County | FY24-25 Recommended Budget Page 143 223 Performance Measures ValuesDoIT Workload 4,1144,114 4,114 4,6974,697 4,697 2,3322,332 2,332 4,0654,065 4,065 1,0041,004 1,004 1,6551,655 1,655 557557 557 1,1041,104 1,104 524524 524 6161 61 1,3281,328 1,328 Service Desk (First Call Resolution) Nework / Endpoint Servces (NES) Telecommunications / Radio Enterprise Systems Wide Area Network Operations FY22-23 FY23-24 0 1,000 2,000 3,000 4,000 5,000 DoIT implemented a new work order ticketing system in FY22-23. The data represents the workorders and security activity entered into the system from July 1, 2022, through February 9, 2024. Note the signi cant increases in several data points: Network Endpoint Services (NES) workload increased due a number of factors including signi cant work in improving security by implementing single sign-on for County applications, improving security in the County’s MS 365 platform, expanding the deployment of security software across County departments, and a general increase in demand for NES services by County departments. Telecommunications/Radio workload increased due to completion of microwave communications system, increased maintenance at radio sites due to weather-related issues, increased number of structure cabling needs for renovations and department relocations, and increased number of phones being converted from legacy PBX systems to VoIP systems. Enterprise Systems workload increased due to work related to PeopleSoft upgrades, increases in support for the Land Information System (LIS) and CALSAWS, and an increase in demand for GIS services. Operations workload estimate in FY23-24 is a more accurate representation of the Operations group having fully completed the onboarding onto the ticketing system. Information Security FY22-23 FY23-24 Bulk SPAM Blocked 1,368,885 2,068,576 Threats Mitigated (virus/malware/imposter)509,355 547,118 Targeted Attack Prevention Effectiveness Rating 99.7%96.6% Targeted Attack Prevention Effectiveness: 96.6% 96.6%96.6% 96.6% Contra Costa County | FY24-25 Recommended Budget Page 144 224 General Purpose Revenue: Recommended IT Projects For the FY24-25 budget development cycle, the County introduced a more formal process to submit proposals for information technology (IT) projects (formerly known as Venture Capital). As part of this process, the County Administrator’s Of ce and DoIT reviewed the requests together and determined the recommendations. The shared criteria used for review was driven by the following questions. Does the proposed project provide good value to: Maintain critical IT infrastructure, increase cybersecurity, spur innovation, increase operating ef ciencies, and improve service delivery? Bene t the County as a whole or multiple departments (i.e. enterprise wide projects and services)? Promote County priorities such as increasing equity and access? Conform to County policies and standards? Of the 22 IT project proposals received from departments this budget cycle, seven (7) projects were approved from the General Fund for a one-time total of $5.21 million. The approved projects will help modernize and protect the County’s information technology infrastructure and encourage innovation to improve services. Two (2) projects for departments with self-supporting one-time funds were also approved, including $13,785 for the Library to expand branch hours on Sundays, and $275,000 for Conservation and Development to improve technology to facilitate hybrid meetings in its public meeting space. The FY24-25 Recommended Budget for IT Projects is listed below. Department Project Title Project Type General Fund Self- supporting Fund DoIT Wide Area Network Equipment Upgrades Network Infrastructure $ 1,900,000 DoIT Enterprise Private Cloud Network Infrastructure $ 1,185,000 DoIT Data Center Fire Suppression Replacement Network Infrastructure $ 575,000 DoIT Assessor Mainframe LIS System Cloud Migration Network Infrastructure $ 300,000 DoIT Hilltop Security Cameras Replacement Security $ 350,000 DoIT Arti cial Intelligence Incubator Digitization $ 500,000 Sheriff's Of ce Network Infrastructure Upgrade Network Infrastructure $ 400,000 Library Self-Service Sunday Open Hours Customer Service Enhancement $ 13,758 Conservation & Development Public Meeting Room Technology Upgrade Network Infrastructure $ 275,000 Totals $ 5,210,000 $ 288,758 Contra Costa County | FY24-25 Recommended Budget Page 145 225 General County DEPARTMENT OVERVIEW Local Agency Formation Commission (LAFCo) encourages orderly formation and development of local government agencies and approves, amends, or disapproves applications to create new cities or special districts, or modify the boundaries of existing agencies. Management Information Systems provides funding for critical automation projects which have no other funding source, including the County Budget System and the County Finance System replacement project. Employee/Retiree Bene ts provides funding for retiree health costs for certain retirees from former County departments, and retirees from the Superior Court prior to reorganizing under the State of California's jurisdiction. Economic Promotion supports the arts and culture throughout the county by funding the development of an arts council for the county and the Northeast Antioch Joint Powers Agreement (JPA). Crockett / Rodeo Revenues account for expenditure of the property tax increment from the co-generation facility in Crockett and the Ultra-Low Sulfur Diesel Fuel Project at the Philips 66 Rodeo facility (previously the Reformulated Gasoline Project), for both capital and program uses. The Crockett Cogeneration allocation is split with 43% transferred to the Crockett Community Foundation to be spent on various community bene t programs, including additional hours for the Crockett Library, capital improvements for the Crockett Community Foundation and capital equipment for the Crockett Carquinez Fire Department. The remaining 57% is transferred to the Sheriff ’s Of ce for police services in the community of Crockett (based on the December 12, 1995 action by the County Board of Supervisors). The Philips 66 – Ultra-Low Sulfur Diesel Fuel Project allocation (based on the April 19, 2005 action by the County Board of Supervisors) stipulates that approximately $60,000 be allocated annually for projects in the Rodeo, Crockett, and Tormey communities. Measure X Allocations tracks the transfer of Measure X revenues across funds. On November 3, 2020, Contra Costa County voters approved Measure X, a general purpose ½ cent sales tax levied countywide. The ballot measure language stated the intent of Measure X is “to keep Contra Costa’s regional hospital open and staffed; fund community health centers, support timely emergency response; support crucial safety-net services; invest in early childhood services; protect vulnerable populations; and for other essential county services.” The tax became effective April 1, 2021. Capital Improvements provides funding for facility improvements, including the planning, designing and constructing of new facilities; and facilities renewals and maintenance. Contingency Reserve provides funding for necessary, unanticipated expenditures occurring during the scal year that have no other funding sources. Expenditures Summary 64 ,060,440 -$798,416 (-1.23% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 146 226 Expenditures by Major Account Budgeted and Historical Expenditures by Major Account MillionsSalaries And Benefits Other Charges Services And Supplies Expenditure Transfers Provisions For Contingencies Fixed Assets FY2023FY2024FY2025$-20 $0 $20 $40 $60 $80 $100 Expense Objects Salaries And Bene ts -$278,687 $323,300 $268,083 -17.1%-$55,217 Services And Supplies $20,045,569 $7,656,556 $3,066,717 -59.9%-$4,589,839 Other Charges $3,400,697 $3,644,000 $934,000 -74.4%-$2,710,000 Expenditure Transfers $8,931,403 $11,775,000 $13,306,640 13%$1,531,640 Fixed Assets $57,707,614 $26,460,000 $26,485,000 0.1%$25,000 Provisions For Contingencies $0 $15,000,000 $20,000,000 33.3%$5,000,000 Total Expense Objects:$89,806,597 $64,858,856 $64,060,440 -1.2%-$798,416 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended (% Change) FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) Contra Costa County | FY24-25 Recommended Budget Page 147 227 Expenditures by Function Budgeted and Historical Expenditures by Function MillionsRet Litgtn Stlmnt Dbt Svc Local Agency Formation Management Info Systems Crockett-Rodeo Revenues Economic Promotion Minor Cap Improvements Employee/Retiree Benefits Facility Lifecycle Improv Plant Acquis-General Fund Measure X Gen Purpose Allocations Contingency Reserve FY2023FY2024FY2025$0 $20 $40 $60 $80 $100 Expenditures General Government Management Info Systems $4,760,395 $313,000 $500,000 59.7%$187,000 Economic Promotion $385,302 $587,500 $593,800 1.1%$6,300 Employee/Retiree Bene ts $1,333,106 $1,200,000 $1,200,000 0%$0 Ret Litgtn Stlmnt Dbt Svc $2,759,911 $2,760,000 $0 -100%-$2,760,000 Crockett-Rodeo Revenues $196,342 $560,000 $560,000 0%$0 Measure X Gen Purpose Allocations $20,720,000 $19,138,356 $15,856,640 -17.1%-$3,281,716 Local Agency Formation $228,871 $300,000 $350,000 16.7%$50,000 Capital Improvements $59,422,669 $25,000,000 $25,000,000 0%$0 Contingency Reserve $0 $15,000,000 $20,000,000 33.3%$5,000,000 Total General Government:$89,806,597 $64,858,856 $64,060,440 -1.2%-$798,416 Total Expenditures:$89,806,597 $64,858,856 $64,060,440 -1.2%-$798,416 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended (% Change) FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) Contra Costa County | FY24-25 Recommended Budget Page 148 228 Revenues Summary 64 ,060,440 -$798,416 (-1.23% vs. prior year) Revenues by Source Budgeted Revenues by Source MillionsFederal Assistance Other Local Revenue State Assistance General Purpose Revenue FY2023FY2024FY2025$0 $20 $40 $60 $80 $100 Revenue Source Federal Assistance $81,164 $0 $0 0%$0 State Assistance $44,000 $25,000 $25,000 0%$0 Other Local Revenue $29,318,408 $2,760,000 $0 -100%-$2,760,000 General Purpose Revenue $60,363,025 $62,073,856 $64,035,440 3.2%$1,961,584 Total Revenue Source:$89,806,597 $64,858,856 $64,060,440 -1.2%-$798,416 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended (% Change) FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) Contra Costa County | FY24-25 Recommended Budget Page 149 229 Key Budget Updates LAFCo - The General Fund annually contributes an amount equal to one-third of the estimated net operating costs for LAFCo. 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 re ected in a County fund; instead, it is treated as an outside agency with only the County’s one-third contribution appropriated in the County General Fund. The FY24-25 recommended budget provides $350,000 for the County's contribution to LAFCo, a $50,000 increase over FY23-24. Management Information Systems - The FY24-25 budget increased by $187,000 to a total of $500,000 from FY22-23. The increase re ects the annual maintenance and license fees for the Budget System as well as funding for other critical information technology-related projects that may occur throughout the scal year for which there are no other funding sources. Employee/Retiree Bene ts - The FY24-25 budget is funded at the same level as FY23-24. The budget provides $1,200,000 of centralized funding for retiree health costs for certain retirees from County departments that no longer exist. Economic Promotion - For FY24-25, $568,800 is budgeted to fund the development of a countywide arts council 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. The budget for arts and culture includes $268,800 of Measure X funding to provide support for contracted arts council services provided by ARTSCCC, a scally- sponsored “grassroots arts organization” that will implement the Arts & Culture Master Plan for Contra Costa County (https://gcc02.safelinks.protection.outlook.com/? url=http%3A%2F%2F64.166.146.245%2Fdocs%2F2023%2FBOS%2F20230627_2149%2F53609_Contra%2520Costa%2520Report - Attachment%2520A.pdf&data=05%7C02%7Cadam.nguyen%40cao.cccounty.us%7C7c8b62c961714f3c852308dc529fa27f%7C by the Board of Supervisors on June 27, 2023. ARTSCCC is a scally-sponsored “grassroots arts organization” that was developed in 2022 after the dissolution of AC5 and is led by Jenny Balisle, the former manager of AC5. ARTSCCC receives scal sponsorship from Independent Arts & Media, which is a nonpro t organization with over twenty years of arts administration experience. Crockett/Rodeo Revenues - The FY24-25 budget is funded at the same level as FY23-24. The budget provides $560,000 to fund the return to source agreements for the Crockett Co-Generation Facility and Rodeo Unocal return to source agreements. The allocations to the Crockett Community Foundation and the Sheriff ’s Of ce as part of the property tax increment return to source agreement will be determined once the 2024 assessment information is released for the Crockett Co-Generation facility. The Rodeo Unocal return to source agreement is approved at a set amount of $60,000 annually. Capital Improvements - FY24-25 is the second year of the rst implementation period covered by the Capital Facilities Master Plan . The capital improvements recommended budget for FY24-25 totals $25 million. Of the total, $10 million is allocated towards the FY24-25 General Fund projects identi ed in this budget, $5 million for the initial projects identi ed in the rst implementation period of the CFMP, $5 million for ADA improvements at the West County Detention Facility and $5 million in general facilities maintenance and emergency capital repairs during the scal year. The $10 million for Capital Projects is detailed in the FY24-25 Capital Projects tab in the Capital Improvements section of the budget book. Projects listed with a funding source of General Fund are the projects covered in this allocation. The $5 million for CFMP projects will cover the initial planning and programming for the rst two capital projects called for in the rst implementation phase of the CFMP. Speci cally, those projects are the East County Service Hub and the Central Storage Facility. The Central Storage Facility is an approximately 35,000 square foot document storage facility and new elections storage and processing facility for the County. The East County Service Hub will be an approximately 70,000 square foot service center for east county residents to conveniently access all county services with less travel required to reach existing service centers. The $5 million for ADA improvements is designed to add more ADA rated beds to the overall supply of the Contra Costa County detention system. The County is engaged in a broad effort to increase the ADA accessibility of the County wide detention system and this allocation will support the addition of 16 ADA beds in the West County Detention Facility. The nal allocation of $5 million dollars will support the emergency repair needs that arise each year that cannot be planned, such as unexpected elevator repairs, emergent re and life safety issues, and repairs after storm events or other disasters. Contingency Reserve - For FY24-25, $20M is budgeted for necessary, unanticipated expenditures occurring during the scal year that have no other funding sources. Measure X Allocations - The FY24-25 Recommended Budget for Measure X allocations is $120.2M. The total includes previously approved on-going allocations, new allocations that were approved on December 12, 2023, and a 2.4% cost of living adjustment (totaling $3.2M) that was directed by the Board at the January 30, 2024 meeting. Contra Costa County | FY24-25 Recommended Budget Page 150 230 FY24-25 - Recommended Measure X Funding Allocations Measure X Allocations FY21-22 One-time FY22-23 FY23-24 Revised FY23-24 One-Time FY24-25 Recommended Agency Spay/neuter, mobile clinic, pet retention grants (one-time) 750,000 Animal Services Build, Reopen and Staff Fire Stations 18,800,000 3,500,000 7,350,000 7,526,400 CCC Fire Protection District Fire/Wildland Mitigation/Fuel Reduction 4,500,000 4,725,000 4,838,400 CCC Fire Protection District Pinole Fire – Increase Service 2,000,000 2,100,000 2,150,400 CCC Fire Protection District South County Training Center and Communications 1,100,000 1,100,000 CCC Fire Protection District Diversity, Equity and Inclusion in Democracy Initiative 400,000 409,600 Clerk Recorder-Elections Mapping Prejudice Project (one- time) 50,000 Clerk Recorder-Elections Accessible Transportation Strategic Plan 1,400,000 1,470,000 1,505,280 Conservation and Development Climate Equity and Resilience Investment 500,000 525,000 537,600 Conservation and Development Illegal Dumping Initiative 600,000 630,000 645,120 Conservation and Development Local Housing Trust Fund 10,000,000 12,600,000 12,902,400 Conservation and Development Arts and Culture Programs 250,000 262,500 268,800 County Administration East County Community Orgs Capacity Building (one-time) 1,000,000 County Administration Innovation Fund 2,000,000 County Administration Language Access Equity for the MXCAB 50,000 25,000 26,250 26,880 County Administration Measure X Needs Assessment Report Writer 20,000 County Administration Measure X Reserve Fund 20,000,000 County Administration Measure X Staff Support 275,000 (180,000)281,600 County Administration Sales Tax Consulting Administrative Expense 65,000 200,000 210,000 (220,000)200,000 County Administration SRVFPD Behavioral Health Crisis Response 740,200 County Administration Children with Disabilities/Childcare Support 450,000 472,500 483,840 Employment and Human Services County Youth Centers (three)10,000,000 1,750,000 3,500,000 1,693,000 3,623,898 Employment and Human Services Develop Additional Childcare Providers 1,500,000 1,575,000 1,612,800 Employment and Human Services Early Childhood Education/Childcare 4,000,000 4,200,000 4,300,800 Employment and Human Services Family Navigators 584,000 788,200 807,117 Employment and Human Services Food Security 800,000 819,200 Employment and Human Services Master Plan for Aging/Community Based Services 250,000 1,000,000 2,100,000 2,150,400 Employment and Human Services Contra Costa County | FY24-25 Recommended Budget Page 151 231 Measure X Allocations FY21-22 One-time FY22-23 FY23-24 Revised FY23-24 One-Time FY24-25 Recommended Agency Refugee Resettlement Resources 1,000,000 Employment and Human Services A3 Contra Costa Community Crisis Initiative 5,000,000 21,000,000 21,504,000 Health Services CCRMC Capital Projects 80,000,000 Health Services Contra Costa CARES 750,000 750,000 (156,533) Health Services Contra Costa Regional Medical Center 40,000,000 42,000,000 43,008,000 Health Services EPSDT Leverage Fund/Children’s MH Services 3,250,000 Health Services Mental Health Services for 26 and under, and LGBTQ+ 1,400,000 1,433,600 Health Services Permanent Supportive Housing (Net of Match)5,200,000 Health Services Library Building Improvements 4,000,000 Library Library Literacy Program 200,000 210,000 215,040 Library Startup Costs for the Library Foundation 50,000 Library African-American Holistic Wellness - Feasibility Study (one-time) 80,000 Of ce of Racial Equity and Social Justice African-American Holistic Wellness Center (one-time) 1,000,000 Of ce of Racial Equity and Social Justice Of ce of Racial Equity and Social Justice 600,000 1,260,000 1,290,240 Of ce of Racial Equity and Social Justice Community Based Restorative Justice 2,000,000 Probation Stand Together Contra Costa 829,000 848,896 Public Defender Climate Sustainability-Sustainability Trust 2,500,000 2,625,000 2,688,000 Public Works County Facilities Deferred Maintenance 3,750,000 Public Works Parks in Unincorporated Communities 1,000,000 1,024,000 Public Works Body Worn and In-Car Cameras 720,000 1,841,000 1,933,050 (339,432)1,979,443 Sheriff-Coroner Total Allocations 156,895,200 78,150,000 118,196,500 4,493,000 120,181,754 One-time return of Measure X funds (895,965) Contra Costa County | FY24-25 Recommended Budget Page 152 232 Human Resources Ann Elliott Director For more information, call (925) 655-2100 or visit https://www.contracosta.ca.gov/361/Human-Resources (https://www.contracosta.ca.gov/361/Human-Resources). Mission The Human Resources Department's mission is to support customers in accomplishing their missions by attracting and retaining a highly skilled and diversi ed workforce that is fairly compensated and rewarded for its efforts in an equitable and responsible work environment. DEPARTMENT OVERVIEW Human Resources is comprised of three program areas: Administration, Employee Bene ts, and Personnel Services. Administration develops, administers, and monitors the Department's annual budget, general purchasing agreements and transactions, and certain Countywide contracts and accounts payable activities. It formulates Countywide Human Resources policies and procedures, consults on Human Resources and Merit Board issues, administers the Countywide Contracted Temporary Help Program, manages the pre-employment process, and oversees staff development and training programs. Employee Bene ts administers the bene t programs and services that maintain competitive compensation packages and contribute to the health and wellbeing of County employees and retirees. The mix of insured and self-insured programs include State Disability Insurance, Deferred Compensation, Health Plan Administration, Health Care Spending Account, Health Savings Account, Supplemental Life Insurance, Unemployment Insurance, Long-Term Disability Insurance, Delta Dental, Dependent Care Assistance Program, CVC Eye Screening Program, Catastrophic Leave, and the Employee Assistance Program. Leave of Absence and Americans with Disabilities Act (ADA) program management provide guidance, support and training to departments on the variety of laws which govern their use. Personnel Services develops and administers programs and policies to help ensure County recruitments render a highly skilled and diversi ed workforce that is properly classi ed. Activities include recruitment and assessment, classi cation and compensation, professional and organizational development, diversity outreach, approval of Countywide personnel actions, as well as the maintenance of all County employee personnel history les and records. Information Management Unit (IMU) develops, implements, integrates, and maintains all County Human Resources Information Systems including PeopleSoft and Neogov. The mission of IMU is to ensure the ef cient and accurate administration and resolution of personnel transactions, salary tables, bene ts, applicant tracking, recordkeeping and other related human resource functions and data analytics support. IMU’s prime objective is to take full advantage of available technology to improve the ef ciency and effectiveness of the County's central Human Resources operations. Contra Costa County | FY24-25 Recommended Budget Page 153 233 Organizational Chart The Human Resources Department is budgeted for 52 full-time equivalent (FTE) positions for FY24-25. One (1) Human Resources Analyst will be added to support increased demand in the Professional and Organizational Development (POD) unit. One (1) Human Resources Systems Analyst from the Employee Bene ts unit will be deleted for a net FTE change of zero. FTE Summary FY23-24 Adopted FY24-25 Recommended Change 05 - HUMAN RESOURCES 52 52 0 Human Resources Director Employee Bene ts Services Employee Bene ts Active Employees Bene ts, Retired Employees Bene ts, Deferred Comp Bene ts ADA Program Management ADA Support Services - Title I and the Fair Employment & Housing Act (FEHA) Leave Management Program Department & Employee Consultation Leave Rights & Administration Information Management HRIS Transactions Administration Pre-employment Processes Admin, Accounting Personnel Services Recruitment Compensation & Classi cation Studies Professional & Organization Development Training & Consulting for Employees & Departments Contra Costa County | FY24-25 Recommended Budget Page 154 234 Expenditures Summary Salaries and Bene ts represent 71.3% of the Department's FY24-25 Recommended Budget providing funding for 52 full-time equivalent positions, including a proposal to add one (1) Human Resources Analyst position. Though Salaries and Bene ts increased by $300K, with the inclusion of a $183K vacancy factor, the overall expenditures for the Department decreased by $578,899 compared to the FY23-24 Adopted Budget. This variance is mainly attributed to a $932K reduction in the interdepartmental service charge for the Department of Information Technology (DoIT). 13,077,189 -$578,899 (-4.24% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsExpenditure Transfers Other Charges Services And Supplies Salaries And Benefits FY2023FY2024FY2025$-2.5 $0 $2.5 $5 $7.5 $10 $12.5 $15 $17.5 Expense Objects Salaries And Bene ts $6,992,199 $9,028,221 $9,328,882 $300,661 3.3% Services And Supplies $3,915,610 $5,164,788 $4,487,084 -$677,704 -13.1% Other Charges $0 $81,079 $23,701 -$57,378 -70.8% Expenditure Transfers -$807,378 -$618,000 -$762,478 -$144,478 23.4% Total Expense Objects:$10,100,431 $13,656,088 $13,077,189 -$578,899 -4.2% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 155 235 Revenues Summary The Human Resources Department offsets the costs of operations through charges to customers. The FY24-25 Recommended Budget includes total revenue of $10,094,338 for the Department through these charges. Most notably, $6 million is a Bene ts and Administration fee charged to Departments to fund the Employee Bene ts division, Health Plan Administration, and a portion of the Department's administrative overhead. The Health Services Department is charged $2 million through the County's FY24-25 2CFR Part 225 Cost Allocation Plan for services. A General Purpose Revenue allocation (net County cost) of $2,982,851 primarily funds the Personnel Services and general Administration divisions. 13,077,189 -$578,899 (-4.24% vs. prior year) Revenues by Source Budgeted Revenues by Source MillionsGeneral Purpose Revenue Other Local Revenue FY2023FY2024FY2025$0 $2.5 $5 $7.5 $10 $12.5 $15 Contra Costa County | FY24-25 Recommended Budget Page 156 236 Revenue Source Charges For Services $1,876,932 $2,401,026 $2,823,224 $422,198 17.6% Miscellaneous Revenue $5,306,914 $7,540,068 $7,271,114 -$268,954 -3.6% General Purpose Revenue $2,916,584 $3,714,994 $2,982,851 -$732,143 -19.7% Total Revenue Source:$10,100,431 $13,656,088 $13,077,189 -$578,899 -4.2% NameName FY2023 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adopted Budget FY2025 Recommended Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Key Budget Updates The Human Resources Department FY24-25 Recommended Budget of $13,077,189 includes a General Purpose Revenue allocation (net County cost) of $2,982,851 and provides the funding necessary for the Department's personnel services and bene ts administration. It includes funding of $183,930 for a Human Resources Analyst position to support the increased demand for training and counseling services within the Professional and Organization Development unit, which currently consists of two (2) Human Resources Analysts to support this Countywide resource. The Department prioritized the addition of this position and its function by deleting a vacant Human Resources Systems Analyst position from the Employee Bene ts unit. Further consideration for this deleted position will be given during the scal year if the Employee Bene ts unit requires additional support. The FY24-25 Recommended Budget includes estimated costs for salary and bene t increases and interdepartmental charges to serviced departments. Any unused funds attributed to the administration of deferred compensation, health care spending, and dependent care assistance programs will be re-budgeted to the next scal year for related costs. Contra Costa County | FY24-25 Recommended Budget Page 157 237 Equity in Service Delivery Classi cation and Compensation – Job Class Description Reviews In reviewing current job descriptions within the County, various areas for improvement have been identi ed. The most signi cant ndings are that many job descriptions have not been reviewed for several years, a large number of redundant classi cations exist, language used is not consistent across relevant classi cation and position descriptions, and speci c position requirements may not re ect current responsibilities or needed skills. Addressing these issues is critical to further prevent discouraging or segregating populations of applicants that may believe they are not quali ed for positions. The Personnel Services Unit (PSU) is developing a review process for all job classi cation descriptions to ensure accuracy of education and experience requirements, as well as clear and appropriate language on all task statements. To ensure that positions stay updated and re ect current needs, the following plan is being proposed: Review and consolidate like positions to reduce the number of classi cations within the County. PSU is currently working on a proposal for a phased approach to this and what expectations for each phase will include as this will be a multi-year project. PSU will engage with departments on changes so that any special considerations for skills, abilities or language are not overlooked. Determine an ongoing review cycle for all job classi cations. Due to the number of current classi cations, PSU will take a phased approach to reviewing all current classi cations. Review cycles will be determined as part of the consolidation process. Use education and experience equivalencies to provide alternative options for potential candidates to meet the quali cations and consider competencies, transferable skills, and equivalent experience when developing requirements. Eliminate any unnecessary job skills or requirements. Ensure the position description uses gender-neutral language. Competencies will include only criteria that are essential to perform the duties of the position, and each will be stated clearly and unambiguously and in a way that will not cause a disparate impact. Professional and Organization Development – Leadership Launchpad The Leadership Launchpad program was developed to provide broader access to management training for all employees looking to further their career opportunities within Contra Costa County. The 24-module Leadership Launchpad emphasized a consistent commitment to fostering an inclusive environment. Each session reinforces the County's dedication to creating a workplace where everyone can thrive and develop. Notably, elements are incorporated to challenge managers to identify and confront their biases, encouraging them to view each employee as an individual with unique goals and needs. The Inclusive Leadership module speci cally supports managers in understanding and working to provide opportunities for all employees regardless of race, religion, gender, identity, or diverse abilities. POD is currently utilizing Microsoft forms to track progress in participation, which converts data into an Excel spreadsheet. As the program plans to grow, the unit is assessing several data collection methods to help better track and utilize program data. Program success will include tracking management utilization and feedback so that the program will reach the entire subset of employees eligible to complete this program. It will also serve to enhance the program for all future participants as well as refreshers for those previously enrolled. For FY24-25, POD would like to increase participation within the program but, due to limited staf ng, is unable to increase participation size at this time. The department is working to develop revenue sources that will allow for the expansion of offerings and supporting staf ng resources. Recruitment For FY24-25, the Department will develop processes and mechanisms for tracking outreach efforts to include advertising to demographic populations identi ed as underutilized through the annual review of EEO data. Changes are expected to be implemented in FY25-26 and tracked annually to determine the effectiveness of processes. Planning to achieve this goal include: Partnering with the County’s Equity Of cer to ensure proper outreach is occurring based on job category. PSU is reviewing efforts on how to best utilize EEO information for a larger subset of recruiting opportunities to reach the maximum number of candidates, to include those identi ed as underutilized in the annual EEO report prepared by the County’s Equity Of cer. Contra Costa County | FY24-25 Recommended Budget Page 158 238 Goals Personnel Services Goal 1: Continue to focus on ef ciencies within the time to hire process to reduce total time to ll vacant positions. Goal 2: Develop and provide training on the roles and responsibilities of hiring managers and department personnel throughout the recruitment and selection process. . Phase One for FY24-25: Develop “on-demand” training offerings for department personnel on hiring, selection, and promotional processes. Goal 3: Broaden the impact of Professional and Organizational Development by offering training services to external participants generating revenue to grow and support the further development of the department. Currently, there is one external participant that is reviewing the program for the leadership group of the First 5 program and discussions are ongoing with City of Hayward to participate in a future session. Goal 4: Performance Management System . Phase Two: Develop RFP and plan implementation. Goal 5: Of ce of Racial Equity and Social Justice (ORESJ) . Phase Two for FY24-25: Partner with Co-Directors to develop two (2) staf ng roles and subsequent recruitment processes. Bene ts Services Goal 6: Update medical comparison charts and summaries to highlight the family-creating, mental health support, telehealth, and gender-af rming care options by the County’s medical providers. Goal 7: Distribute quarterly newsletter to provide information and education regarding County bene ts via a county-wide email service. ADA Title I Program Goal 8: Support the County's commitment to diversity by providing reasonable accommodations to employees with disabilities with the goal of enabling the employee to maintain gainful employment successfully. This goal includes the expansion of ADA Training to include specialized topics that will enhance supervisor, manager, and ADA Coordinator knowledge and skills when resolving complex situations involving employee disability management. Goal 9: Establish benchmark goals of providing early intervention for managing medically based absences that are not covered under statutory leaves. Goal 10: Track accommodation requests and outcomes based on ADA best practices and publish outcome. Goal 11: Continue to develop and modify the ADA Resources for ADA Coordinators to support individual department autonomy for timely response to ADA Accommodation requests; and support individual departments with supervisor/manager training that enables supervisors/managers to proactively identify and support the provision of reasonable accommodations. Leave Program Goal 12: The focus for 2024 will continue with education and training. In 2023, the Department offered 57 different training courses, and 883 employees attended, which included LOA Coordinators, Analysts, Managers and Supervisors. The Department will work to increase attendance numbers by 10% and add at least 4 new training courses to the LOA Library for 2024. The new training topics to be added to the LOA Library include “Leave Coordinator Challenges”, “Military Leave”, “A Library of LOA Response Letters”, and “How to Organize Your LOA Files to Avoid Pitfalls”, (this will be an in-person training course for LOA Coordinators). Goal 13: After each training course, the attendees will be sent a survey asking for feedback and suggestions for future training. This information will help identify weaknesses, create new training courses and/or revise current ones. Goal14 : A Reproduction Loss Leave section will be added to the PDL and Baby/Child Bonding Guide and a Reproduction Loss Leave Fact Sheet will be created. Providing continuous LOA training will be the key to maintaining compliance and ensuring consistency throughout the County. Goal 15: Training will reduce errors in processing leave of absences, thereby lessening complaints and curtailing excessive leaves, which will result in cost savings for the County. HRIS Management Services Goal 16: Extend the SmartERP Onboarding process to at least ve additional departments to create a consistent and streamlined onboarding experience for new employees across more departments. Goal 17: Deploy the SmartERP Merit Review process to more than 80% of County departments. This will foster continuous improvement in the Merit Review process for more departments and build healthy morale. Goal 18: Streamline the bene ts rate upload process and its work ow to minimize errors, enhance consistency, and improve overall data quality. Contra Costa County | FY24-25 Recommended Budget Page 159 239 Accomplishments Personnel Services Reduced time to hire from 158 days to 126 days, an approximate 18% reduction in time to process. Of ce of Racial Equity and Social Justice (ORESJ) - Phase One for FY23-24 complete: Partnered with Community groups to establish the initial classi cations for the Of ce of Racial Equity and Social Justice (ORESJ), particularly the Co-Director positions. Successfully recruited and hired Co-Directors through a partnership with a community-staffed hiring committee. Professional and Organization Development Launched Leadership Launchpad and successfully conducted Fall and Spring offerings with 144 participants achieving successful completion. Initiated and hosted the inaugural Summer Trainers' Retreat, which engaged 129 attendees from across the County. Provided Organizational Development support to 12 teams across 7 County departments, fostering enhanced teamwork and ef ciency both internal and external to the department. Completed individual coaching for 24 participants, offering personalized sessions, ongoing follow-up notes, and comprehensive leadership planning. Performance Management System Phase One complete: Gathered information on requirements and functionality. Bene ts Services Based on the County subsidy calculation, the employee contribution for the Three-Tier Kaiser medical plans was no cost for all tiers (Employee, Employee +1, Employee +2 or more) for Plan Year 2024. As a highlight of the dedicated and collaborative efforts by County staff, the Joint Labor Management Bene ts Committee (JLMBC), and a heath consultant, bene t plan modi cations were made to the Delta Dental PPO plan increasing the plan coverage for diagnostic and preventive services from 70% to 100% for the majority of County bargaining unions. With the increased participation in the deferred compensation plan, the county-wide value reached a nancial threshold allowing investments with lower fees for participants. The T. Rowe Price Structured Research Common Trust Fund now has an increased earning potential at a lower cost fee. ADA Program The County ADA Program added an Employee Bene ts Analyst in October 2023. This addition has enabled program expansion to support County Departments and improve the provision of early intervention for effective reasonable accommodations to quali ed employees with disabilities. The ADA Program has established individual ADA Coordinator reporting and absence review meetings and has developed an expanded ADA Report that will capture departmental reporting of ADA requests and outcomes. Specialized ADA training has been provided throughout the year for ADA Departmental Coordinators as well as tailored training for supervisors/managers on the departmental level and through the Leadership Launchpad. Human Resources Information Services (HRIS) The HRIS team achieved signi cant milestones by successfully implementing the SmartERP Onboarding process for the Public Works department, streamlining new employee onboarding. Building on this success, they initiated the onboarding process with three additional departments. The team introduced the SmartERP Merit Review process in six (6) departments, drastically reducing overdue reviews from 600+ to less than 20 in participating departments. Its responsiveness extended to addressing various requests from County departments, resulting in the closure of 2,200+ tickets. Leave Program The County Leave Program’s focus in 2023 was education and awareness to remain in compliance with state and federal leave laws. With the assistance of a full-time Employee Bene ts Analyst, the Program's Leave Manager implemented a minimum of two (2) training courses per month conducted from a library of 13 different leave topics. Additionally, nine (9) training courses were performed for speci c County departments along with scheduled one- on-one consultations for County staff with leave program oversight. A Pregnancy and Baby/Child Bonding Guide was created to guide employees through all steps of pregnancy disability leave and/or Baby/Child Bonding Leave. To further educate leave County staff with leave oversight, a monthly newsletter was created to help keep them abreast of changing laws. With this approach instructions were provided to department managers and supervisors, County leave personnel and analysts to remain compliant and reduce costs associated with excessive absences. Overall, 883 employees attended 57 Human Resources LOA training events in 2023. Contra Costa County | FY24-25 Recommended Budget Page 160 240 Performance Measures Personnel Services In calendar year 2023, Personnel Services received 38,085 total applications for all classi cation recruitments. In late 2018, the Human Resources Department reviewed and redesigned recruitment processes to expedite hiring and better match candidates with County departments’ business needs. Collaborating with stakeholders over the course of 18 months, numerous improvement strategies were developed and implemented, ultimately reducing the average number of calendar days it took to hire a candidate by 29%. In 2021, the Department shifted focus from reducing timelines to improving the quality of the merit system assessment process and the candidate experience and saw another modest 8% reduction in time to hire. The Department continues to leverage its partnerships within the County and has seen further decreases in time to hire in 2022 by 20% and again in 2023 by 15%. Employee Data Transactions Processed measures the total number of transactions processed within Peoplesoft. It does not include transactions processed outside the recruitment process, such as merit increases or ex staff promotions.ValuesTime to Hire Average Time to Hire (Calendar Days) 2019 2020 2021 2022 2023 125 150 175 200 225 250 275 300 325 Values Employee Data Transactions Processed 24,31324,313 24,313 21,20621,206 21,206 29,69329,693 29,693 31,31931,319 31,319 32,19332,193 32,193 30,79130,791 30,791 26,95926,959 26,959 30,51630,516 30,516 25,96625,966 25,966 30,71830,718 30,718 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Contra Costa County | FY24-25 Recommended Budget Page 161 241 ValuesPersonnel Services 29,06829,068 29,068 39,72639,726 39,726 32,07632,076 32,076 37,86537,865 37,865 28,62328,623 28,623 26,36826,368 26,368 28,93328,933 28,933 31,69231,692 31,692 30,81330,813 30,813 33,46233,462 33,462 32,98032,980 32,980 38,08538,085 38,085 1,1291,129 1,129 1,2541,254 1,254 1,5411,541 1,541 1,6591,659 1,659 1,6541,654 1,654 1,5421,542 1,542 1,3871,387 1,387 1,7621,762 1,762 1,3431,343 1,343 1,4871,487 1,487 1,5741,574 1,574 2,1262,126 2,126 Applications Processed¹Appointments Processed² 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 0 10,000 20,000 30,000 40,000 50,000 ¹ Fluctuations are demonstrated and will vary per calendar year based on available candidate pools. ² Appointments (hires and rehires) resulting from recruitment activities. Count does not include employment actions that are outside the competitive process such as Temporary Upgrade, Flex Promotions or Deep Class Reassignments.Percent (%)Eligible Employees Enrolled in Deferred Comp 65%65% 65% 68%68% 68%69%69% 69% 72%72% 72% 76%76% 76%78%78% 78% Eligible Employees Enrolled in Deferred Compenation 2018 2019 2020 2021 2022 2023 0 20 40 60 80 100 Contra Costa County | FY24-25 Recommended Budget Page 162 242 Library Alison McKee County Librarian For more information, call (800) 984-4636 or visit https://ccclib.org/ . The Contra Costa County Library brings people and ideas together. The Library Department’s primary goal is to provide facilities and collections that meet the variety of educational, recreational, and cultural information needs of the community and to provide access to high-quality services for children, teens, and adults. DEPARTMENT OVERVIEW Department Description The Library budget comprises expenditures and revenue for the following four budget units administered by the Library Department: Support and Countywide Services Library Community Services Revenue - County Library Taxes Plant Acquisition – Library Fund Most expenses of the County Library are funded by property taxes. Any Net Fund Costs shown for Support Services, Countywide Services and Library Community Services are funded with the property taxes from the “Revenue – County Library Taxes” budget. Program Area Description The Support Services Division includes Automation, Virtual Library, Circulation Services, Technical Services and Collection Management. Automation oversees operations for the Integrated Library System, all hardware, software, and desktop support, new technologies, internet services and the Wide Area Network linking all library locations. The Virtual Library maintains online services through the library website, ccclib.org, toll-free telephone and online reference service, Live Chat (live interactive chat reference), electronic resources, and databases; and 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 loans of library materials. Technical Services provides for catalog and database maintenance, and processing of materials. Collection Management provides for selection, acquisition, and accounting of library materials. Contra Costa County | FY24-25 Recommended Budget Page 163 243 The Countywide Services Division includes Public Services Administration, Centralized County 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 service countywide or provide support to the branch libraries, including program support in adult, young adult, and youth areas. Public Services Administration provides overall leadership, management, and support for branch operations. Centralized County Library Services directly serve library customers countywide or support branch operations and programs. Literacy Services administers the library’s adult literacy program, Project Second Chance. The Wilruss Children’s Library Trust Fund provides for 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 the Juvenile Hall to provide access to reading materials and computers for the young people housed there. The Library Community Services Division includes the provision of library services through 26 County Library branches in ve regions. These services include public services, collections, programs and facilities that are tailored speci cally for each community. The Revenue – County Library Taxes budget accounts for the Library Fund's apportionment, in accordance with state law, of approximately 1.5% of the countywide 1% property tax revenue. Note that these revenues fund the “net Fund costs” in the Library’s budget schedules. The Library Fund’s Plant Acquisition budget provides the acquisition and maintenance of County-owned Library System capital assets. The County owns library facilities in the unincorporated areas of El Sobrante, Kensington and Rodeo, and in the cities of Antioch, Pinole, and Walnut Creek (Ygnacio Valley). The Library manages four County Service Areas that provide extended library services for the communities of El Sobrante, Moraga, Pinole and Walnut Creek/Ygnacio Valley. For more information about these County Service Areas, please see the Library Special Districts section of the Recommended Budget. In February 2022, the Board approved a one-time allocation of $4 million of Measure X Sales Tax funds to address deferred maintenance at the County-owned facilities. Improvements may include installation or upgrade of HVAC, replacement of aged, out-of-date electrical or plumbing to improve energy and water ef ciency. Addressing these deferred maintenance needs provides long-term cost ef ciencies as well as increases in the County’s capacity to offer public spaces during adverse events such as heat or smoke. Other Funds 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. Contra Costa County | FY24-25 Recommended Budget Page 164 244 Organizational Chart Agency - Name FY23-24 Adopted FY24-25 Recommended Change 85 - LIBRARY 228 250 22 County Librarian Support Services Virtual Library, Live Chat, Circulation, Collection Mgmt., Strategic Planning Community Library Services Branch libraries, Literacy Programs, Children's Library Fund Community Libraries - West Region El Cerrito, Rodeo, El Sobrante, Pinole, Hercules, Crockett, Kensington, San Pablo Community Libraries - Central Region Clayton, Martinez, Pleasant Hill, Concord Community Libraries - South Region Walnut Creek, Ygnacio Valley, Danville, San Ramon, Dougherty Station Community Libraries - Lamorinda Region Lafayette, Moraga, Orinda Community Libraries - East Region Brentwood, Antioch, Prewitt, Oakley, Pittsburg, Bay Point Contra Costa County | FY24-25 Recommended Budget Page 165 245 Expenditures Summary The Recommended Budget increases expenditures by approximately $2.6 million from the current year Adopted Budget primarily due to the recommended addition of 22 FTE positions and other in ation-sensitive compensation costs, increases in costs for services charged by County internal service departments such as the Department of Information Technology and Human Resources, and capital costs for facility maintenance. 43,978,087 $2,601,688 (6.29% vs. prior year) Expenditures by Expense Type Salaries and bene ts represent 76% of Library expenditures and will fund all but $2.4 million of the 250 FTE positions in the Recommended Budget. It is anticipated that the Library will avoid $2.4 million in costs from staff attrition and department management of position vacancies (a vacancy factor), as it transitions to a new branch level staf ng model. Other Charges are increased by approximately 19% or $690,000 to account for anticipated charges from County internal service departments, such as the Department of Information Technology, Human Resources and Public Works. Fixed assets are increased by $610,000 to $720,000 for planned facility maintenance capital projects. Budgeted and Historical Expenditures by Expense Type MillionsExpenditure Transfers Fixed Assets Other Charges Services And Supplies Salaries And Benefits FY2023FY2024FY2025$0 $10 $20 $30 $40 $50 Contra Costa County | FY24-25 Recommended Budget Page 166 246 Expense Objects Salaries And Bene ts $26,030,856 $31,836,001 $33,256,980 $1,420,978 4.5% Services And Supplies $9,373,864 $5,714,000 $5,557,882 -$156,118 -2.7% Other Charges $3,530,372 $3,653,398 $4,344,447 $691,049 18.9% Expenditure Transfers $85,593 $63,000 $98,779 $35,779 56.8% Fixed Assets $581,782 $110,000 $720,000 $610,000 554.5% Total Expense Objects:$39,602,467 $41,376,399 $43,978,087 $2,601,688 6.3% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary 43,978,087 $2,601,688 (6.29% vs. prior year) Revenues by Source The Library Fund receives a 1.5% apportionment of the countywide 1% property tax revenue, which accounts for 88% of the Library's revenue. The Recommended Budget assumes an increase of 1.5% in property tax revenue from the FY22-23 actual receipts. The Library receives approximately 7% of its revenue from those cities that opt to fund additional hours of service above 40 hours per week. The remaining 5% of Library revenue is a combination of federal and state grants, Measure X sales tax, donations, and sale of documents and services. Contra Costa County | FY24-25 Recommended Budget Page 167 247 Budgeted Revenues by Source MillionsState Assistance Other Local Revenue FY2023FY2024FY2025$0 $10 $20 $30 $40 $50 Revenue Source State Assistance Intergovernmental Revenue $1,722,573 $282,579 $246,975 -$35,604 -12.6% Total State Assistance:$1,722,573 $282,579 $246,975 -$35,604 -12.6% Other Local Revenue Taxes Current Property $37,421,067 $37,048,400 $38,878,657 $1,830,257 4.9% Taxes Other Than Cur Prop -$190,506 -$126,200 -$193,364 -$67,164 53.2% Use Of Money & Property $35,720 $33,000 $31,600 -$1,400 -4.2% Intergovernmental Revenue $3,892,313 $3,426,230 $3,381,690 -$44,540 -1.3% Charges For Services $110,641 $92,501 $90,200 -$2,301 -2.5% Miscellaneous Revenue $1,560,102 $619,889 $1,542,329 $922,440 148.8% Fund Balance -$4,949,443 $0 $0 $0 -3.4% Total Other Local Revenue:$37,879,894 $41,093,820 $43,731,112 $2,637,292 6.4% Total Revenue Source:$39,602,467 $41,376,399 $43,978,087 $2,601,688 6.3% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 168 248 Key Budget Updates The Contra Costa County Library serves communities through 26 libraries located across the county. Library services include knowledgeable and welcoming staff, rich collections to meet the reading and research needs of the public, vibrant programs such as children’s storytimes, wireless access to high-speed internet for personal computing devices, public computers with a variety of personal computing programs, and quiet study space and meeting rooms. On July 1, 2021, the County increased the base level of open hours from 35 to 40 for all full-service libraries. City partners are annually provided options to increase their funding to support 46, 52, or 56 total open hours for their locations. The following table shows the changes in County- and city-funded open hours over the past ve years. In FY20-21, directly following the beginning of the COVID-19 pandemic, three cities discontinued funding extra hours for four libraries. In FY21-22, each of those cities resumed funding extra hours, some at the same level as years prior to the pandemic and some less. In FY22-23, two more cities (Pittsburg and Pleasant Hill) opted to fund extra open hours. On October 4, 2023, the Rodeo Library’s open hour schedule changed and, as a result of the more ef cient schedule, they are now open one more hour per week. For the past two years, total weekly open hours across all library branches have been stabilized at levels higher than pre-pandemic levels. City Branch Name FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 County Base City Extra County Base City Extra County Base City Extra County Base City Extra County Base City Extra Antioch Antioch 35 0 35 0 40 0 40 0 40 0 Antioch Prewett 35 n/a 35 n/a 35 n/a 35 n/a 35 n/a Brentwood Brentwood 35 21 35 0 40 12 40 12 40 12 Clayton Clayton 35 5 35 5 40 0 40 0 40 0 Concord Concord 35 13 35 13 40 12 40 12 40 12 Danville Danville 35 21 35 21 40 16 40 16 40 16 El Cerrito El Cerrito 35 11 35 11 40 6 40 6 40 6 Hercules Hercules 35 8 35 8 40 6 40 6 40 6 Lafayette Lafayette 35 19 35 19 40 16 40 16 40 16 Martinez Martinez 35 0 35 0 40 0 40 0 40 0 Moraga Moraga 35 0 35 0 40 0 40 0 40 0 Oakley Oakley 35 5 35 5 40 0 40 0 40 0 Orinda Orinda 35 21 35 21 40 16 40 16 40 16 Pinole Pinole 35 0 35 0 40 0 40 0 40 0 Pittsburg Pittsburg 35 0 35 0 40 0 40 12 40 12 Pleasant Hill Pleasant Hill 35 0 35 0 40 0 40 12 40 12 San Pablo San Pablo 35 12 35 0 40 12 40 12 40 12 San Ramon Dougherty Station 35 44 35 44 40 6 40 6 40 6 San Ramon San Ramon 35 19 35 19 40 16 40 16 40 16 Walnut Creek Walnut Creek 35 21 35 0 40 12 40 12 40 12 Contra Costa County | FY24-25 Recommended Budget Page 169 249 Walnut Creek Ygnacio Valley 35 21 35 0 40 12 40 12 40 12 n/a Bay Point 18 n/a 34.5 n/a 35.5 n/a 35.5 n/a 35.5 n/a n/a Crockett* 18 6 18 6 18 6 18 6 18 6 n/a EL Sobrante 35 n/a 35 n/a 40 n/a 40 n/a 40 n/a n/a Kensington 35 n/a 35 n/a 40 n/a 40 n/a 40 n/a n/a Rodeo* 18 5 18 5 18 5 18 5 19 5 TOTAL 859 252 875.5 177 986.5 153 986.5 177 987.5 177 County Base City Extra County Base City Extra County Base City Extra County Base City Extra County Base City Extra TOTAL OPEN HOURS 1111 1052.5 1139.5 1163.5 1164.5 In FY22-23, all Library branches were fully open and all pre-pandemic services, including in-person programs and events, were available. Library usage isn’t back to pre-pandemic levels for some services, but for other services, usage far surpasses pre-pandemic levels, such as e-book and e-audiobook usage. Contra Costa County | FY24-25 Recommended Budget Page 170 250 Contra Costa County | FY24-25 Recommended Budget Page 171 251 The Library's FY24-25 Recommended Budget is increased by approximately $2.6 million from the FY23-24 Adopted Budget. The recommended budget includes the addition of 22 FTE positions, which will enable the Library to increase services and transition to a branch level organizational model that will best support the unique characteristics and offerings at each branch library: 1.0 Personnel Technician to support staff recruitment and training; 1.0 Clerk-Senior at the Hercules Library to enable existing staff to conduct outreach to underrepresented areas, service organizations and schools in Hercules with the primary goal of connecting students to library resources to improve reading pro ciency; 1.0 Librarian II at the Concord Library to provide services to teens and young adults; 1.0 Librarian I in the Virtual Library work unit to support the increased virtual services offered post-pandemic; 1.0 Library Assistant-Journey at the Brentwood Library to enable the library to conduct outreach to underrepresented areas, service organizations and schools in Brentwood with the primary goal of connecting students to library resources to improve reading pro ciency; 1.0 Library Literacy Assistant-bilingual Spanish at Project Second Chance to enable Project Second Chance to double its English language learner program; and 1.0 Network Administrator II to support a new program, in collaboration with each school district, to enable all students to use their student identi cation cards as library cards 2.0 Library Assistant-Journey positions to achieve the new staf ng model for the Antioch branch and to conduct outreach to underrepresented areas, service organizations and schools 2.0 Clerk-Specialist to achieve the new staf ng model for the El Cerrito and Antioch branches 6.0 Librarian I positions to achieve the new staf ng model at the Clayton, Martinez, Moraga and Kensington branches 2.0 Librarian II positions to achieve the new staf ng model at the Pittsburg branch 3.0 Clerk-Senior to achieve the new staf ng model at the Martinez, Oakley, and Moraga branches The Library continues to make great strides in lling vacant positions and as of January 2024, only 7% of positions were vacant. Contra Costa County | FY24-25 Recommended Budget Page 172 252 The Library relies primarily on property tax revenue to fund services. The budget assumes an increase of 1.5% in property tax revenue, which, along with city contributions and grant funding, will enable the Library to maintain a structurally balanced budget. The Recommended Budget also includes the Board’s allocation of Measure X sales tax funds in the amount of $215,040 (original allocation of $210,000 annually, increased commensurate with the cost of living) for staf ng the mobile early literacy outreach program with 1 Bilingual Librarian and a 0.8 FTE Driver Clerk. The Library's early literacy outreach program provides mobile early literacy services to the following socio- economically disadvantaged communities: Antioch, Bay Point, Bethel Island, Byron, Concord, El Sobrante, Knightsen, Monument Corridor in Concord, North Richmond, Oakley, Pinole, Pittsburg, Rodeo and San Pablo. It should be noted that the Board allocated one-time FY22-23 Measure X appropriations to the Library of $4 million to address deferred maintenance at ve County-owned library facilities (Antioch, Kensington, Pinole, Rodeo, and Ygnacio Valley). The Library leveraged these Measure X funds for the required 50% match to obtain an additional $2.58 million in grant funding from the California State Library for the Pinole and Antioch Library projects. Project planning for the facility upgrades is underway in collaboration with the Public Works Department with some work completed. The roof at the Kensington Library branch has been replaced, the HVAC work at the Antioch Library is completed and its roof is expected to be replaced in Spring of 2024. Other planned maintenance projects are in progress and project fund balances will be carried forward in FY24-25 to support completion. One-time Measure X funds in the amount of $50,000 were also allocated for seed money to facilitate the establishment of the Library Foundation of Contra Costa, an independent non-pro t organization that works with the community to raise funds for critically needed programs and services delivered by the library system. These funds will be fully expended by June 30, 2024. The Library Foundation of Contra Costa was formally established as a standalone 501(c)3 in January 2023 and is actively fundraising to support library initiatives. In furtherance of the County's social equity objectives, the FY23-24 Adopted Budget had allocated $10 million of the $25 million County capital improvement budget towards the development of a new library branch in the unincorporated area of Bay Point (for more information, see the Capital Facilities Master Plan section of this document). These funds were leveraged to provide the required 50% match for $9.9 million in grant funds expected from the State. However, the County was recently noti ed by the State that, because of the projected State budget de cit, the grant fund award for the new Bay Point Library likely must be rescinded. The County continues to advocate for the preservation of these State grant funds for this agship Bay Point project. The Bay Point Library branch is planned to be housed in a new 10,000-20,000 square foot space being constructed in partnership with an affordable housing project. The developer is providing a portion of the housing project building for the County and the County, if it can retain the promised State funding, will nish the space by building the library branch and associated community space. The Library completed an upgrade to all the branch libraries’ switches and wireless access points in early 2024. This project was funded in part by a grant from the California State Library. Additionally, in collaboration with the Public Manager’s Association Library Subcommittee, the process for billing cities for their portion of technology costs was initiated and completed. In FY23- 24, cities are expected to reimburse the County $278,500 for their technology costs. In FY24-25, the estimated technology reimbursement expected from cities is $167,600. The Library also provides services through four Community Service Areas: El Sobrante, Pinole, Moraga, and Ygnacio Valley. More information about the budgets for these community service areas can be found in the FY23-24 Special Districts Budget. Contra Costa County | FY24-25 Recommended Budget Page 173 253 The Recommended Budget will permit the Library to continue current operations, enhance the early literacy program, and innovate new programs to promote public service, especially to low-income residents. Equity in Service Delivery Since 2013, the Library’s Strategic Plan has centered on equity. The newly updated strategic plan makes the Library’s commitment to equity even more explicit. Goal 2 of the updated strategic plan now states: "All library users feel welcome, included, and have a sense of belonging when using library services, resources, and facilities. To accomplish this, the Library will embark on a number of new initiatives, including creating a Racial Equity Action Plan in collaboration with the County's new Of ce of Racial Equity and Social Justice." Since 1984, Project Second Chance (PSC), the Library’s adult literacy program, has provided free, con dential one-on-one tutoring to adults who read at or below a sixth grade level. With one in ve adults in Contra Costa County lacking the literacy skills needed to complete daily tasks, and a growing percentage of immigrant residents, over 60,000 of whom have limited English pro ciency, the need for adult literacy services is more pressing than ever before. A grant from the California State Library enabled the Library to expand the PSC English language acquisition services in 2023, enrolling 63 adult learners in a new program focused on English speaking skills. The Library continues to expand the PSC capacity to deliver services with both virtual and in-person tutoring, enrolling 37% more adult learners in 2023, the highest number of learners on record. In April 2022, the Library completed a diversity audit of its physical collections and analyzed its digital collections in FY22-23. As a result, the Library has effected several improvements in the collection: 106,563 more diverse items in the overall collection (physical and digital), which is over 10% of the total collection, and almost double the number of diverse items offered in January 2022; 14% increase in the diversity of the collection across 12 diversity, equity and inclusion categories; Largest increase in the Asian, Black, Equity & Social Issues, and Mental & Emotional Health categories; The physical collection is approximately 10% more diverse (all audiences); The digital collection is approximately 5% more diverse (all audiences); The ction collection is over 9% more diverse (all audiences); The non ction collection is 8% more diverse (all audiences). In the last year, the Library launched a "Celebrate Diversity” page on its website that aggregates all the diverse programs, booklists and other resources available at the Library ccclib.org/diversity/ . In Spring of 2024, a Spanish language page was added to the Library’s website. It focuses on services and resources from the Library that are available in Spanish. A new set of self-service Library Lockers opened in North Richmond at the Corrine Sain Senior & Family Community Center on March 1, 2024. The Library Lockers offer convenient, contact-free access to pick up library materials. In June 2023, the Library implemented the Welcome Card, which offers patrons without proof of address a way to sign up for a full-access library card. Contra Costa County | FY24-25 Recommended Budget Page 174 254 Goals The Library's goals for FY24-25 are to: Work with the County's newly formed Of ce of Racial Equity and Social Justice to create a departmental Racial Equity Action Plan in accordance with the Library’s updated strategic plan; Work with the City of Clayton on a facility refurbishment that will include new carpet, new furniture, and an updated layout; Pilot self-service Sunday open hours at the Concord Library; Continue to coordinate with the cities of Antioch, Pinole, and Walnut Creek regarding the transfer of ownership and scal responsibility for the library facilities to the cities; Continue to coordinate work on the approval of the Library Service and Lease Agreement between the County and City of El Cerrito; Continue the popular Lunch at the Library program, providing lunch and snacks to children during the summer and after school; Work collaboratively with the Public Works Department to make infrastructure improvements to County-owned library facilities using Measure X funds and other grant funding procured leveraging the Measure X apportionment; Work collaboratively with the Public Works Department to plan and design the future Bay Point Library. Contra Costa County | FY24-25 Recommended Budget Page 175 255 Accomplishments The Library is pleased to highlight these recent accomplishments: Community Outreach and Education The Library updated its Strategic Plan and created a new Marketing Plan based in part on the information received from the 15,840 responses to the 2023 Patron Survey. The Library launched its rst-ever cable TV and streaming advertising campaign with Effectv, a Comcast company. The campaign ran for three months starting in April 2023 and focused on awareness of digital services and resources available from the library. The ads aired on cable or streaming platforms 166,256 times. The target audience viewed the ad an average of 5.4 times and spent over 1,224 hours viewing and interacting with the ads. In December 2023, the ad received a Davey Award for excellence in diversity, equity & inclusion from the Academy of Interactive and Visual Arts. The Library Foundation of Contra Costa (LFCC) was established as a tax-exempt 501(c)3 non-pro t organization with a seated board of directors. Start-up funds for the LFCC were provided from County Measure X sales tax revenue through the auspices of the County Library and are expected to be fully expended by June 30, 2024. The Library’s all-electric, early literacy outreach van debuted on November 15, 2023. The Rolling Reader will visit underserved communities across the county where staff will present storytimes and offer early literacy and STEM (science, technology, engineering and mathematics) activities and crafts. Three county residents graduated from the Career Online High School program. COHS is a self-paced, accredited online high school diploma and career certi cate program for adults. Improved Access to Services The Library had received noti cation of a $9.9 million grant award from the California State Library’s Building Forward Library Facilities Improvement Program for the completion of the future Bay Point Library. The award requires a 50 percent match from the Library, which would come from a portion of the $10 million the Board of Supervisors designated for the Bay Point Library project in the FY23-24 budget. However, in consequence of the projected State budget de cit, the $9.9 million award is in jeopardy. County of cials are advocating for the preservation of the grant funding but no de nitive outcome has been determined as of this writing. In collaboration with the Town of Moraga, the Moraga Library received a long overdue refurbishment with new carpet, a new service desk, a new seating and browsing area, and relocated shelving to meet Americans With Disabilities Act standards. A new set of Library Lockers opened in North Richmond at the Corrine Sain Senior & Family Community Center. The Library Lockers are a self-service system, offering convenient, contact-free access to pick up library materials. The Library implemented the Welcome Card, which offers patrons without proof of address a way to sign up for a full-access library card. The Library completed a diversity audit of the collection to assess its current status and create a path toward adding materials that better represent the full range of community voices in the county. In October 2023, the Library modi ed open hours at the Rodeo Library to a consistent Wednesday through Saturday schedule with one additional hour per week. The new schedule allows the library to stay open until 8 p.m. one day per week. Service Integration Contra Costa County | FY24-25 Recommended Budget Page 176 256 In partnership with the County Employment and Human Services Department, the Library began offering drop-in assistance for patrons at the San Pablo Library with Family Navigators in the 4 Our Families program. Family Navigators are available once a week to help with rent assistance, EBT (Electronic Bene ts Transfer), healthcare, citizenship and more. Patrons can also sign up for Cash Aid, Medi-Cal or CalFresh, Senior Services, Family Services, Immigration Aid, and help with medical coverage. The Library also partnered with County Behavioral Health Services to provide mental health services to patrons experiencing mental health issues at the Antioch, Concord and San Pablo Libraries, and County Child Support Services staff began providing one day a week of ce hours at the Antioch Library in November 2023. The El Sobrante Library began serving after-school meals two days per week. This is in addition to summer meals. Administrative Ef ciencies The County Librarian worked with the Public Managers’ Association library subcommittee to nalize the process for communicating and billing cities for the technology costs they are responsible for as outlined in the standard library lease agreement. Additionally, the Library Lease and Services Agreement with the City of Pittsburg was completed and the city managers in Antioch, Pinole, and Walnut Creek were informed that the titles to the library facilities in their cities will be turned over to them once the County completes several deferred maintenance projects. The Library completed a network upgrade that included replacement of all the network switches and enhanced security through ISE (Identity Services Engine) server implementation. Contra Costa County | FY24-25 Recommended Budget Page 177 257 Operations Indicators LIBRARY PERFORMANCE MEASURES Measurement 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-2023 Registered Users 455,241 438,660 428,566 425,237 403,611 351,658 337,554 341,182 Annual Hours Open 54,977 54,977 55,757 56,875 42,042 7,895 59,202 59,585 Library Visits 3,591,522 3,235,783 3,198,458 3,540,968 2,709,288 840,658 1,665,632 2,304,075 Physical Items Circulated 5,071,733 6,062,401 5,495,379 5,911,465 4,603,662 4,468,315 4,334,232 4,871,027 Econtent Circulated- Ebooks , audio, video 227,544 310,811 425,897 599,774 1,031,417 1,463,991 1,533,914 1,869,715 Database Use 2,297,549 3,719,430 Number of Programs - Live, In-person 6,956 176 3,837 Program Attendance - Live, In-person 153,856 15,112 145,104 Number of Programs - Virtual 345 879 612 320 Program Attendance - Virtual 48,366 38,099 22,060 17,928 Total Programs 10,960 10,299 18,177 10,781 7,301 879 788 4,157 Total Program Attendance 261,941 274,766 319,734 296,335 202,222 38,099 37,127 163,032 Number Public Computer Users 504,053 449,902 449,749 441,905 0 12,873 224,754 327,249 Virtual Visits to Website 4,786,693 4,452,534 4,272,936 3,592,202 3,584,919 4,846,970 4,117,632 4,987,988 Volunteers 1,443 1,200 1,166 1,205 778 43 383 658 Volunteer Hours 46,056 36,352 33,768 35,699 19,139 298 10,171 18,063 Literacy Learners 251 226 175 176 175 151 175 253 Discover&Go Visits 140,129 157,059 185,427 212,242 161,217 7,082 72,235 177,995 Market Penetration* 22% 25% 23% 17% 22% 26% *percent of households in service area with at least one active library user Contra Costa County | FY24-25 Recommended Budget Page 178 258 Public Works Warren Lai Director For more information, call (925) 313-2000 or visit https://www.cccpublicworks.org The department's mission is to deliver cost effective, safe, reliable and sustainable projects, programs and quality services with a focus on our communities and provide support services that are competitive, attentive, responsive, ef cient and safe to enable County departments to provide high quality services to the public. DEPARTMENT OVERVIEW Department Description The Public Works Department maintains over 658 miles of roads, 79 miles of streams, channels and other drainage and facility support for over 200 County buildings throughout Contra Costa County. The Department provides services such as Parks and Recreation, Sand Bag Distribution and Flood Control throughout unincorporated areas of Contra Costa County. Public Works also provides general services such as centralized eet services, purchasing, and print and mail functions for County departments. Program Area Description General Fund Divisions: Public Works is the main operating department for the Public Works Agency. It includes the operating costs, including salaries and bene ts, for the divisions and programs, including Administration, Real Property, Engineering, Transportation, Records, Information Technology, Flood Control, Maintenance, Special Districts and Design/Construction. Costs are recovered through charge-outs to operating divisions. Facilities Maintenance provides capital project management, real estate services, and maintenance and repairs for County-owned and leased buildings (including 24-hour services at Contra Costa Regional Medical Center and Sheriff Detention facilities). Services include custodial, stationary engineers, skilled crafts, project and property management, and related equipment and supplies. This budget unit also includes traf c signal maintenance for the County, ten contract cities and the California Department of Transportation. Fleet Services includes the General Fund depreciation expenses for Fleet operations. All salary and bene t costs, vehicle replacement, maintenance and repair costs are budgeted in the Fleet Services-Internal Service Fund (Fund 150100). General County Building Occupancy funds general-funded building maintenance, utilities, insurance and debt services for County properties and departments. Outside Agencies Services re ects costs to provide services to outside agencies (including the Superior Court) plus offsetting revenue. These costs include occupancy costs, print and mail services, and eet services. County Drainage Maintenance provides drainage maintenance for County-owned drainage facilities in the unincorporated areas. Keller Surcharge/Mitigation Program was established to implement Board of Supervisors policy on reducing solid waste from sanitary land lls through resource recovery, materials management and recycling services. Print & Mail Services provides copy, printing, graphic design, bindery and duplicating services, U.S. Mail processing and interof ce mail delivery, and supplies, business forms, and documents to County departments and other governmental agencies. Costs are charged to customers. Purchasing provides a program of centralized solicitation and purchases of goods, equipment and services for the County and re districts. Road Construction includes road construction projects funded by other governmental agencies, including the Contra Costa Transportation Authority for Highway 4 and the State Route 4 Bypass Authority. Other County Funds: Road Fund funds road construction and road maintenance. It is used to develop plans for speci c road projects, obtain nancing and construct new roads or improve existing roads to facilitate safe, properly regulated traf c and pedestrian Contra Costa County | FY24-25 Recommended Budget Page 179 259 movements. The fund provides road maintenance for public roads, bridges, and road drainage facilities in the unincorporated county area. The goal is to preserve and maintain existing travel ways. Typical maintenance work includes sealing pavement, re-grading shoulders, striping traf c lanes, and signing. Funding is received from State Highway Users Taxes and other revenues. Public Works – Land Development Fund provides engineering services and regulation of land development. Fees are received for encroachment permits, plan review and application review. Other Special Revenue Funds. Expenditures are offset by licenses, permits, franchise fees, rents, charges for service, sale of property, investments, and grants. Funding is generally restricted to use based on agreements. Funds are used for development and improvement projects, and property maintenance. Fleet Services Internal Service Fund (ISF) provides maintenance, repair, acquisition, and management of the County’s eet of vehicles and equipment. The Fleet Services Division became an Internal Service Fund in FY 2008-09. The eet consists of eight classes of vehicles: Patrol, Sedan, SUV, Compact Truck, Full-size Truck, Full-size 4X4 Truck, Cargo Van, and Passenger Van. Departments with vehicles assigned to the ISF are charged a monthly base fee, a per mile fee, and actual fuel costs. The monthly base fee represents the costs of insurance, management, depreciation, and vehicle replacement. The mileage charge consists of maintenance and repair costs (parts and labor). Departments with non-ISF vehicles and equipment are charged actual costs for maintenance, repair, fuel, insurance, and depreciation. The acquisition costs for replacement vehicles for the eight classes in the ISF are budgeted by Public Works. Any acquisition costs for vehicles being added to the eet or replaced outside the Fleet ISF are the responsibility of the individual departments. Airport Enterprise Fund is responsible for the operation and capital development of the Buchanan Field and Byron Airports. Special Districts: Public Works also encompasses a number of Special Districts , including Flood Control, Storm Drainage, Stormwater Utilities, Road Maintenance, Recreation, and Street Lighting. Funding for these activities is derived primarily from tax assessments, fees, and interest earnings. Contra Costa County | FY24-25 Recommended Budget Page 180 260 Organizational Chart The Public Works Department is currently staffed by 573 full-time equivalent positions. The Adopted Budget for FY23-24 re ected 570 full-time equivalent positions and the Department added three (3) positions mid-year to support accounting and purchasing functions. This total includes 531 positions for General Fund divisions, 24 for the Fleet Internal Service Fund, and 18 for the Airport Enterprise Fund. Two (2) additional positions are being recommended as part of the FY24-25 budget for the Facilities Maintenance division (General Fund) Full-time Equivalent Employee (FTE) Summary FY23-24 Adopted FY24-25 Recommended Change 65 - PUBLIC WORKS 570 575 5 Public Works Director Public Works - Main Operations Real Property, Engineering, Transportation, Records, Design/Construction General County Building Occupancy Utilities, Insurance, & Debt Service Costs for County Properties Print & Mail Services Centralized function for County Departments Fleet Services - Internal Service Fund County Fleet Acquisition, Management & Maintenance Special Revenue Funds Roads, Drainage, Land Development, Area of Bene t Funds Facilities Maintenance Capital Project Management, Real Estate Services, Building Maintenance, Custodial Purchasing Centralized function for County Departments Keller Surcharge/Mitigation Recycling & Materials Management Airport Enterprise Fund Buchanan Field & Byron Airport Operations Special Districts Flood Control, Storm Drainage, Stormwater Utility, Service Areas, Recreation & Parks Contra Costa County | FY24-25 Recommended Budget Page 181 261 Expenditures Summary The summary re ects the total net expenditures of $283,746,843 for the Public Works Agency, including all Special Revenue funds. The General Fund portion of total expenditures is $141,212,242 (approximately 50% of the total). Expenditures for Special Districts are not included in the summary charts and total an additional $275 million. The net increase indicated in the chart below of approximately $6 million re ects the overall change in total expenditures for all funds, including an increase in costs of $333,494 for the General Fund, an increase of $1.1 million for Roads, and increase of $1.9 million for Road Improvement Fees, an increase of $1.9 million for Fleet Services, and approximately $726,000 for other various special revenue funds. 283,746,843 $6,038,966 (2.17% vs. prior year) Expenditures by Expense Type Salaries and Bene ts increased by $4.4 million over FY23-24 due to negotiated wage and bene t adjustments. Services and Supplies increased by $7.3 million, re ecting increases in insurance, energy costs, fuel costs, vehicle repair costs and vendor costs for various road projects. Other Charges re ect a decrease in debt costs of $2.9 million. Equipment costs decreased by a further $478,000. Expenditure transfers are cost offsets from other County departments within the same fund for services rendered. The cost transfers are anticipated to increase by approximately $2.3 million in FY24-25. Budgeted and Historical Expenditures by Expense Type MillionsExpenditure Transfers Fixed Assets Other Charges Salaries And Benefits Services And Supplies FY2023FY2024FY2025$-100 $0 $100 $200 $300 $400 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 182 262 Salaries And Bene ts $69,327,621 $87,742,738 $92,145,290 $4,402,552 5% Services And Supplies $158,920,109 $190,642,785 $197,980,166 $7,337,381 3.8% Other Charges $54,036,813 $49,063,931 $46,163,895 -$2,900,036 -5.9% Expenditure Transfers -$73,041,679 -$57,725,577 -$60,048,508 -$2,322,931 4% Fixed Assets $1,340,953 $7,984,000 $7,506,000 -$478,000 -6% Total:$210,583,816 $277,707,877 $283,746,843 $6,038,966 2.2% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary The summary re ects the total revenue of $283,746,843 for the Public Works Agency, including all Special Revenue funds. The General Fund portion of total revenue is $141,212,242 and includes a general purpose revenue allocation (net County cost) of $41,000,000. Revenues for Special Districts are not included in the summary charts. Revenue increased overall by $6 million from FY23-24 and includes an increased allocation of general purpose revenue in the amount of $2.9 million. 283,746,843 $6,038,966 (2.17% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 183 263 Revenue by Fund The Public Works Agency comprises several different types of funds: Governmental Funds (including General Fund, Special Revenue and Capital Project Funds), Enterprise Fund (Buchanan Field and Byron Airports) and Internal Service (Fleet Services). The Governmental Funds re ect 90% of the total Agency funds and are used to account for the day-to day operating services (General Fund)as well as particular earmarked resources (Special Revenue Funds). Enterprise Funds and Internal Service Funds are Proprietary-type funds where the nancial operations are handled in a manner similar to that of business enterprises. These Proprietary Funds re ect approximately 10% of the total Public Works Agency. 2025 Revenue by Fund Governmental Funds (90.1%)Governmental Funds (90.1%) Governmental Funds (90.1%) Internal Service Funds (7.7%)Internal Service Funds (7.7%) Internal Service Funds (7.7%) Enterprise Funds (2.2%)Enterprise Funds (2.2%) Enterprise Funds (2.2%) Governmental Funds General Fund $131,137,170 $140,878,748 $141,212,242 $333,494 0.2% Special Revenue Funds $56,665,570 $109,515,000 $114,226,117 $4,711,117 4.3% Capital Project Funds $334 $339,000 $358,000 $19,000 5.6% Total Governmental Funds:$187,803,074 $250,732,748 $255,796,359 $5,063,611 2% Enterprise Funds $5,914,573 $7,056,129 $6,125,931 -$930,198 -13.2% Internal Service Funds $16,866,168 $19,919,000 $21,824,553 $1,905,553 9.6% Total:$210,583,816 $277,707,877 $283,746,843 $6,038,966 2.2% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 184 264 Revenues by Source Federal assistance revenues consist of federal grants for various road infrastructure projects and $1.5 million anticipated FEMA (Federal Emergency Management Agency) reimbursements for storm damage repairs incurred during the 2022/2023 storm events. State assistance revenues are predominantly Highway User Tax and Road Maintenance and Rehabilitation Account (RMRA) tax revenues. Revenues also include the state portion of anticipated reimbursements for storm damage repairs incurred during the 2022/2023 storm events. Other local revenue sources include charge outs for services provided to other County departments, various programs, and billed to other agencies through a variety of agreements. These services include maintenance, engineering, purchasing, building maintenance, traf c signal maintenance, capital improvements, eet, print and mail, real property, and surveys. Budgeted Revenues by Source MillionsFederal Assistance General Purpose Revenue State Assistance Other Local Revenue FY2023FY2024FY2025$0 $50 $100 $150 $200 $250 $300 Revenue Source Federal Assistance Intergovernmental Revenue $16,268,267 $22,333,260 $16,428,921 -26.4%-$5,904,339 Total Federal Assistance:$16,268,267 $22,333,260 $16,428,921 -26.4%-$5,904,339 State Assistance Intergovernmental Revenue $41,579,392 $48,041,000 $46,654,268 -2.9%-$1,386,732 Total State Assistance:$41,579,392 $48,041,000 $46,654,268 -2.9%-$1,386,732 Other Local Revenue License/Permit/Franchises $2,338,977 $1,970,000 $2,178,000 10.6%$208,000 Use Of Money & Property $9,118,160 $6,748,000 $7,601,544 12.6%$853,544 Intergovernmental Revenue $1,732,562 $4,356,740 $1,410,724 -67.6%-$2,946,016 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended (% Change) FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) Contra Costa County | FY24-25 Recommended Budget Page 185 265 Charges For Services $64,560,828 $54,299,121 $54,020,747 -0.5%-$278,374 Miscellaneous Revenue $67,919,739 $76,109,627 $81,193,703 6.7%$5,084,076 Fund Balance -$21,299,900 $25,803,129 $33,258,937 28.9%$7,455,808 Total Other Local Revenue:$124,370,366 $169,286,617 $179,663,655 6.1%$10,377,038 General Purpose Revenue $28,365,790 $38,047,000 $40,999,999 7.8%$2,952,999 Total General Purpose Revenue:$28,365,790 $38,047,000 $40,999,999 7.8%$2,952,999 Total Revenue Source:$210,583,816 $277,707,877 $283,746,843 2.2%$6,038,966 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended (% Change) FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) Contra Costa County | FY24-25 Recommended Budget Page 186 266 Key Budget Updates The FY24-25 budget for Public Works re ects over $283 million in total expenditures (County funds). This amount comprises numerous County funds, including some detailed below. Most expenditures are funded with restricted revenues from dedicated taxes and assessments, grant funds, and through charges to requesting County departments, local agencies and/or property developers. Public Works also manages numerous Special District funds totaling an additional $275 million that comprise Flood Control, Storm Drainage, Stormwater Utility, Lighting, Parks, Recreation, and other Miscellaneous Districts and Service Areas. General Fund The FY24-25 recommended budget includes gross expenditures of approximately $239 million. Expenditure transfers, re ecting charge- outs to other County departments for services, total $97.7 million. The remaining net expenditures of $141 million are partially offset by revenue of $100 million. Revenue is primarily derived from engineering services. The recommended share of general-purpose revenue (Net County Cost) is $41 million and re ects an increase of approximately $333,000 from FY23-24. The recommended budget gures include adjustments for estimated salary and bene t increases as well as increases for insurance, debt service and information technology costs. The General-Purpose Revenue allocation of $41,000,000 will fund the following: $33,060,000 for general property costs including facility debt service, general maintenance, various utilities including energy costs, and property insurance. This includes maintenance costs of detention facilities; $2,688,000 to support the County Sustainability Fund (provided by Measure X sales tax revenue); $1,024,000 for Parks and Recreation activities (provided by Measure X sales tax revenue); $200,000 to fund the County Surveyor function as mandated by code; $200,000 to support compliance with Senate Bill 1383, enacted to reduce greenhouse gas emissions by mandating the reduction of organic waste disposal in land lls; $900,000 for maintenance of county-owned drainage facilities; $1,134,000 to fund a portion of centralized County purchasing services; $576,000 to meet the County Road Maintenance of Effort requirement; $500,000 to support Special District activities; $425,000 for energy management program costs, liability insurance and increased information technology costs for building maintenance; and $293,000 to fund a portion of materials management and recycling services. The FY24-25 recommended budget re ects a net increase of ve (5) positions from the FY23-24 adopted budget. This increase re ects three (3) positions added mid-year to support accounting and purchasing functions as well as two (2) additional custodial positions to provide service to the new administration building at 1026 Escobar in Martinez being recommended as part of the FY24-25 budget. A number of other positions were added to support capital projects, information technology, and administration needs. These positions were offset by the elimination of vacant positions no longer required by the Department. Funded positions will total 533 for General Fund divisions of Public Works. Fleet Internal Service Fund The Fleet Internal Service Fund (ISF) supports countywide eet maintenance and operations, operations of the county fuel station, and ISF vehicle replacement. Expenditures for FY24-25 total $21.8 million and include salary and bene t costs, vehicle repair costs, fuel/oil, depreciation, as well as planned vehicle replacement costs. The department is planning for the replacement of 111 vehicles in FY24-25, at an estimated cost of $4.7 million, made up of: 48 sedans, 15 patrol units, 2 trucks (full-size), 4 trucks (mid-size), 5 SUVs (sport utility vehicles), 25 Cargo Vans, and 12 Passenger Vans. Funded positions total 24 for the Fleet ISF and include mechanics, technicians, service writers, equipment specialists, and equipment services workers. Airport Enterprise Fund The FY24-25 recommended budget for the Airport Enterprise Fund, which supports airport operations and capital development at the Buchanan and Byron Airports, decreased expenditures and revenue by approximately $900,000 from FY23-24. The reduction re ects the anticipated completion of the new Airport Terminal Building and Administration Of ce capital improvement project. Contra Costa County | FY24-25 Recommended Budget Page 187 267 General operating expenditures for FY24-25 are increasing in several areas, including salary and bene ts and building maintenance. The Airport is reviewing revenue streams and anticipated costs from the occupancy of the new Terminal Building and is holding three positions vacant until funding is identi ed. There is a $407,423 funding gap for FY24-25 that will be addressed by utilizing available fund balance reserves. There are currently 18 funded positions for the Buchanan Field and Byron Airports. Public Infrastructure Budget Challenges Public Works is responsible for several public infrastructure programs that involve operations, maintenance, and capital improvements, as illustrated below. Road Fund Expenditures for the Road Fund total approximately $85.5 million. This amount increased by $1.1 million from FY23-24 due to planned road maintenance and road improvement projects. Recommended project expenditures include: Countywide surface treatment, slurry seal, Marsh Creek Road Bridge Replacement, Byron Highway Bridge Replacement, and county liability insurance costs. Revenue sources include Highway Users Tax and Road Maintenance and Rehabilitation Account (RMRA) funding from the State, project construction deposits, fund balance, Federal and State grant revenues, and a $1.5 million grant match from the General Fund allocated in FY23-24. These amounts re ect the transfer of the Byron Highway Bridge Project from Non-County Road Construction to Road Fund Capital Projects in FY24-25. In addition to SB1 funding that increased revenue for the Road Program, the Infrastructure Investment and Jobs Act (IIJA) has provided much needed federal funding to California and Contra Costa County to achieve the County's goal of a safe, reliable, ef cient, sustainable, and accessible transportation network. The bill provides additional funding for bridges, Active Transportation, congestion relief, and safety improvements. The County’s commitment of General Fund monies for the required local match for federally funded projects through the IIJA has allowed the Public Works Department to secure several grants while also being able to fund unexpected storm damage projects. The grants include active transportation improvements in impacted communities. A future challenge being tracked is the impact of the increased number of electric vehicles in the state. The increasing number of electric vehicles will have a negative effect on gas tax revenues. The California State Association of Counties is working to put together a gas tax revenue projection for each year until 2035. It will most likely show at some point a “decreasing” revenue stream. Although the Legislature is looking at a road use fee using vehicle miles traveled and has conducted several studies on implementing the program, there appears to be little desire or urgency to nd a solution politically. Flood Control (Special District) FY24-25 funding for Flood Control Districts totals $181 million and re ects an increase of $34 million from FY23-24. Major expenditures include drainage facilities maintenance, Walnut Creek Sediment Removal, Grayson and Walnut Creeks Levee Improvements, Lower Walnut Creek Restoration Vegetation Establishment, Lower Sand Creek Basin Expansion, Upper Sand Creek Basin Infrastructure Repair, and Wildcat Creek Fish Passage and Community Engagement. Developing sustainable funding for stormwater and ood control services continues to be a priority. Due to the impact of Propositions 13 and 218 on County revenues, the Department has been unable to provide appropriate levels of maintenance for ood control and stormwater facilities. The deferred maintenance backlog is growing and will continue to grow without an infusion of revenue. In addition, the new Municipal Regional Stormwater Permit (MRP) requirements are well beyond what current funding can support. The Contra Costa Clean Water Program is embarking on a ballot measure funding initiative for 2026 that will bene t the Department’s MRP compliance and stormwater facility maintenance if approved. Staff continues advocate at the State level for legislation to resolve funding challenges, while working locally with the Board of Supervisors and the Bay Area Flood Protection Agencies Association to pursue a regional or local funding mechanism. The Department continues to seek grant funds to supplement ood control and stormwater project costs. The District recently completed Facility Condition Assessments of critical ood control infrastructure and is prioritizing needed repairs. Contra Costa County | FY24-25 Recommended Budget Page 188 268 Other Special Districts Special Districts receive funding for operations and maintenance from ad valorem taxes and/or assessments on property in the speci c district (LL-2 zones, CSAs, or CFDs) served. Financial resources for Special Districts tend to be very limited, and often do not meet the expectations of the residents served. These nancial issues stem primarily from three fundamental challenges. Many Special Districts assessments or service charges that fund the districts do not adjust annually to keep pace with in ation. The result is that Special District funding streams have declined signi cantly in real value over time. Some Special Districts have zero or unpredictable funding. Some Special Districts have adequate funding for existing facilities, but additional funding is not available to accumulate for signi cant capital improvement or replacement projects. Contra Costa County | FY24-25 Recommended Budget Page 189 269 Equity in Service Delivery The Public Works Department has implemented a comprehensive strategy to address equity issues and ensure inclusivity in its operations. One key component of this approach is the Title VI (Civil Rights Act) Plan, which serves as a foundation for non-discrimination and equitable service delivery. The department also recognizes the needs of Limited English Pro cient (LEP) individuals and has developed a dedicated LEP Plan, including public communication strategies tailored to those who speak English less than very well. The LEP Plan includes a four-factor analysis and uses the results of the analyses to determine which language assistance measures are appropriate. Factor one is the number/proportion of LEP persons in a service area; factor two is the frequency of contact with LEP persons, factor three is the nature and importance of the service to LEP persons, and factor four is the resources available and overall costs. To further facilitate effective communication, language identi cation cards are utilized. The Department actively identi es and acknowledges communities of concern, utilizing GIS mapping to overlay infrastructure conditions and project data on maps that highlight these communities. Program reviews are conducted through an equity perspective, emphasizing the importance of fair and just outcomes. Additionally, grants secured for communities of concern require the department to sign a grant assurance, committing to compliance with the Civil Rights Act. The Department maintains ADA compliance, ensuring accessibility for all residents. Staff undergo Title VI training every two years to stay updated on obligations and responsibilities. Furthermore, the department has successfully completed or received grants for impactful projects within communities of concern, such as the Fred Jackson Way Complete Streets in North Richmond, the San Pablo Avenue Complete Streets in Rodeo/Crockett, and the Bailey Road Bicycle and Pedestrian Improvements in Bay Point, exemplifying its commitment to enhancing infrastructure and promoting equity in these areas. Through these multifaceted efforts and project implementations, the Public Works Department is dedicated to promoting equity, diversity, and accessibility in its projects, services, and programs. Contra Costa County values the contributions of small businesses in the County and has developed programs to assist in the solicitation and awarding of contracts. The Board of Supervisors adopted these programs to enable small and local businesses to compete for a share of the County's purchasing transactions. The Purchasing Division is working on several initiatives with County departments to increase County business participation with the following businesses that are included in the County's Small Business Enterprise Program (SBE): Disabled Veterans Business Enterprise, Disadvantaged Business Enterprise, Local Business Enterprise, Minority Business Enterprise, and Small Business Enterprise. The initiatives include the development of an engagement guide in English and Spanish to assist businesses to become aware of and compete for County business opportunities, coordination with the Of ce of Communications and Media to produce an instructional video on how to do business with the County, and working with the Department of Information Technology to develop a map for County staff to identify registered SBEs and facilitate targeted outreach to communities that are underrepresented in the Purchasing registry (Purchasing Portal). The SBE Program goal includes awarding at least 50% of eligible product and service dollars the small businesses. The program applies to county-funded construction contracts of $200,000 or less; purchasing transactions of $200,000 or less; and professional/personal service contracts of $200,000 or less. The Procurement Services Manager provides semi-annual reports that re ect departmental SBE program data to the Equity Committee. One of the Department’s top equity priorities is the continued administration and delivery of Sustainability Fund initiatives (funded by Measure X). Management of the Sustainability Fund involves identifying priorities and speci c projects that ensure high-impact outcomes for County operations that bene t all county residents and businesses. In particular, clean energy investments in County eet and building facilities lead to cleaner air in local communities by reducing the release of particulate matter (PM2.5) – pollutants created from fossil fuel combustion that cause widespread respiratory issues, acute asthma chief among them. Public Works leverages Sustainability Fund dollars by identifying and securing clean energy grant funding that prioritizes investments through an equity lens. These types of projects lead to social, nancial, and environmental bene ts that can be directly experienced by impacted community members. With climate change impacting the most vulnerable and least-resourced community members the greatest, equitable and sustainable infrastructure investments are foundational to climate change mitigation and adaptation. Contra Costa County | FY24-25 Recommended Budget Page 190 270 Goals Recruitment/Retention and Succession Planning With a continued stable economy, increased requests from County departments for internal services and considerable pent-up public infrastructure needs, the competition to attract and retain enough quali ed staff in many classi cations throughout the Department remains challenging. The Department continues to review and implement better ways to recruit, retain, and prepare staff to meet the Department’s goals and deliver its mission. Since lling the Training and Staff Development Specialist position the Department is implementing a training program that is focused on three priority areas: performance management training for supervisors and managers, technical training, and information technology training. The Department anticipates the retirement of many senior level staff and recognizes this trend will continue in the coming years. Therefore, succession planning efforts have been implemented to ensure staff are ready to move into leadership positions through training and coaching opportunities and documentation of work processes. Capital Project Planning and Delivery The County’s building portfolio is substantial, comprising hundreds of County-owned and leased buildings. The Department has made considerable improvements in overall management of these facilities and the update of the building asset inventory. In tandem with this effort, every County building asset was inspected to develop County Building Facility Condition Assessments (FCAs). The FCAs evaluate and document the general condition and deferred maintenance needs of County buildings and their operating systems (electrical, plumbing, HVAC) to assist with prioritizing maintenance budgets. This tool assisted Public Works, in collaboration with the County Administrator ’s Of ce, in completing the Countywide Facilities Master Plan in 2022. Maintaining and updating FCA data remains a priority in the coming years due to its signi cant value to resource planning. The Department intends to work closely with the County Administrator’s Of ce and further re ne and streamline the County’s Departmental capital project request and planning process as part of the County’s annual budget process. Stormwater/Flood Control Funding The Flood Control District staff are working with Maintenance staff to plan for long-term maintenance of facilities using the list of Facility Condition Assessment of critical ood control infrastructure. Flood Control staff are also working on a Creek Capacity Assessment Program to better plan for sediment control within County creeks. Creating a Better Buil t Environment With the public wanting a more diverse transportation network, the need to implement Climate Action Plan goals with County buildings and facilities, and permit regulations from the Regional Water Quality Board, Public Works continues to review services and funding to better serve the public and regulatory expectations. The Department will continue to work with County partners, including the Department of Conservation and Development and County Administrator ’s Of ce to implement the Climate Action Plan (CAP) adopted by the Board of Supervisors in 2016. The Department has also worked closely with the Department of Conservation and Development on the Envision Contra Costa General Plan update and the CAP update currently in process. The Municipal Regional Stormwater Permit required the County to develop and adopt a Green Infrastructure Plan to implement “green” sustainable infrastructure over the next 20 years. The plan was adopted in August 2019 and is now in the implementation phase, which will require funding and participation from many departments. The Board approved an annual allocation of $2.5 million of Measure X sales tax revenue for sustainability projects. The Climate Action Plan and Sustainability Fund Report includes installation of solar panels, additional electric vehicle chargers and other distributed energy improvements at County facilities to support greater independence from carbon- based fuel. The Department is prioritizing electric vehicle charger projects for the rst Measure X funding allocation and will be collaborating with the County Administrator’s Of ce on future projects and opportunities. The vehicle charger projects are now being constructed. Transportation and Building Infrastructure Funding Public Works is responsible for the County’s unincorporated road infrastructure and County building infrastructure. These facilities require on-going maintenance and capital improvement and replacement activities to maintain the safe and ef cient operation of these facilities. Securing funding for these on-going maintenance operations and capital improvement and replacement needs has been a challenge. Although SB 1 improved the funding situation for our road maintenance, SB 1 did not fully address the needs identi ed in the Local Streets and Road Needs Assessment report prepared by the California State Association of Counties and the League of California Cities. However, with the additional funding, the goal is to improve the overall Contra Costa County | FY24-25 Recommended Budget Page 191 271 condition of unincorporated County roads and maintain a system that is safe, reliable, ef cient, sustainable and provides mobility options for the users of the system. In addition to SB 1 funding, the Infrastructure Investment and Jobs Act has provided much needed federal funding to California and Contra Costa County to achieve our goal of a safe, reliable, ef cient, sustainable, and accessible transportation network. The bill provides additional funding for bridge, Active Transportation, congestion relief, and safety improvements. The Department was awarded funding for several projects. The County Administrator’s Of ce has budgeted $10 million per year to use as matching funds for these federal grants. With the identi cation of matching funds, Public Works continues to be successful in leveraging the funds to secure additional federal funds. With regard to County buildings, the County has allocated $10 million per year for deferred maintenance work over the last 9 years. While this allocation is a positive step in addressing the overall poor condition of the County building portfolio, it is not suf cient to address the estimated $500 million deferred maintenance needs for County buildings. Additional funding is necessary. With the Facilities Master Planning effort completed, Public Works is focused on asset management and the capital improvement program that will help prioritize improvements, identify necessary staff resources, and establish appropriate capital funding requests. A goal of the asset management plan is to also manage the overall portfolio to dispose of high maintenance assets, consolidate operations, and balance the portfolio mix of owned and leased assets. Also, Public Works will be working with the County Administrator’s Of ce to implement the Facilities Master Plan with the goal of improving the ef ciency and accessibility of County buildings for both employees and the public for conducting business. Traf c Safety The Department is studying ways of reducing fatal and major injury collisions on unincorporated County roads. The County adopted a Vision Zero approach to traf c safety. The goal of the Vision Zero program is to reduce fatal and major injury collisions to zero. The Department identi ed a high incident road network map, identi ed countermeasures, and selected the top 10 safety projects for implementation. The goal is to leverage gas tax funds and General Funds with safety grant funds to implement these 10 projects as soon as possible. The Vision Zero goal is to use engineering, enforcement, education, and emergency response to nd solutions to achieve the goal of zero fatal and major injury collisions. County Airports Contra Costa County owns Buchanan Field Airport in Concord, and Byron Airport in the Byron area. The Airports are managed by the Contra Costa County Department of Public Works – Airports Division, which operates within an enterprise fund system. Both Buchanan Field and Byron Airports are experiencing dynamic development growth with multiple projects planned and underway, positioning the airports for future success and revenue generation. Both are General Aviation reliever airports serving commercial service, charter, business, recreational, ight instruction, military and emergency service users in the San Francisco Bay Area and San Joaquin Valley. The Contra Costa County Airports Division proactively promotes its airports and services to attract aviation emerging innovation and technology businesses. Together these air elds offer businesses a unique opportunity to design, develop, and test in both environments in the heart of the Bay Area. In partnership with the University of Alaska Fairbanks and the Pan-Paci c Unmanned Aerial System Test Range Complex, Contra Costa County Airports are of cial Federal Aviation Administration unmanned aerial system test sites. The goal of the Airports Division is to continue to provide state-of-the-art facilities and services for customers involved in various aspects of the aviation industry. Contra Costa County | FY24-25 Recommended Budget Page 192 272 Accomplishments Flood Control District The Flood Control District completed the grading, construction, and re-vegetation work for the Lower Walnut Creek Restoration project in 2022 and is now in the second of three years of plant establishment. In 2023, the project was awarded the American Public Works Association Project of the Year. Project funding was from over ten different grants and created 300 acres of tidal wetlands and 5 miles of tidal channels, and more than 31,000 custom-grown native plants were installed. Project partner, John Muir Land Trust, is working on the design and permitting for the next phase of the project planned for 2024, which adds public access facilities. The Flood Control District received three grants for design and implementation of the Wildcat Creek Fish Ladder Retro t, which will correct a sh ladder that never functioned as designed by the US Army Corps of Engineers. The rst grant is from Urban Streams Restoration Program for $784,775; the second grant is from Prop 1 Integrated Regional Water Management for $1.5 million; and the third grant is from the Environmental Protection Agency, SF Bay Area Water Quality Improvement Fund for $1.8 million. Contra Costa Clean Water Program (CCCWP) On March 29, 2023, the Contra Costa Clean Water Program was awarded $1 million Water Quality Improvement Funds Bipartisan Infrastructure Law grant funding from the U.S. Environmental Protection Agency. The Clean Watersheds for All project will develop a list of countywide green stormwater infrastructure projects in underserved communities, and prioritize them based on their potential to reduce pollutants of concerns and provide other community-supported bene ts. The Project will include active outreach throughout the tasks to engage with and garner community support. Road Program The County Road Program completed construction of several projects in 2023. The projects addressed the program goals of safety, reliability, ef ciency, and multi-modal mobility with a focus on equity and sustainability. Many of the construction projects were made possible through successful Infrastructure Investment and Jobs Act (IIJA) grants and the support of the Board of Supervisors by providing local match funding in the amount of $10 million that helped secure the IIJA grants. The County has secured approximately $62.8 million in IIJA grant funds. Construction projects for 2023 included the completion of the Marsh Drive Bridge to replace a seismically and structurally de cient bridge, project initiation of two bridge replacement projects on Marsh Creek Road, the substantial completion of the Alamo Roundabout project, traf c signal upgrades on San Pablo Dam Road and Bailey Road, completion of the Franklin Canyon Road Safety Improvement Project, completion of the Westminster and Kenyon Avenue Accessibility Project, and the completion of the 2023 Countywide Pavement Dig Outs Project to repair pavement failures along with the 2023 Countywide Surface Treatment Project focused in the Bay Point, Pacheco, and Contra Costa Centre areas. Airports At Buchanan Field Airport, the Airports Division continues with the construction on its new 19,000 sq./ft. multi-use Terminal Building that will replace an existing 35-year-old facility. The new building will include space for the Airports Division Administrative staff, Airport Rescue and Fire Fighting staff and equipment, public space to support scheduled/unscheduled air service providers, of ce space for aviation businesses, and public meeting space. The project is approximately 95% complete and Airports staff is working closely with its Construction Management team to ensure ongoing airport safety, and compliance with the plans and speci cations. The project is expected to be completed in late spring of 2024. The Airports Division also received Airport Improvement Program funds for the Buchanan Field Security Fencing project. Project bidding was conducted in 2022 and construction is nearing completion with much of the remaining work adjacent to the new multi-use terminal building project. The project required close coordination with tenants and with the Terminal Building project construction. Land Development and Special Districts The Engineering Services Division continues to work with the Information Technology Division and the County's Department of Conservation and Development to expand the ePermits Center (using the Accela system) with the development of the remainder of ministerial permits. The Point-of-Sale function in Accela is fully running, and Public Works can process fees, deposits, and payments on ministerial and discretionary permits. A section of Title 9, Subdivision Ordinance, was updated to allow Urban Lot Splits (SB 9) within the P-1 zoning district. The County owns 1,976 streetlights and Special Districts started a new 4-year inspection cycle this year. The target inspection rate is approximately 120 streetlights per quarter. Special Districts installed a new all-abilities, sensory-engaging play structure at Regatta Park. Construction on a new playground structure began at Montalvin Park. Both projects are partially funded by Contra Costa County | FY24-25 Recommended Budget Page 193 273 the Proposition 68 Per Capita Grant Program administered by the CA Department of State Parks and Recreation. In partnership with Facilities Signal Shop, Special Districts is piloting a streetlight monitoring system. LAFCO approved the activation of latent powers for CSA R-7. Surveys deployed the use of tablets in the eld and working to integrate them into day-to-day eld and of ce assignments. County Buildings The Capital Projects Management Division continues to work with the County Administrator ’s Of ce on the demolition and redevelopment of the former County Administration Building and downtown Martinez Jail. This project includes the development of a new Satellite Administration Building and public plaza, continuing the County’s investment in Martinez and further enhancing the County’s campus along Pine and Escobar Streets. This new facility will provide 75 parking spaces and tenant space on Level 1. Levels 2 and 3 will offer approximately 42,000 square feet to house staff from various County programs. The project is pursuing a LEED Gold certi cation and Total Resource & Ef ciency (TRUE) Silver certi cation. Demolition of the buildings is completed with the focus on the new building and public plaza design. Demolition of the old jail and Administration building was completed earlier this year with a new Satellite Administration building shell erected. Completion of the new facility is anticipated in 2024. The Department has been installing electric vehicle charging infrastructure, as a priority goal of the Sustainability Committee and funded by Measure X sales tax revenue. The primary focus is designing and implementing charging equipment to serve the electric eet vehicles. The current plan is to install over 140 charging ports (plugs) across 15 sites throughout the County. To mitigate supply chain delays, the Department purchased and secured 100 Level 2 electric vehicle chargers for the County’s inventory and installed 66 ports 2023. Purchasing The Purchasing Services Division coordinated with County Counsel and the County Administrator’s Of ce to update the County Purchasing Policy and Procedures. The updated policy guiding principles reduce bureaucracy, provide greater exibility for department heads, and establish accountability measures to ensure that minimum standards for procurement equity and proper contract oversight are observed. Purchasing Services also updated the Environmentally Preferable Purchasing Policy, which includes purchasing requirements to minimize environmental impacts, reduce greenhouse gas emissions, and advance the goals of the County’s Climate Action Plan. Real Estate The Real Estate leasing team completed 40 lease transactions on behalf of County Departments this year. Included in this was a new leased location for the District IV Supervisor's of ce, a new leased location for the Sheriff ’s Law Enforcement Training Center, which required substantial tenant improvements, and new leased location 2731 Systron Drive for Concord Women Infants Children Program and Public Health. Also, 2523 El Portal Drive in San Pablo was acquired for the operation of a mental health urgent care facility and a therapeutic residential facility for Behavioral Health Services. The Real Estate right-of-way team completed 20 license agreements for County, Fire District and Flood Control purposes. A right-of-way certi cation for the Pleasant Hill over Taylor and Marsh Drive Bridge Replacement #143 & 145 Projects was approved and executed by the California Department of Transportation, allowing both projects to move forward with construction. The conveyance of permanent easements and vacation process related to the construction of the County Administration Building was completed. Right-of-way formalized the annexation process of East Contra Costa Fire Protection District properties to Contra Costa Fire Protection District. The I-80 San Pablo Dam Rd. Interchange-Phase 1 Project was transferred to the California Department of Transportation. Public Works Administration Administrative Services provided Performance Management Training to department managers, supervisors, and leads. The training was also offered to staff department-wide and included understanding the role of the supervisor in employees’ on- going performance management and knowledge of the annual performance evaluation and progressive discipline process. “Inside Public Works” is an ongoing series produced by Public Works in collaboration with Contra Costa Television (CCTV) that offers viewers an opportunity to learn about the inner workings of the Public Works Department as well as the latest information about programs and services and recently completed projects. The third episode premiered in July 2023 and highlighted youth programs at the Airports, the Marsh Drive Bridge Replacement Project, the Delta Landing Interim Housing Project, and Contra Costa County’s Illegal Dumping Initiative. The program premieres on CCTV and is available for repeat viewing on CCTV’s YouTube channel as well as on the Public Works Department’s website, www.cccpublicworks.org (http://www.cccpublicworks.org/). Contra Costa County | FY24-25 Recommended Budget Page 194 274 The Information Technology Division migrated from a labor-intensive ‘on-premises’ Outlook Exchange 2013 email system to a robust Microsoft Of ce 365 cloud version. This upgrade offers signi cantly better user experience, reliability, features, security, end-point management, storage, and backup. Recon gured the Public Works Network to deploy Crowdstrike Falcon cyber- security system. Contra Costa County | FY24-25 Recommended Budget Page 195 275 Performance Measures Department Goal: Improve recruitment and retention of Public Works employees through improved communication, succession planning, training and professional development. Performance Measure: Percentage of employees that left the department due to other job opportunities, retirements and rejections on probation. FY 2020-21 FY 2021-22 FY 2022-23 Target 7-8% (industry standard)7-8% (industry standard)7-8% (industry standard) Actual 7%12%10% Performance Measure: The employee engagement survey is conducted annually by calendar year provides the department valuable input in determining our Strengths, Weaknesses, Opportunities and Threats. The metric is the eNPS score, or Employee Net Promoter Score with a range from -100 to +100. FY 2020-21 FY 2021-22 FY 2022-23 Target 10 to 50 10 to 50 10 to 50 Actual 8 21 13 Performance Measure: Percentage of department vacant positions. FY 2020-21 FY 2021-22 FY 2022-23 Target 15%15%15% Actual 19.67%22.6%21.1% Department Goal: Development of a Countywide Facilities Master Plan to help guide the County to effectively manage County building and facilities assets. The Public Works Department is working with the County Administrator’s Of ce to develop a County Facilities Master Plan and Facility Condition Assessments for owned and leased buildings. The FCA will assist in the planning of deferred maintenance efforts in County buildings. Performance Measure: Complete Facility Condition Assessments for 20% of County facilities each year resulting in all facilities assessed at least once every 5 years. FY 2022-23 Target 20% Actual 20% Department Goal: Develop sustainable funding for stormwater and ood control services. Performance Measure: Complete Facility Condition Assessments of critical ood control infrastructure. This data will allow us to better understand the long-term maintenance needs for these facilities and when facilities will need to be replaced. FY 2020-21 FY 2021-22 FY 2022-23 Target 100%100%100% Actual 45%90%100% Department Goal: Implementation of the Sustainability Program/Fund which includes an annual allocation of Measure X funds of $2.5 million. The Public Works Department is prioritizing electric vehicle charger projects for the rst funding allocation in FY 2022-23. Performance Measure: Implementation of sustainability projects. As of February 2024, Public Works installed 69 charger ports and has 31 in construction, 7 in the permit review process, and 57 in design, totaling 164 across several county facilities to support the County’s rapidly growing Zero Emission Fleet. These electric vehicle (EV) charging projects have been designed to ensure that the current and future demand for eet charging will be met and have also accounted for the growing demand for charging from County employees where possible. The County will have 121 new EV charging ports operational by July 1, 2024. Contra Costa County | FY24-25 Recommended Budget Page 196 276 Department Goal: Continue to seek additional infrastructure funding through grants and advocacy at the state level. Senate Bill 1 improved funding for road maintenance, however there are additional needs identi ed through the Local Streets and Roads Needs Assessment report prepared by the California State Association of Counties and League of Cities. Performance Measure: The Transportation Program actively looks for grant opportunities and has a goal of receiving a minimum of $4 for every $1 spent of staff time to prepare the grant applications. FY 2020-21 FY 2021-22 FY 2022-23 Target $4 for every $1 of staff time $4 for every $1 of staff time $4 for every $1 of staff time Actual $16 for every $1 of staff time $4 for every $1 of staff time $39 for every $1 of staff time Performance Measure: Leverage local funds to receive additional federal and state grants for road projects. Calendar Year 2021 $4.7 million in gas tax funds was used to receive $20.7 million in federal and state grant funds. Calendar Year 2022 $336,499 in gas tax funds was used to receive $14.7 million in federal and state grant funds. Calendar Year 2023 $445,000 in gas tax funds was used to receive $4.8 million in federal and state grant funds. Performance Measure: Bridge Index Rating. New bridges typically have a suf ciency rating of 90-100. Once a bridge reaches a suf ciency ration of 50 or less, it is eligible for federal highway bridge replacement funding. FY 2020-21 FY 2021-22 FY 2022-23 Target <5% with suf ciency rating of <50 <5% with suf ciency rating of <50 <5% with suf ciency rating of <50 Actual 7.9%6.6%8.51% Performance Measure: The Road Pavement Condition Index (PCI) measures the condition of arterials, collectors, and residential roads within unincorporated Contra Costa County. FY 2020-21 FY 2021-22 FY 2022-23 Target Arterial – 80 Collector – 80 Residential - 75 Arterial – 80 Collector – 80 Residential - 75 Arterial - 80 Collector - 80 Residential - 75 Actual Arterial – 76 Collector – 68 Residential – 65 Arterial – 76 Collector – 69 Residential - 66 Arterial - 75 Collector - 67 Residential - 66 Department Goal: Continue to look at ways of reducing fatal and major injury collisions on unincorporated County roads. The County has adopted a Vision Zero approach to traf c safety. The goal of the Vision Zero approach is to reduce fatal and major injury collision to zero. Performance Measure: We have identi ed our high incident road network map and are currently developing countermeasures to address any safety concerns with the map. The Department will prioritize key areas where improvements are needed and use the Vision Zero approach to justify grant funding applications. Calendar Year 2021 Calendar Year 2022 Calendar Year 2023* Target 0 Collisions 0 Collisions 0 Collisions Actual Total Injury Collisions – 327 Fatal Collisions – 14 Major Injuries – 61 Bikes – 21 Pedestrians - 17 Total Injury Collisions – 462 Fatal Collisions – 6 Major Injuries – 65 Bikes – 23 Pedestrians - 20 Total Injury Collisions - 442 Fatal Collisions - 15 Major Injuries - 49 Bikes - 22 Pedestrians - 18 *Numbers may vary slightly due to pending, unreported collision reports for 2023. Contra Costa County | FY24-25 Recommended Budget Page 197 277 Of ce of Racial Equity and Social Justice Kendra Carr and Peter Kim Co-Directors Department Description The Of ce of Racial Equity and Social Justice (ORESJ) supports the County’s efforts to strengthen and expand equity, access and inclusion for all county residents and communities, especially those most impacted by racial and socioeconomic disparities. The vision of ORESJ is that all Contra Costa County residents achieve positive health and well-being and are able to access the resources they need to thrive. ORESJ leads with a speci c, strategic focus on racial equity because race continues to in uence life outcomes in disproportionate ways, and disparities are often the greatest when measured by race. While the Of ce leads with a focus on racial equity, it recognizes racism is one of many forms of oppression that must be dismantled and that all forms of oppression are linked. Different from equality, equity recognizes that people and communities are situated differently and accounts for the unique identities, circumstances, and histories that often produce uneven and inequitable experiences and outcomes. Equity requires that those factors are carefully considered when assessing policies, practices, programs, and investments and determining how systems and structures can be improved. ORESJ is committed to creating opportunities and spaces in which all people are welcomed, supported, and valued to participate in meaningful ways and inform the institutional policies and practices that impact their lives, particularly those who have experienced the most harm. ORESJ’s aim is two-fold: Assess, support, and coordinate the County’s work of advancing equity through close partnership and collaboration with County departments and divisions, and develop and sustain countywide principles, policies, practices, and investments that are racially just and equitable. Strengthen and increase the County’s ability to assess and respond to the harmful impacts of racial and social inequities on residents and communities through consistent, transparent communication and robust engagement with community members, organizations, advocates and leaders. Organizational Chart The ORESJ is currently staffed by two full-time equivalent positions, the Co-Directors. Mid-year requests for 4.0 full-time equivalent positions are anticipated when the appropriate job classi cations have been identi ed or created. FY23-24 Adopted FY24-25 Recommended Change 09 - ORESJ 0 2 2 Expenditures Summary Contra Costa County | FY24-25 Recommended Budget Page 198 278 1,290,240 $30,240(2.40% vs. prior year) Expenditures by Expense Type For the ORESJ’s total FY24-25 Recommended Budget of $1.29 million, 94% will cover the salary and bene ts of six (6) full-time equivalent staff positions and 6% will cover of ce operations and infrastructure costs. Expense Objects Salaries And Bene ts $0 $1,260,000 $1,247,363 -$12,637 -1% Services And Supplies $0 $40,287 $40,287 N/A Other Charges $0 $2,590 $2,590 N/A Total Expense Objects:$0 $1,260,000 $1,290,240 $30,240 2.4% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary 1,290,240 $1,290,240 (100.00% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 199 279 Key Budget Updates In October 2023, after a months-long national recruitment search and a robust community-engaged review and selection process, the two inaugural ORESJ Co-Directors were appointed by the Board of Supervisors, marking the start of of ce operations. In FY23-24, ORESJ will expend appropriated funds on setting up new of ce space (anticipated move-in to occur in April 2024) and on outreach and recruitment for new staf ng. In FY24-25, ORESJ anticipates requesting an additional 4 FTE positions midyear to begin building staff infrastructure and growing capacity to carry out planning, coordination, and programming. The four staff positions will include the following roles: Reconciliation Coordinator (1.0 FTE) responsible for developing strategies for historical reconciliation, community engagement, the coordination of and response to resident concerns, and policy implementation; Language Equity Coordinator (1.0 FTE) responsible for the coordination of countywide language equity efforts and ensuring equitable access to County services; Data Analyst (1.0 FTE) responsible for data collection and analysis, evidence-based reporting, measuring outcomes and evaluating impact, and maintenance of a public data dashboard for real-time snapshots of equity in the County; Budget and Policy Analyst (1.0 FTE) responsible for policy and budget analysis with an eye on equity and transparency, strategic planning, fund development, and grantmaking processes. For FY23-24, ORESJ aims to expend one-time carryforward funds (from prior scal years) on the development of a communications and community engagement strategy, and the development of an infrastructure for data collection, analysis, and dissemination via a public-facing data dashboard. In FY24-25, spending priorities for remaining carryforward funds include: development and implementation of a countywide Language Equity and Access Plan; the implementation of a Lived Experience Advisory Board, and; implementation of two small- grant funding programs focused on 1) capacity-building for grassroots, emerging organizations, and 2) community healing activities for residents and neighborhood groups. In addition, the Board of Supervisors assigned ORESJ the task of stewarding the establishment of an African American Holistic Wellness and Resource Hub which includes the management and coordination of a Board- appointed steering committee overseeing a related feasibility study, and the administration of funds geared toward supportive services. Funds for this purpose are provided by Measure X and are supplemental to ORESJ baseline funding. Contra Costa County | FY24-25 Recommended Budget Page 200 280 Equity in Service Delivery ORESJ’s FY24-25 priorities are guided by ndings and recommendations from a 2-year community-led planning process that informed the establishment of the of ce, as well as by the conversations and listening that the Co-Directors have engaged in with community members, service providers, advocates, County departments, and the Board of Supervisors. Ultimately, the vision, mission and goals of ORESJ center on expanding equity, access, and inclusion throughout County systems and prioritizing the needs, perspectives, and experiences of those most vulnerable to racial and socioeconomic inequities and their harms. To that end, the following are FY24-25 ORESJ priorities: System-focused Countywide inventory of equity efforts: Conduct a comprehensive review and provide understanding of the County departments’ current investments, programs, and initiatives aimed at advancing racial equity. Budget Equity Statements and Racial Equity Action Plans: Support departments develop their Budget Equity Statements that are geared toward assessing allocation of resources and staff, measuring impact and outcomes, and creating opportunities for community engagement and feedback; provide a framework and toolkit for the development of Racial Equity Action Plans that work to embed equity and inclusion in departments’ strategic planning, budgeting, and program design/implementation processes. Language Equity and Access Plan: Building upon the work of the Employment and Human Services Department, further develop a countywide Language Equity and Access Plan (LEAP) that provides County departments with structure and guidance around best practices, shared processes, and coordination. The LEAP will help ensure meaningful access and equity to county services for those whom English is not their rst language, as well as for people who are visually or hearing impaired. Racial Equity trainings and workshops: Assess the County’s current implicit bias training (e.g. participant engagement, content, impact) and explore ways to improve the training, re ne its scope toward Racial Equity, increase its pertinence and applicability, and augment with additional in-person training or workshop opportunities. Community-focused Countywide landscape analysis of racial inequities: Gather, synthesize and build upon the different reports and studies already done in recent years, and then assemble the data in an accessible, transparent way for the public, County staff, and community organizations. African American Holistic Wellness and Resources Hub: Steward the process toward establishing an African American Holistic Wellness and Resource Hub, which includes managing a steering committee of appointed community members to design and lead a procurement process for a contractor to conduct a feasibility study, and administer funds allocated to expand services that support African American holistic wellness in the more immediate short-term as the feasibility study is being conducted. Pilot two small-grant programs: 1) Provide organizational capacity building and technical assistance grants for emerging and small grassroots organizations designed to strengthen and augment their ability to grow and deliver services more effectively in underserved, vulnerable communities, and 2) Establish a Community Healing mini-grants fund for local community members and neighborhood groups to conduct healing and restorative activities for those who have experienced harms stemming from racial and social inequities. Community participation on advisory bodies: Assess how County advisory boards and commissions are currently engaging and supporting community participation, and explore opportunities for more active and meaningful engagement of people with personal experience and/or intimate exposure to the violence and harm of racial and social inequities. ORESJ will begin by establishing its own Lived Experience Advisory Board designed to provide strategic planning and thought partnership, as well as serve as an incubator for community members to expand skills, acquire experiences, and build capacities that prepare them to engage fully and be equity champions in their respective communities. Contra Costa County | FY24-25 Recommended Budget Page 201 281 Goals Goals of the Of ce of Racial Equity and Social Justice include: To make a transformational shift within County government to eliminate inequity, harm, discrimination and bias (implicit and explicit) based on race, ethnicity, gender, sexual orientation, language, immigration status, socio-economic status, and for people with disabilities by focusing County efforts on understanding what it takes to achieve equity with a priority focus on racial equity. Acknowledge and eliminate inequities, disparities and harm that exist in Contra Costa County, including inequities and disparities in health outcomes, resource and service allocation, land use decisions (environmental justice), and law enforcement and criminal justice system practices. Create a sense of urgency for change so that we cultivate and sustain a County ecosystem rooted in belonging, mutuality, equity, and justice. The need for change is urgent; and the opportunity for change is now. Contra Costa County | FY24-25 Recommended Budget Page 202 282 Risk Management Karen Caoile Director For more information, call (925) 355-1400 and visit https://www.contracosta.ca.gov/136/Risk-Management (https://www.contracosta.ca.gov/136/Risk-Management). The Risk Management Department is committed to providing County Departments, employees, and the public with cost-effective risk/claims administration, loss control programs, and scally sound management of the Contra Costa County internal service funds while providing professional and responsive services that promote the well-being of County employees. DEPARTMENT OVERVIEW Risk Management is comprised of four program areas: Workers Compensation, Liability, Insurance and Risk Financing, and Equal Employment Opportunity (EEO). Workers’ Compensation Program aims to preserve and protect the human assets of the County and supports the County through three functional areas: the self-administered Workers’ Compensation Program to provide prompt State-mandated bene ts and quality medical care; the Return to Work Program administers work for temporarily industrially injured employees through restricted duty to reduce disability and the total cost of workers’ compensation claims; and the Safety and Loss Control Program strives to provide a safe environment for County employees and members of the public who visit County facilities and receive County services. Liability Program preserves and protects the capital assets of the County and supports the County through four functional areas: Liability works with County Counsel to administer tort claims led against the County, and administers rst party property losses and subrogation efforts; ADA Public Access oversees Americans with Disabilities Act, Title II Program compliance that prohibits discriminating against a person with disabilities and from excluding participation in or denying bene ts of programs, services or activities to persons with disabilities; Compliance Training Program maintains employee training mandated by legislation, regulation, or County policy to ensure the County has secured legal accountability and help prevent and detect problems that may result in a liability exposure; Learning Management System (LMS) provides County-wide training resources. Insurance and Risk Financing administers the County’s self-insurance and insurance program, feasibly procures coverage for protection against adverse losses, and develops appropriate service charges to County departments through three functional areas: General and Auto Liability, Workers’ Compensation, and Medical Malpractice, plus the purchase of ancillary insurance policies, and special event insurance for the public. Equal Employment Opportunity (EEO) ensures that Contra Costa County employees, applicants, and vendors are provided a professional environment which is free from discrimination and harassment. Contra Costa County | FY24-25 Recommended Budget Page 203 283 Organizational Chart The Risk Management Department is budgeted for 41 full-time equivalent positions. FTE Summary FY23-24 Adopted FY24-25 Recommended Change 07 - RISK MANAGEMENT 41 41 0 Risk Management Director Management Administration, Information Technology Finance, Actuarial Review Safety & Loss Control Ergonomics, Training, Workplace Illness Testing Public Facilities ADA Equal Employment Opportunity Advisory Council on EEO Workers' Compensation Claims Processing, Claims Adjusting Self-Administration, Return to Work Claims General Liability, Med Malpractice Cyber, Crime Property, Pollution Contra Costa County | FY24-25 Recommended Budget Page 204 284 Expenditures Summary The Risk Management Department's FY24-25 Recommended Budget expenditures are $47,121,592, $37.944,928 more than FY23-24. The increase is mainly due to newly incorporating $38 million for various insurance premiums, with a meaningful reduction of $800,000 for non-County professional services. 47,121,592 $37,944 ,928 (413.49% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsOther Charges Fixed Assets Expenditure Transfers Salaries And Benefits Services And Supplies FY2023FY2024FY2025$0 $10 $20 $30 $40 $50 $60 Expense Objects Salaries And Bene ts $3,870,675 $6,098,256 $6,350,562 $252,306 4.1% Services And Supplies $5,553,957 $3,011,823 $40,704,055 $37,692,232 1,251.5% Other Charges $12,093,811 $15,863 $15,772 -$91 -0.6% Expenditure Transfers $29,991,186 $30,722 $31,203 $481 1.6% Fixed Assets $0 $20,000 $20,000 $0 0% Total Expense Objects:$51,509,629 $9,176,664 $47,121,592 $37,944,928 413.5% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 205 285 Revenues Summary The Department's FY24-25 Recommended Budget includes total revenue of $47,121,592. All costs, except for a General Purpose Revenue allocation (net County cost) of $409,634 for the Equal Opportunity Of ce, are offset by user departments. New revenue of $38 million is allocated from various trust funds to offset insurance premiums. Federal assistance revenue in response to the COVID-19 pandemic concluded in FY23-24. 47,121,592 $37,944 ,928 (413.49% vs. prior year) Revenues by Source Budgeted Revenues by Source MillionsFederal Assistance General Purpose Revenue Other Local Revenue FY2023FY2024FY2025$0 $10 $20 $30 $40 $50 $60 Revenue Source Federal Assistance $41,902,514 $0 $0 $0 0% Other Local Revenue $5,025,483 $8,836,048 $46,711,958 $37,875,910 428.7% General Purpose Revenue $4,581,631 $340,616 $409,634 $69,018 20.3% Total Revenue Source:$51,509,629 $9,176,664 $47,121,592 $37,944,928 413.5% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 206 286 Key Budget Updates The FY24-25 Recommended Budget for Risk Management re ects over $47 million in total expenditures. All costs, except for a General Purpose Revenue allocation (Net County Cost) of $409,634 for the Equal Opportunity Of ce, are offset by user departments. Salaries and Bene ts represent 13.5% of the Department's budget, providing funding for 41 positions. The Department is requesting to add two (2) positions, a Deputy Director and an Administrative Services Assistant III, which are not in the Recommended Budget but will be considered within the upcoming scal year. Services and Supplies account for 86% of the Recommended Budget, which is signi cantly higher than 33% in FY23-24. While the Department will reduce contract expenses by $800,000 largely for adjustments in temporary staf ng, a change in practice for insurance premium payments accounts for the overall increase for Services and Supplies. Historically, insurance premiums were paid directly from the trust funds and not re ected within the Department's operating budget or actual expenses. As of FY24-25, Risk Management will pay the premiums from its Insurance account and reimburse the expenses via the trust funds. Trust funds include: Workers’ Compensation, Public Liability, Automobile, Medical, and Special District Property Damage. Revenues of $38 million are reallocated from various trust funds to offset the insurance premiums. Workers’ Compensation insurance premiums are estimated to increase 37%; General Liability premiums to increase by 26%. Effective in FY23-24, charges for General Liability to the Public Liability Trust Fund are allocated directly to County departments. Risk Management will continue to meet with all departments annually to review their charges, and discuss potential risk management mitigation strategies to reduce overall long-term costs to the County. Equity in Service Delivery To further the County's social equity commitment, the Risk Management Department's top equity priorities for the upcoming budget cycle include engaging with department managers in budget discussions and deliberations to capture the needs of each unit. The Department will continue to recruit and hire skilled and talented employees to ll vacant positions, and aims to incentivize the County's remote work program for hard-to- ll positions to be competitive in the Risk Management industry. Filling the vacancy for the Americans with Disabilities Act (ADA) Program Manager will provide vital support to all County departments in the management of the ADA Program speci c to public access and disability. Finally, the Department will continue to ensure equal access to County programs, services, activities, and locations for individuals with disabilities. Contra Costa County | FY24-25 Recommended Budget Page 207 287 Goals Equal Employment Opportunity (EEO) Goal 1: Create an EEO countywide resource guide to reduce departmental underutilization in speci c workforce categories. Goal 2: Partner with Public Works Purchasing to monitor anticipated improvement in outreach and small business engagement since the threshold increase from $100,000 to $200,000. Support Services Goal 3: Continue to work with the insurance pool and broker to explore and identify insurance coverage cost saving opportunities, such as adjusting the Self Insured Retention (SIR) to lower premiums. Goal 4: Enhance meeting content and presentations to Additional Named Covered Parties (ANCPs) to leverage County insurance coverage and savings (i.e. improve insurance customer service). Goal 5: Examine the utilization of Return To Work (RTW) Program and its impact to reduce the number of days away from work. Goal 6: Explore investment strategies to enhance risk management earnings to offset departmental self-insurance allocation costs. Goal 7: Continue to support departments’ contractual risk transfer. . Partner with CAO's of ce to update the County's Standard Terms and Conditions (Form L-5) regarding Risk Management services and requirements. . Continue to provide contract review and maintain master risk management service contracts for the County. . Audit insurance clearance process; explore and identify ways to make this process more ef cient, including developing and managing insurance clearance training to allow departments to participate in limited insurance clearance and reduce amount of time to process invoices. . Review and revise the County’s internal deductible process for auto and property losses to ensure equitable payments. Claims Management Goal 8: Track the improvement of accurate case reserves and ultimate outcomes to ensure the adequacy of SIR reserves. Goal 9: Develop measurements and procedures for actively overseeing litigated les. Technology Goal 10: Update Technology processes. . Implement 100% paperless processing by December 2024. . Migrate physical network servers to Cloud based environment. . Conduct RFP for new system to replace for the RMIS (RM Info System) Ventiv’s Claims Enterprise (CE) system. Goal 11: Work with the Department of Information Technology Cyber Security to develop and support loss prevention measures such as employee training to reduce cybersecurity breaches. Safety and Loss Control Goal 12: Develop countywide compliance programs and training. . Explore the inclusion of compliance training as a component of countywide new hire onboarding. . Track the number of public complaints received and continue to resolve potential exposures through the County’s Public Facilities ADA Program. Goal 13: Track individual department-speci c safety programs, training, and procedures with high hazard and high injury frequency to reduce department cost. Goal 14: Enhance occupational health services for safety program compliance and injury/illness prevention. Contra Costa County | FY24-25 Recommended Budget Page 208 288 Accomplishments The Risk Management Department met with 80% of the County’s departments and reviewed the FY22-23 allocation charges for insurance and claims. These meetings continued throughout the year and included conversations with Additional Named Covered Parties (NACPs) aiding in education and increased risk management engagement. The Department decreased its permanent positions vacancy rate by 5% and successfully lled critical positions, including an Administrative Services Of cer and Assistant Risk Manager-Liability. The Department’s Safety Unit collaborated with County departments and further assisted in the development of department-speci c procedures in their Injury and Illness Prevention Programs (IIPP) in addition to updating the County Emergency Response Plan. The Department’s Liability Unit collaborated with the Department of Information Technology, County Counsel, and the County Public Information Of cer to develop a County Cybersecurity Team to respond to potential cybersecurity threats in a timely and ef cient manner. Contra Costa County | FY24-25 Recommended Budget Page 209 289 Performance Measures Workers' Compensation Program FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Total Workers' Compensation Claims Paid $17,424,162 $18,734,332 $19,285,276 $19,244,255 $21,636,643 Workers' Compensation Claims Filed 1,041 883 1,002 1,128 1,044 Property Insurance Program FY18-19 FY 19-20 FY20-21 FY21-22 FY22-23 Total Insured Value $1,566,560,563 $1,632,899,794 $1,656,199,447 $1,840,204,418 $1,989,781,061 Number Self-Insurance & Insurance Policies Procured 21 21 22 24 24 ValuesTotal Claims Occurred 77 7 2323 231717 17 3030 301212 12 66 6 1,1281,128 1,128 1,0441,044 1,044 150150 150 128128 128 4343 43 4747 47 Medical Malpractice Property - 1st party losses Cyber - 1st party losses Workers' Comp General Liability Auto Liability FY21-22 FY22-23 0 200 400 600 800 1,000 1,200 Contra Costa County | FY24-25 Recommended Budget Page 210 290 Total Claims Processing FY21-22 FY22-23 Total Claims Occurred 1,345 1,278 Medical Malpractice 7 23 Property - 1st party losses 17 30 Cyber - 1st party losses 12 6 Worker's Comp 1,128 1,044 General Liability 150 128 Auto Liability 43 47 Total Claims Closed 1,421 1,145 Medical Malpractice 12 22 Property - 1st party losses 29 18 Cyber - 1st party losses 4 5 Worker's Comp 1,164 996 General Liability 177 65 Auto Liability 35 39 Total Open Claims 1,718 1,862 Medical Malpractice 15 16 Property - 1st party losses 17 40 Cyber - 1st party losses 8 9 Worker's Comp 1,481 1,529 General Liability 166 229 Auto Liability 31 39 Contra Costa County | FY24-25 Recommended Budget Page 211 291 Treasurer-Tax Collector Dan M. Mierzwa County Treasurer-Tax Collector, Appointed For more information, call (925) 608-9500 or visit https://www.contracosta.ca.gov/199/Treasurer---Tax-Collector (https://www.contracosta.ca.gov/199/Treasurer---Tax-Collector) DEPARTMENT OVERVIEW Department Description The Treasurer-Tax Collector’s Of ce is responsible for providing nancial services to County departments, schools and Special Districts; to safely keep all funds entrusted to the Of ce 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 ef ciently 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. Program Areas Description Treasurer: Provides for the safekeeping of funds for the County, 18 School Districts, a Community College District, a Board of Education, and 20 Voluntary Special Districts.Administers a comprehensive investment program for the County and districts to ensure the safety of the principal, meet liquidity needs, and maximize yield on investments. Manages the County’s cash ow 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 December 31, 2023, the par value of the County treasury pool was over $6.8 billion. Tax Collection: Mandated by state law to collect all property taxes and special levies for cities, school districts, special districts, and county government. Business License: County Ordinance requires the Tax Collector to levy and collect various business taxes from entities engaged in any business activity in an unincorporated area. Contra Costa County | FY24-25 Recommended Budget Page 212 292 Organizational Chart The Treasurer-Tax Collector's Of ce is currently staffed by 30.5 full-time equivalent positions across three divisions. A net of two (2) additional positions are being recommended as part of the FY24-25 Budget. Full-time Equivalent Employee (FTE) Summary FY23-24 Adopted FY24-25 Recommended Change 15 - TREASURER-TAX COLLECTOR 30.5 32.5 2 Treasurer-Tax Collector Elected Treasurer Division Safekeeping of Funds, Investment Program Business License Division Levy and Collection of Business Taxes Tax Collector Division Collection of Property Taxes & Special Levies Expenditures Summary The Recommended Budget re ects total expenditures of $7,862,509. Costs increased by $781,386 from FY23-24, re ecting negotiated wage and bene t adjustments as well as anticipated increased costs for Information Technology in FY24-25. 7,862 ,509 $781,386 (11.03% vs. prior year) Expenditures by Expense Type Salaries and bene ts are 68% of total expenditures, approximately $5.4 million. This re ects total salaries and bene ts, including cost of living increases, for 32.5 funded positions. Services and supplies and other charges are 32% of total expenditures, approximately $2.5 million. Included in this amount are Interdepartmental charges for information technology, telecommunications, and building-related costs totaling $1.7 million. Postage for tax bills will cost approximately $318,000. Contra Costa County | FY24-25 Recommended Budget Page 213 293 Budgeted and Historical Expenditures by Expense Type MillionsFixed Assets Expenditure Transfers Other Charges Services And Supplies Salaries And Benefits FY2023FY2024FY2025$-2 $0 $2 $4 $6 $8 $10 Expense Objects Salaries And Bene ts $4,215,446 $4,892,188 $5,380,879 $488,690 10% Services And Supplies $2,355,507 $2,167,294 $2,444,457 $277,163 12.8% Other Charges $10,317 $17,999 $22,603 $4,604 25.6% Expenditure Transfers -$69,042 $3,641 $14,570 $10,929 300.2% Fixed Assets $66,112 $0 $0 $0 0% Total Expense Objects:$6,578,341 $7,081,122 $7,862,509 $781,386 11% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary The Treasurer-Tax Collector receives revenue from delinquencies, investment services, permits, collections, and property tax administrative cost reimbursement. The Recommended Budget assumes total revenue in the amount of $3,548,798 for FY24-25. Revenue will offset 45% of total expenditures. The remaining $4,313,711 is funded by an allocation of general purpose revenue (net County cost), and re ects 55% of the total budget. 7,862 ,509 $781,386 (11.03% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 214 294 Revenues by Source Budgeted Revenues by Source MillionsOther Local Revenue General Purpose Revenue FY2023FY2024FY2025$0 $2 $4 $6 $8 $10 Revenue Source Other Local Revenue License/Permit/Franchises $117,925 $117,950 $117,900 -$50 0% Fines/Forfeits/Penalties $539,272 $439,000 $465,000 $26,000 5.9% Charges For Services $3,267,907 $2,730,200 $2,913,398 $183,198 6.7% Miscellaneous Revenue $56,831 $54,300 $52,500 -$1,800 -3.3% Total Other Local Revenue:$3,981,936 $3,341,450 $3,548,798 $207,348 6.2% General Purpose Revenue $2,596,405 $3,739,672 $4,313,711 $574,038 15.3% Total General Purpose Revenue:$2,596,405 $3,739,672 $4,313,711 $574,038 15.3% Total Revenue Source:$6,578,341 $7,081,122 $7,862,509 $781,386 11% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 215 295 Key Budget Updates The Treasurer-Tax Collector’s Of ce holds a key position of trust in the nancial affairs of local government. Acting as the bank for the County, school districts, re districts, water districts and other units of local government, the Of ce receives, disburses, invests, and accounts for the funds of each of these entities. In addition, it is charged with the collection of various taxes that bene t a wide range of governmental units throughout the county. The Treasurer-Tax Collector’s FY24-25 recommended budget re ects expenditures of $7,862,509, revenue of $3,548,798 and a share of general-purpose revenue (net County cost) of $4,313,711. Most costs (68%) are attributable to salaries and bene ts, with the remaining 32% representing general operating costs, including equipment, services and supplies. Revenue is mainly generated from fees from investments, property-tax related fees and reimbursements, and permits. Total expenditures increased by $781,386 as compared to FY23-24. While salary and bene t costs increased by $488,690 and operating costs, including information technology and general liability insurance, increased by $292,696. Revenue from business licenses, penalties, and investment services, increased by $207,348. The share of general-purpose revenue (net County cost) increased by $574,039. The Recommended Budget provides 32.5 funded positions for the Treasurer-Tax Collector and includes a net increase of two (2) positions over FY23-24. As part of the recommended budget, the Of ce is requesting to add three (3) clerical positions to enhance staf ng needs in anticipation of the replacement of the legacy property tax system as well as provide additional of ce coverage. Additionally, the Of ce is eliminating one (1) systems manager position. The intent of this action is a compromise of two things. The rst is to provide the most cost-effective form of public service by relying on the expertise of the network, systems and programming, and security divisions of the Department of Information Technology by not duplicating efforts with in-house technical support. The second is to allocate resources to the highest priority of direct service to the constituents. Over 70% of the Treasurer-Tax Collector’s activities relate to providing services to the county and taxing districts. The remainder of the activities involve the investment of public funds and the collection of business-related taxes, namely business licenses, and transient occupancy taxes, as well as short-term rental and cannabis taxes. The County property tax system is composed of six distinct tax rolls: secured current year, secured prior years, unsecured current year, unsecured prior years, and supplemental current year and supplemental prior years. Each of these individual tax rolls has associated systems with them that fall into one of four categories: Secured, Supplemental, Unsecured, and Redemption based upon their paid status. These were custom-built decades ago on an IBM mainframe with COBOL applications. These legacy systems were supplemented with peripheral systems. The Auditor-Controller and the Treasurer-Tax Collector continue to rely on the existing legacy systems. The systems are outdated, fragile environments with architectures that are dif cult and expensive to maintain. This has caused delayed updates, increased errors, and manual tasks. Consequently, ancillary software and desktop processing have been implemented. The Of ce is leading an initiative to replace the legacy systems and targeted peripheral systems with modern property tax management and processing systems. New systems will meet today’s business requirements, become a future-ready technology platform that can ex as needed for innovation and anticipated legislative changes, provide better service to constituents, as well as improve the value-to-cost ratio for the County. Contra Costa County | FY24-25 Recommended Budget Page 216 296 Equity in Service Delivery The Contra Costa Treasurer-Tax Collector's of ce is committed to serving all the County's population. In order to reach as many individuals as possible, the of ce offers multiple ways to interact with services. On-line, telephonic, drop-box, in-person, USPS mail services, e-mail and mobile platform interactions are all being utilized to reach as many customers as possible from across the County. By providing multiple methods to contact, communicate, and remit payments, the Treasurer-Tax Collector's of ce is trying to minimize the impact on the diverse communities across the entire geographic distribution of the County. In addition, providing services for everyone includes providing translation services through on-line and telephonic options, as well as employing multilingual experts in house for direct contact. Bridging these obstacles to government should help improve the lines of communication and reduce the potential miscommunication and additional costs that can be placed upon members of the community. The Treasurer-Tax Collector's Of ce is also expanding phone hours to help accommodate more constituents' busy schedules. The expansion of voice mail services will again make the of ce more accessible to taxpayers that have trouble reaching the of ce in person during our normal business hours. Goals Carry out the mission of the Treasurer-Tax Collector, which is to administer all its duties and responsibilities in a professional, ef cient and cost-effective way that instills sound management practices and services the best interests of the public. Explore ways to promote greater use of online services, particularly applying for a business license and making an online payment. Explore cost saving and cost recovery opportunities in treasury operations through analysis of investment fees and the delivery of service. Review mission-critical services and software and determine the need for enhancement and/or replacement. Accomplishments The Treasurer-Tax Collector’s Of ce issued 379,258 secured tax bills for approximately $3.5 billion in revenue. As of June 30, 2023, 99.14% of the property taxes had been collected. The Of ce mailed 41,341 unsecured bills for nearly $102 million in revenue. The Of ce’s efforts toward promoting more electronic services resulted in over 270,000 transactions for more than $1 billion in tax revenue. The Of ce completed $46.2 billion in banking transactions, processed $10.3 billion in deposits, and funded $9.8 billion in warrants. The Treasurer’s Investment Pool received a AAAf/S1+, S&P Global Rating’s highest credit quality rating with lowest volatility and has maintained this rating since 2007. The Pool’s AAAf rating indicates the portfolio holdings provide extremely low sensitivity to the changing market conditions. As of June 30, 2023, the weighted average maturity of the Investment Pool was managed at around 253 days to provide the Pool participants with ample liquidity. The Pool had earned a total of approximately $177.3 million in investment revenues for the FY22-23. Contra Costa County | FY24-25 Recommended Budget Page 217 297 Performance Measures Treasury Division Goal: Provide investment and banking services for County departments, school districts, special districts, and other agencies. Amount of Warrants Funded This measure tracks how many warrants issued by the Auditor-Controller's Of ce were funded by the Treasury. FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 Target (%)100%100%100%100%100% Actual (in millions)$ 8,034 $ 8,283 $ 8,516 $ 8,964 $9,844 Note: The target is to fund all warrants that are cleared at the banks. The actual gures show the amount of warrants cleared at the banks. The Treasury division met the target percentage each scal year. Amount in Bank Transactions This measure tracks how many bank transactions (in dollars) the Treasury has completed during each scal year. FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 Target (in billions)$ 55.0 $ 50.0 $ 45.0 $ 45.0 $45.0 Actual (in billions)$ 56.8 $ 57.3 $ 43.1 $ 43.0 $46.2 Note: The amount of bank transactions are quite stable year over year, thus the target amount doesn't change year over year. Amount in Deposits This measure tracks how many deposits the Treasury staff has processed during each scal year. FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 Target (in millions)$ 7,875 $ 8,200 $ 8,916 $ 9,628 $10,512 Actual (in millions)$ 7,810 $ 8,492 $ 9,170 $ 10,011 $10,334 Note: The target is set using a 5% growth rate each scal year. Number of Deposits This measure tracks how many deposits the Treasury has processed during each scal year. FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 Target 24,047 22,516 20,450 19,765 20,000 Actual 23,702 21,527 20,806 20,391 20,875 Note: The number of deposits has been stable over the past three years. Thus, the target number is set at 20,000. Treasury Pool Investment Characteristics This measure tracks the actual investment characteristics of the Treasury Pool at the end of each scal year. FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 Yield to Maturity (in %)2.41 0.88 0.35 1.28 4.38 Weight Average Maturity (in days)174 282 300 266 253 Weighted Duration (in year)0.46 0.75 0.80 0.68 0.63 Note: Treasury Pool Investment Characteristics are fairly stable as the Pool is managed in accordance with the Investment Policy. However, they do have small variations from year to year due to changes in interest rates and nancial market conditions. Amount of Interest Earnings This measure tracks how much interest income the Treasury Pool earned during each scal year. FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 Target( in millions)$ 22 $ 75 $ 73 $ 24.0 $100.0 Actual (in millions)$ 78.6 $ 62.6 $ 22.0 $ 25.6 $177.0 Note: It is very dif cult to set a target amount of interest earnings for each scal year due to: 1) interest earnings are largely driven by the interest rate set by the Federal Reserve and no one can predict the interest rate; and 2) past performance is not an indicator of future performance and, thus, cannot use past interest earnings to forecast next Contra Costa County | FY24-25 Recommended Budget Page 218 298 year's earnings. Number of Investment Transactions This measure tracks how many investment transactions that the Treasury has done during each scal year. FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 Target N/A N/A N/A N/A N/A Actual 1,758 1,749 1,766 1,819 2,197 Note: There is no target number set for each scal year due to: 1) investment transactions are largely driven by cash ows and liquidity needs; and 2) the Investment Policy dictates the investment style of the Treasury Pool, which is "buy and hold", and thus, minimum active trading. Number of Investment Holdings This measure tracks on average how many securities are in the Treasury Pool during each scal year. FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 Target 420 420 420 420 420 Actual 478 418 391 412 430 Note: The Of ce doesn't set a target number of investment holdings due to: 1) investment transactions are largely driven by cash ows and liquidity needs; and 2) Investment Policy dictates the investment style of the Treasury Pool, which is "buy and hold" with minimum active trading. Thus, the target numbers here are for information purposes only. Size of Treasury Pool This measure tracks the amount of assets that the Treasury Pool has at the end of each scal year. FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 Target (in millions)3,675 3,937 3,955 4,180 5,758 Actual (in millions)3,750 3,767 3,981 4,466 6,403 Note: The size of the Treasury Pool is determined by many factors such as cash ows, liquidity needs, and investment activities. All these factors have inherited uncertainty. Thus, the Treasury Division uses a 5% growth rate for each scal year for information purposes only. Rating of Treasury Investment Pool by S&P Global Rating This measure tracks the safety of the Treasury Investment Pool managed by the Treasury Division. FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 Target AAAf/S1+AAAf/S1+AAAf/S1+AAAf/S1+AAAf/S1+ Actual AAAf/S1+AAAf/S1+AAAf/S1+AAAf/S1+AAAf/S1+ Note: The Treasury Investment Pool has been rated by S&P Global Rating since November 2007. AAAf/S1+ indicates that the Treasury Investment Pool has the highest credit quality with the lowest risk. Number of Treasury Oversight Committee Meetings held by the Treasury Division. This measure tracks how many meetings the Treasury Division has held and completed in each scal year. FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 Target 4 4 4 4 4 Actual 4 3 4 4 4 Note: The Treasury Oversight Committee (TOC) serves as a sounding board to the Of ce and provides its unique perspective on the investment operations of the Treasury Division. The TOC members meet quarterly to review investment reports, investment policies, etc. Due to the COVID-19 pandemic, the May 2020 meeting was canceled. SECURED PROPERTY TAX COLLECTIONS ($ In Millions)FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 Dollar Amt. Billed 2,755.2 2,938.6 3,051.2 3,157.6 3,386.3 Dollar Amount Paid 2,735.7 2,912.7 3,027.9 3,133.5 3,357.2 Contra Costa Collection Rate 99.29%99.12%99.24%99.24%99.14% California Rate Average 99.0%98.9%98.9%97.5%97.6% Contra Costa County | FY24-25 Recommended Budget Page 219 299 Note: Collections do not include delinquent penalties and delinquent fees. The goal is to improve tax collections and reduce delinquencies based on the State’s medium benchmark and increase ef ciency and amounts of tax dollars collected. DEFAULTED SECURED AND SUPPLEMENTAL PROPERTY TAXES Amounts outstanding on June 30th and transferred to Redemption ($ In Thousands)FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 Secured $21,617 5,526 Bills $28,595 6,226 Bills $25,704 5,718 Bills $26,628 6,225 Bills $32,092 6,101 Bills Supplemental $4,051 2,721 Bills $3,678 2,106 Bills $2,246 1,373 Bills $7,421 3,881 Bills $10,254 3,857 Bills Total $25,667 8,247 Bills $32,274 8,332 Bills $27,950 7,091 Bills $34,049 10,106 Bills $34,048 9,958 Bills Note: The defaulted Secured Taxes had minimal increase during the COVID-19 Pandemic. The supplemental property tax collection increase is due to the reduction in supplemental issuance in scal year 2020-21. PAYMENT METHOD FOR SECURED PROPERTY TAXES IN DOLLARS ($ In Thousands)FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 Online/IVR Paid 535,755 680,071 859,526 960,124 1,138,265 Of ce Payments 74,426 58,580 33,491 56,594 49,200 Mailed in Transactions 2,132,090 2,180,734 2,143,128 2,126,787 2,182,668 Unpaid Secured 21,617 28,595 25,704 26,628 29,083 Total 2,763,888 2,947,980 3,061,849 3,170,133 3,399,216 Note: Payments include delinquent penalties and fees. There was a drastic increase in online payments from scal years FY18/19 to FY21/22 due to increased promotional online payments and limited access during the COVID-19 pandemic. The of ce payments included a drop box installed on the door to encourage taxpayers to drop off their payments and get a receipt mailed without coming into the of ce. BUSINESS LICENSE LICENSE COLLECTIONS IN DOLLARS FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 In Thousands 857.7 779.9 899.1 837.2 867.0 Note: Collections for Business Licenses decreased due to the COVID-19 Pandemic in FY19/20. In FY20/21 and FY22/23 there was an increase in Business Licenses for self-employed due to increased corporate lay-offs. UNSECURED PROPERTY TAX COLLECTIONS ($ In Millions)FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 Dollar Amount Billed 69.7 72.0 76.6 82.8 89.3 Dollar Amount Paid 67.1 69.9 74.1 79.6 86.0 Contra Costa Collection Rate 96.3%97.1%96.7%96.1%96.3% California Rate Average 96.2%95.6%95.4%95.4%95.3% Note: With the increased promotion of online services, the Of ce has set up an online installment plan for unsecured collections, accessing tax account information and making payments online for an installment plan TRANSIENT OCCUPANY TAX (TOT) COLLECTIONS IN DOLLARS FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 In Thousands 3,429.9 2,417.2 1,518.5 2,846.9 3,230.4 Note: Signi cant increase in the amounts collected for the FY21/22 and FY22/23 due to the Short-Term Rental ordinance adopted by the Board of Supervisors on June 2, 2020. Contra Costa County | FY24-25 Recommended Budget Page 220 300 Heal th and Human Services The Health and Human Services functional group summarizes the following departments: Child Support Services, Employment and Human Services, Health Services Department, and Veterans Services. Expenditures Summary 3,880,604 ,452 $284 ,724,331 (7.92% vs. prior year) Expenditures by Function Budgeted and Historical Expenditures by Function MillionsVeterans Service Child Support Services Public Safety Realignment Employment & Human Services Health Services FY2023FY2024FY2025$0 $1000 $2000 $3000 $4000 $5000 Expenditures Health & Human Services Health Services $2,935,308,477 $2,787,240,985 $2,983,345,681 Employment & Human Services $537,937,455 $632,571,137 $714,499,259 Child Support Services $19,722,681 $20,141,000 $20,141,769 Public Safety Realignment $145,804,753 $153,666,000 $160,273,000 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Contra Costa County | FY24-25 Recommended Budget Page 221 301 Veterans Service $1,637,586 $2,261,000 $2,344,744 Total Health & Human Services:$3,640,410,952 $3,595,880,122 $3,880,604,452 Total Expenditures:$3,640,410,952 $3,595,880,122 $3,880,604,452 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsProvisions For Contingencies Fixed Assets Expenditure Transfers Other Charges Salaries And Benefits Services And Supplies FY2023FY2024FY2025$0 $1000 $2000 $3000 $4000 $5000 Expense Objects Salaries And Bene ts $982,855,364 $1,146,872,849 $1,233,295,772 Services And Supplies $2,031,958,506 $1,729,115,386 $1,878,938,154 Other Charges $476,336,961 $512,686,849 $512,821,454 Expenditure Transfers $148,151,421 $194,780,563 $225,672,024 Fixed Assets $1,107,900 $12,424,474 $29,877,049 Provisions For Contingencies $801 $0 $0 Total Expense Objects:$3,640,410,952 $3,595,880,122 $3,880,604,452 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Revenues Summary 3,880,604 ,452 $284 ,724,331 (7.92% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 222 302 Revenue by Fund Budgeted and Historical 2025 Revenue by Fund MillionsGovernmental Funds Enterprise Funds FY2023FY2024FY2025$0 $1000 $2000 $3000 $4000 $5000 Governmental Funds General Fund $1,086,471,133 $1,308,636,879 $1,423,118,092 Special Revenue Funds $257,860,239 $298,502,339 $325,193,220 Total Governmental Funds:$1,344,331,372 $1,607,139,219 $1,748,311,312 Enterprise Funds $2,296,079,581 $1,988,740,903 $2,132,293,140 Total:$3,640,410,952 $3,595,880,122 $3,880,604,452 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Revenues by Source Contra Costa County | FY24-25 Recommended Budget Page 223 303 Budgeted and Historical 2025 Revenues by Source MillionsGeneral Purpose Revenue Federal Assistance Other Local Revenue State Assistance FY2023FY2024FY2025$0 $1000 $2000 $3000 $4000 $5000 Revenue Source Federal Assistance $334,993,805 $455,375,264 $479,535,028 State Assistance $2,422,699,073 $2,096,652,877 $2,266,110,205 Other Local Revenue $641,253,470 $769,666,280 $843,413,308 General Purpose Revenue $241,464,605 $274,185,700 $291,545,911 Total Revenue Source:$3,640,410,952 $3,595,880,122 $3,880,604,452 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Contra Costa County | FY24-25 Recommended Budget Page 224 304 Child Support Services Lori A. Cruz Director For more information, call 866-901-3212 or visit www.contracosta.ca.gov/1374/Child-Support-Services The Department’s purpose is to respect and support customers so that children can receive the emotional and nancial support they need to thrive. DEPARTMENT OVERVIEW Department Description The Contra Costa County Department of Child Support Services (DCSS) supports children’s futures, assisting parents and guardians by establishing, collecting and distributing nancial support. The work of DCSS is an important part of California’s efforts to nurture and protect children and to help them and their families achieve self-suf ciency. 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. Program oversight is provided by the State Department of Child Support Services. Program Area Descriptions The Case Management division provides services to Contra Costa County residents with physical custody of a minor child, including location services; 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 and payments due; and modifying court orders when appropriate. The Legal Support division handles legal actions on behalf of the Department that establish, modify, or enforce child support or medical support orders as well as establish parentage. The Business Administration division provides overall support and leadership to the Department through scal management, procurement, personnel functions, and budget preparation. The Systems Support division provides information technology support to the Department and works to develop and maintain the Department’s automated case management and accounting systems. Contra Costa County | FY24-25 Recommended Budget Page 225 305 Organizational Chart The Department of Child Support Services is currently budgeted for 137 full-time equivalent positions. Full-time Equivalent Employee (FTE) Summary Agency - Name FY23-24 Adopted FY24-25 Reccommended Change 40 - CHILD SUPPORT SERVICES 137 137 0 Director of Child Support Services Case Management Legal Support Business Administration Systems Support Contra Costa County | FY24-25 Recommended Budget Page 226 306 Expenditures Summary The summary re ects the total net expenditures of $20,141,769 for the Department of Child Support Services. 20,141,769 $769 (0.00% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsFixed Assets Expenditure Transfers Services And Supplies Other Charges Salaries And Benefits FY2023FY2024FY2025$0 $5 $10 $15 $20 $25 Expense Objects Salaries And Bene ts $16,604,550 $18,332,000 $18,401,174 $69,174 0.4% Services And Supplies $1,999,255 $790,000 $656,522 -$133,478 -16.9% Other Charges $799,439 $773,000 $838,074 $65,074 8.4% Expenditure Transfers $216,991 $246,000 $246,000 $0 0% Fixed Assets $102,446 $0 $0 $0 0% Total Expense Objects:$19,722,681 $20,141,000 $20,141,769 $769 0% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 227 307 Revenues Summary The summary re ects the total revenue of $20,141,769 for Child Support Services. In FY24-25, State and federal funding remain unchanged from FY23-24. There is no General Fund contribution to the Department of Child Support Services (zero net County cost). 20,141,769 $769 (0.00% vs. prior year) Revenues by Source Budgeted Revenues by Source MillionsOther Local Revenue Federal Assistance FY2023FY2024FY2025$-5 $0 $5 $10 $15 $20 $25 Revenue Source Federal Assistance $13,859,575 $20,141,000 $20,141,769 0%$769 Other Local Revenue $5,863,106 $0 $0 -100%$0 Total Revenue Source:$19,722,681 $20,141,000 $20,141,769 0%$769 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended (% Change) FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) Contra Costa County | FY24-25 Recommended Budget Page 228 308 Key Budget Updates The Department of Child Support Services is responsible for establishing, collecting, and distributing child support for minors and strives to help children and their families achieve self-suf ciency. The Department maintains a staff of 137 authorized and funded positions to support these services. The Department of Child Support Services Recommended Budget re ects expenditures of $20,141,769, the majority of which (91%) accounts for salary and bene t costs. Federal revenue is anticipated to remain unchanged at $20,141,769. In order to support negotiated wage increases and increased costs of doing business, the FY24-25 Recommended Budget for the Department of Child Support Services utilizes a vacancy factor of $1,265,000, an increase of $165,000 compared to that which was used in FY23-24. This will allow the Department to maintain essential functions and services while staying within budget and maintaining a net County cost of zero. Equity in Service Delivery During FY 24-25, DCSS leaders will develop a 5-year strategic plan with the overarching goal to re-imagine a child support program that is truly diverse, equitable, inclusive of community needs and seeks to be accessible by underserved individuals. Instead of offering an all or nothing approach to child support, the strategic plan will respond to national survey feedback and develop a program that customizes child support to meet the needs of children and their families. The plan will seek to bring life to the vision of a relevant and sustainable program to meet the needs of the next generation. The past enforcement-based approach will give way to an empathetic, respectful, responsive and family focused program. The strategic plan will add program value by partnering with governmental and community agencies and referring child support families to essential lifeline services such as health care, housing services, mental health referrals, employment services and education resources. The foundation of the plan will be a new case management model called Child Support My Way. Parents, under the current model, are required to submit to all the enforcement mechanisms of the program. With Child Support My Way, parents will be free to select the experience that works best for them and their children. The Department will also build upon past successful outcomes by continuing to work with agencies that provide re-entry services to parents and maintain its own charitable efforts by holding the annual backpack giveaway. Looking forward, the Department will look for additional ways to partner with community organizations and seek additional opportunities to offer accessible and convenient child support services via its partnership with the County library. Program metrics will include caseload growth and customer engagement/satisfaction. Contra Costa County | FY24-25 Recommended Budget Page 229 309 Accomplishments DEPARTMENT EFFICIENCY AND EFFECTIVENESS DCSS continues to streamline business processes and improve ef ciency and effectiveness by: Restructuring the Department’s case opening and order establishment teams. These teams were combined to eliminate case hand-offs and allow the same caseworker who opens a case to also take the next steps to obtain a child support order. The new team increased the number of cases opened and court orders established by 18%. Continuing to leverage innovation and automation to improve the customer experience: Customers used DocuSign to conveniently sign legal documents from remote locations. A total of 1,496 documents were handled through DocuSign in Federal Fiscal Year (FFY) 22-23, a 9% increase over the prior year. $861,894 was collected from real property liens through Contra Costa’s award-winning automated Lien Demand Portal, developed in collaboration with Intresys. Select legal documents are now electronically led with the Superior Court. Offering customers convenient electronic platforms to communicate with caseworkers and obtain information about child support quickly and ef ciently: 22% of 5,865 customer interviews were handled virtually over Zoom, with an average wait time of 2 minutes and interview time of 25 minutes. Text messaging has become a popular method for customers to interact with DCSS. 46,315 text messages passed between customers and caseworkers in FFY 22-23. 2,328 inquiries were responded to from the Department’s online Customer Portal. 86% of responses were received in 2 days or less. Customers can access information and nd answers to frequently asked questions through the Department’s Virtual Information Center (VIC). Ef ciently responding to customer inquiries. In FFY 22-23, DCSS processed a total of 46,667 pieces of mail with the standard to route and deliver it within 24 hours of receipt. The Department’s call center elded a total of 42,122 calls, with a hold time under 2 minutes and call time under 5 minutes. 70% of calls were resolved by the call center in the rst interaction. 30% of calls were referred to the Department’s local customer service teams for call back. 78% of those received return calls in 1 day or less. Handling an estimated 2,614 cases in court. The Department strives to provide customers with options. Customers may participate in court virtually over Zoom or in person. The Department’s emphasis on working with parents prior to court has resulted in out of court agreements in 23% of the Department’s orders obtained. Enforcing orders made per the Smith-Ostler legal precedent. This innovative program was developed by Contra Costa County DCSS and manages orders where child and/or spousal support includes a base support amount plus additional support from bonuses, commissions and income earned over a set amount. DCSS collected $5,528,832 for Smith-Ostler cases and leads the way for the California Department of Child Support Services to duplicate the successful program. Using the Quali ed Domestic Relations Order (QDRO) program to collect past due child support from pensions and 401k plans. This collection method had an overall collection total of $203,131 for families. DCSS collected $3.82 for families for every $1 spent, exceeding statewide Cost Effectiveness by 55%. TECHNOLOGY During FFY 22-23, the Systems Support Team made signi cant strides in enhancing productivity, cost-effectiveness, and data security within the Department. These advancements were strategically designed to better serve customers: Updated network switches to improve overall performance and add an extra layer of data security. Upgraded aging Hyper-V servers to signi cantly increase capacity and performance for users. Deployed a print management software to optimize printing costs and secure all print documents. This provides users with controlled device access and the exibility to print from any DCSS device. Installed upgraded mailroom scanner to provide signi cant performance and stability improvements for DCSS mailroom operations. These technological advancements underscore the Department’s commitment to excellent and ef cient service delivery. RECOGNITION In FFY 22-23, Contra Costa DCSS attorney Nancy Adams was recognized as Outstanding Attorney of the Year by the Child Support Director’s Association (CSDA). Her expertise, tenacity, and discernment have been an asset to Contra Costa County DCSS for over 23 years. Currently serving in the role of Attorney III, Nancy is known statewide as an expert on probate and trust collections. In Contra Costa, she has increased total distributed collections by seizing opportunities in probate and trust for families that have not received consistent support for many years. From one of Nancy’s earliest successful probate collections in June 2009 that resulted in a $115,000 settlement payment, to a recent success in 2022 that resulted in collections totaling $210,658, Nancy Adams has added Contra Costa County | FY24-25 Recommended Budget Page 230 310 value to Contra Costa and the families DCSS serves. For balancing her work on probate and trust while masterfully handling a regular attorney workload, Nancy Adams is more than deserving of recognition by the Child Support Director’s Association as the most outstanding attorney of 2023. Goals The Department of Child Support Services is committed to the following goals for FY24-25: Achieve local performance goals by: Increasing collections sent to families by 2%. Increasing Smith-Ostler program collections by 2%. Increasing overall customer service satisfaction ratings by 1%. Increasing the number of optional staff trainings by 10; and, Increasing service accessibility by 1%. Contra Costa County | FY24-25 Recommended Budget Page 231 311 Performance Measures Local Performance Measures: The Department measures effectiveness by whether it achieves the goals set forth in its strategic plan: . Make every case a paying case. . Deliver excellent customer service. . Have a knowledgeable and supported workforce. . Improve outcomes for families. To achieve the goal of making every case a paying case, DCSS reviews the amount of collections distributed to families. To achieve the goal of delivering excellent customer service, the Department assesses effectiveness through customer service survey scores. Contra Costa County | FY24-25 Recommended Budget Page 232 312 To have a knowledgeable and supported workforce, DCSS ensures that staff training covers security readiness, program compliance, legislative updates and staff development courses. To improve the outcomes for families, the Department utilizes community outreach partnerships to increase accessibility to Child Support services. Contra Costa County | FY24-25 Recommended Budget Page 233 313 Contra Costa County | FY24-25 Recommended Budget Page 234 314 Employment and Human Services Marla Stuart Director DEPARTMENT OVERVIEW The Employment and Human Services Department (EHSD) envisions that Contra Costa County will continue to be a thriving community where individuals and families can be healthy, safe, secure and self-suf cient. To achieve its Mission, EHSD partners with the community to deliver quality services to ensure access to resources that support, protect, and empower individuals and families to achieve self-suf ciency. EHSD staff conduct themselves based on these Core Values: Promote Organizational Excellence; Deliver Exceptional Customer Experience; Openly Communicate; Embrace Change; Practice Ethical Behavior and Respect Diversity. In their work together and for the community, the department values organizational excellence, exceptional customer experience, open communication, embracing change, ethical behavior, and respect for diversity. Together, these tenets form the foundation for Building Brighter Futures Together! For more information, call (925) 608-4800 or visit ehsd.org Department Description EHSD is the second largest department in Contra Costa County and provides services to one-third of the population each month through seven program areas that support residents throughout the lifespan from birth to death. Most services are targeted to support community members living with incomes below the federal poverty rate. According to the U.S. Census, the Contra Costa County poverty rate was 4.5% in December 2023 and is illustrated by zip code and Supervisorial District in the following map. Circles represent EHSD Of ces. Contra Costa County Poverty Rate by Zip Code with EHSD Locations US Census ACS 5-Year Survey. EHSD locations inclusive of EHSD of ces, SIT Sites, early childhood education centers, and WDB Job Centers. Contra Costa County | FY24-25 Recommended Budget Page 235 315 Program Area Descriptions Community Services Bureau The Community Services Bureau administers early childhood care and education centers and vouchers, the Low-Income Home Energy Assistance Program (LIHEAP) and a weatherization program. It is the largest childcare provider in the County. The Bureau also supports the Head Start Policy Committee and the Board appointed Economic Advisory Council. In FY22-23, the Bureau served 1,514 children in childcare centers, 2,999 children through vouchers, and weatherized 5,932 homes. Children and Family Services Bureau The Children & Family Services Bureau helps parents and relatives achieve child safety, permanency and well-being. Adhering to the Welfare and Institutions 300 Code Section, the Bureau receives reports of suspected child abuse, investigates child abuse allegations, utilizes reasonable efforts to prevent the separation of children from their families, petitions the Juvenile Court in dependency matters, provides in-home and out-of-home services, approves adoption and caregiver homes, and administers independent living skills training and support for older youth. The Bureau supports the Board-appointed Family and Children’s Trust Committee. In FY22-23, the Bureau received 20,499 calls to the Child Protective Services (CPS) Hotline and supported 950 children and youth in out-of-home care. Workforce Services Bureau The Workforce Services Bureau empowers individuals and families to achieve self-suf ciency by administering nancial safety-net programs including CalFresh, Medi-Cal, CalWORKs, and Welfare to Work. Services are available to the public at ve district of ces located in Antioch, Hercules, Pleasant Hill, Richmond, and Brentwood. The Bureau also administers the Measure X refugee services and navigator program. In FY22/23 the Bureau served 359,785 Medi-Cal recipients, 130,607 CalFresh recipients, 21,025 CalWORKs recipients, and 3,775 Welfare to Work participants. Workforce Development Board The Workforce Development Board (WDB) is a Board-appointed committee comprised of 25 leaders from business, economic development, education, labor, and public agencies. It aligns resources and organizations to enhance the competitiveness of the local workforce and support economic vitality by leveraging nancial, human capital, and other resources. WDB staff also administer the Measure X youth centers and early childhood education stipend programs. In FY22- 23 the WDB served 594 adults and 209 youth with employment supports and assisted employees laid off from nine businesses. Aging and Adul t Services Bureau The Aging and Adult Services Bureau promotes the maximum independent functioning of elderly, blind or disabled individuals who are at risk of institutionalization; and protects elders and dependent adults from abuse, neglect or exploitation. It administers the In-Home Supportive Services Program (IHSS), the IHSS Public Authority, Adult Protective Services (APS), the Area Agency on Aging (AAA), Measure X funded supports, Information & Assistance, Health Insurance Counseling & Advocacy (HICAP), General Assistance, CommunityConnect, Housing Disability and Advocacy Program (HDAP), Home Safe Program, and is designated as the Public Administrator. The Bureau supports the Board-appointed Advisory Council on Aging and the IHSS Public Authority Committee. In FY22-23, the Bureau served 16,108 IHSS recipients, investigated 6,462 reports to the APS Hotline, served 1,508 GA recipients, and delivered 816,266 meals to homebound residents. Administration Internal Operations Bureau The Internal Operations Bureau provides support to program bureaus and the community in the areas of facilities; safety and disaster management; records management; fraud prevention, appeals, and collections; civil rights; CalFresh quality control; personnel and staff development; department policies, and Volunteer and Emergency Services (VES). In FY22-23, EHSD hired 199 permanent employees, offset by 175 separations, and provided 273 in-person and virtual trainings. VES provides support services and resources to EHSD clients, primarily foster youth. In FY22-23, VES served 2,233 individuals with food, clothing, scholarships, school supplies, and emergency shelter. In addition, during FY 2022-23, EHSD’s Staff Development unit hosted six cohorts of the Eligibility Training Unit (ETU) induction training with 47 employees completing; Children and Family Services Staff Development hosted four cohorts of Social Worker induction training with 32 social workers completing; and the department held 22 New Employee Orientation sessions that 146 employees successfully completed. Information and Systems Bureau The Communications and Systems Bureau provides support to program bureaus and the community in the areas of state and federal policy engagement, strategic planning, reporting, program evaluation, community and media relations, information technology, business systems, and contracts, grants, and Board item development. The Bureau Contra Costa County | FY24-25 Recommended Budget Page 236 316 supports the Contra Costa Alliance to End Abuse. In FY23-24, the Department partnered with community-based and other organizations through 368 agreements (including contracts, Interdepartmental Agreements and Memorandums of Understanding). Fiscal Division The Fiscal Division administers all nancial activities including budgeting, claiming, accounts payable, purchasing, payroll, audits, procurement, and state reporting. From July 2022 through December 2023, EHSD was subject to 33 completed audits by state and federal funders, all with no signi cant ndings. Other County Funds The Child Development Fund provides funding for the California State Preschool Program and General Child Care & Development Program that serves children of low and middle income families throughout the county. These State programs are offered in collaboration with the Community Services Bureau’s Federal Head Start/Early Head Start Programs through the Comprehensive Funding Model Program. Domestic Violence Victim Assistance provides emergency shelter, counseling, health, and social welfare services to victims of domestic violence as mandated by the Welfare and Institutions Code §18290-18308 and is supported by fees generated through marriage licenses and court nes (Penal Code §1203.097). Zero Tolerance for Domestic Violence provides funding for oversight and coordination of domestic violence programs and is supported by recording fees authorized by State law (SB 968). In-Home Supportive Services (IHSS) Public Authority accounts for the funding for services to both providers and recipients of in-home care delivered through the IHSS program. The County Childrens Fund provides funding for prevention/ intervention services to abused and neglected children / children at risk through birth certi cate fees (AB2994). The Childcare Enterprise accounts 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. Contra Costa County | FY24-25 Recommended Budget Page 237 317 EHSD Number of community members served in each program, 2016-2023 In summary, the following graphs illustrate the number of community members served by EHSD each month since 2016. Contra Costa County | FY24-25 Recommended Budget Page 238 318 Organizational Chart The Employment and Human Services Department is currently budgeted for 1937.5 full-time equivalent (FTE) positions. That number remains unchanged for FY24-25. Full-time Equivalent Employee (FTE) Summary FY23-24 Adopted FY24-25 Recommended Change 19 - EMPLOYMENT & HUMAN SERVICES 1,937.5 1,937.5 0.0 Expenditures Summary The summary re ects the total net expenditures of $718,576,053 for the Employment and Human Services Department. The General Fund portion of total expenditures is $664,146,702 (approximately 92.4% of the total) and the Special Revenue portion of total expenditures is $54,429,351 (7.6%). The net increase indicated in the chart below of approximately $82.1 million re ects the overall change in total expenditures for all funds, including an increase in costs of $74.1 million for the General Fund, and an increase of $8 million for special revenue funds. 718,576,053 $82,164,758 (12.91% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 239 319 Expenditures by Expense Type In FY24-25 Salaries and Bene ts increased by 6% to $282,912,676. This is the result of negotiated wage and other increased compensation costs. Other Charges increased by 17% to $220,262,557, re ecting increases in equipment costs. Services and Supplies expenditures increased by 17% to $196,352,646, re ecting an increase in Workers Compensation insurance and contracted services. These changes re ect the County's commitment to investing in its employees and providing necessary services to its residents. Budgeted and Historical Expenditures by Major Account MillionsProvisions For Contingencies Fixed Assets Expenditure Transfers Services And Supplies Other Charges Salaries And Benefits FY2023FY2024FY2025$0 $200 $400 $600 $800 Contra Costa County | FY24-25 Recommended Budget Page 240 320 Salaries And Bene ts $217,692,493 $267,077,498 $282,912,676 $15,835,178 5.9% Services And Supplies $137,374,917 $168,392,600 $196,352,646 $27,960,046 16.6% Other Charges $180,770,297 $189,034,518 $220,262,557 $31,228,039 16.5% Expenditure Transfers $4,369,214 $10,239,205 $17,007,541 $6,768,336 66.1% Fixed Assets $389,034 $1,667,474 $2,040,633 $373,159 22.4% Provisions For Contingencies $107 $0 $0 $0 0% Total:$540,596,063 $636,411,295 $718,576,053 $82,164,758 12.9% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary The summary for FY24-25 re ects the total revenue of $718,576,053 for the Employment and Human Services Department. The general purpose revenue allocation (net County cost) is $43,604,055. Overall, revenue increased by 12.9% from FY23-24. 718,576,053 $82,164,758 (12.91% vs. prior year) Revenue by Fund Budgeted and Historical 2025 Revenue by Fund MillionsEnterprise Funds Special Revenue Funds General Fund FY2023FY2024FY2025$0 $200 $400 $600 $800 Contra Costa County | FY24-25 Recommended Budget Page 241 321 General Fund $501,575,069 $590,034,371 $664,146,702 $74,112,331 12.6% Child Development Fund $35,311,483 $41,335,907 $49,441,208 $8,105,301 19.6% Domestic Violence Victim Asst Fund $472,351 $311,236 $233,000 -$78,236 -25.1% Zero Tolerance- Domestic Violence Fund $508,034 $1,420,348 $1,078,460 -$341,888 -24.1% IHSS Public Authority Fund $2,519,527 $3,015,433 $3,445,683 $430,250 14.3% County Childrens Fund $209,599 $220,000 $231,000 $11,000 5% Childcare Enterprise Fund $0 $74,000 $0 -$74,000 -100% Total:$540,596,063 $636,411,295 $718,576,053 $82,164,758 12.9% NameName FY2023 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adopted Budget FY2025 Recommended Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenue by Department Projected 2025 Revenue by Department Ehsd Workforce Svcs (41.7%)Ehsd Workforce Svcs (41.7%) Ehsd Workforce Svcs (41.7%) Ehsd Children & Family Svcs (22.3%)Ehsd Children & Family Svcs (22.3%) Ehsd Children & Family Svcs (22.3%) Ehsd Aging & Adult Svcs (16.8%)Ehsd Aging & Adult Svcs (16.8%) Ehsd Aging & Adult Svcs (16.8%) Community Services (7.9%)Community Services (7.9%) Community Services (7.9%) Child Dev-Dept (6.9%)Child Dev-Dept (6.9%) Child Dev-Dept (6.9%) Ehsd Wfrc Investment Brd (2.3%)Ehsd Wfrc Investment Brd (2.3%) Ehsd Wfrc Investment Brd (2.3%) Ehsd Administrative Svcs (0.9%)Ehsd Administrative Svcs (0.9%) Ehsd Administrative Svcs (0.9%) Ihss Public Authority (0.5%)Ihss Public Authority (0.5%) Ihss Public Authority (0.5%) Zero Tlrnce Dom Viol Init (0.4%)Zero Tlrnce Dom Viol Init (0.4%) Zero Tlrnce Dom Viol Init (0.4%) Revenues by Source The Employment and Human Services Department receives 41.2% of its revenue from the State, 30.7% from the federal government, 21.5% from other local revenue including Measure X and 6.7% from General Purpose Revenue (net County cost). Contra Costa County | FY24-25 Recommended Budget Page 242 322 Budgeted Revenues by Source MillionsGeneral Purpose Revenue Other Local Revenue Federal Assistance State Assistance FY2023FY2024FY2025$0 $200 $400 $600 $800 Federal Assistance $152,970,369 $195,230,067 $237,503,709 21.7%$42,273,642 State Assistance $268,198,611 $261,895,816 $304,291,544 16.2%$42,395,728 Other Local Revenue $89,978,802 $136,843,712 $133,176,744 -2.7%-$3,666,967 General Purpose Revenue $29,448,281 $42,441,700 $43,604,055 2.7%$1,162,355 Total:$540,596,063 $636,411,295 $718,576,053 12.9%$82,164,758 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended (% Change) FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) Contra Costa County | FY24-25 Recommended Budget Page 243 323 Key Budget Updates The Employment and Human Services Department (EHSD) administers various federal, State and local programs, and partners with the community to deliver quality services to ensure access to resources that support, protect, and empower individuals and families to achieve self-suf ciency. The FY24-25 budget for EHSD re ects over $718.5 million in total expenditures. Most expenditures are funded with restricted revenues from State and federal programs, grant funds, and Measure X sales tax revenue. The recommended net County cost (general purpose revenue) of $43,604,055 will provide the funding necessary to continue operations and support the Department's FY24-25 goals and initiatives. EHSD revenues involve a complex relationship between direct expenses to provide services, overhead expenses to support direct service providers, and the funding agencies’ determination of eligible services. EHSD revenues fund two primary categories. First, direct assistance payments to eligible community members ($224,009,882 or 31.1%). Second, costs to deliver services ($494,566,171 or 68.9%), which include compensation costs for those employees who determine eligibility for and deliver services, facilities, supplies, technology, other administrative supports, and contracts with community and other partners to support County services and to deliver services on behalf of the County. The FY24-25 Recommended Budget projects a $3,800,570 (3%) decrease in local revenue; a $42,273,641 (22%) increase in federal revenue, and a $42,395,530 (16%) increase in state revenue compared to the FY23-24 budget. Increased revenues will support the following services: The Community Services Bureau budget features a $6,572,039 increase in contracted services representing a higher investment in early childhood care and education through local childcare providers. The Children and Family Services Bureau budget includes several increased investments in family wellbeing and child and youth supports including a $5,000,000 investment in prevention services. The Workforce Services Bureau budget includes a $21,618,444 increase in assistance payments to families supported by CalWORKS, including more funding for childcare. The Aging and Adult Services Bureau budget includes a $4,852,262 increase in wages and bene ts for In Home Supportive Services providers and an increase in support services for unhoused individuals with disabilities. For all Bureaus, increased revenues also fund increased costs of doing business, including salaries and bene ts. EHSD will maintain a vacancy factor of $3.8 million, which equates to approximately 34.0 FTE positions. The Department expects to achieve this vacancy savings due to regular staff attrition occurring within the Department throughout the scal year. In large departments, a vacancy factor is used to reduce in ation of the budget attributable to regular staff turnover. As of March 2024, the Department had 320 vacant positions. The County Administrator’s Of ce will closely monitor the Department’s budget and adjust the vacancy factor, if necessary. As in past years, EHSD does not yet have a nalized State funding allocation for FY24-25. The Department has included estimated revenue based on the Governor’s FY24-25 Proposed Budget and historical allocation information. The General Fund revenue allows EHSD to maximize federal and State revenue. EHSD will return to the Board of Supervisors in the fall with a balancing plan, should one be necessary. FY24-25 Budget Challenges Chronic high vacancy rates pose the largest impediment to EHSD's ability to provide timely, accurate, and trauma-informed services. The overall vacancy rate has remained high at 16% in July 2022, 17% in July 2023, and 17% in February 2024. While the Department has maintained a relatively stable balance of separations and hires, it has not been able to overcome a longstanding de cit of lled positions. Vacancy rates in February 2024 differ by Bureau with 28% in the Community Services Bureau, 19% in the Workforce Development Board, 17% in Aging and Adult Services, 17% in Children and Family Services, 14% in the Workforce Services Bureau, and 13% in the administrative bureaus. Contra Costa County | FY24-25 Recommended Budget Page 244 324 Equity in Service Delivery EHSD is fully committed to ensuring diversity, equity, inclusion (DEI), and access in all they do. The Department's vision statement references “all individuals and families”, its mission statement references “access”, and one of its six core values is “Respect Diversity: The Department honors individual differences, value inclusion, and equity for all”. In 2023, EHSD conducted an all-staff survey that included three questions related to DEI. Of the 882 respondents, 90% agree that EHSD is diverse, 78% agree that EHSD is equitable, and 75% agree that EHSD is inclusive. In preparation for the FY24-25 budget, EHSD published an online community survey to solicit input. Of the 122 responses, the most common response was a request to improve access to services. Language Access EHSD continues a long-held commitment to translate all written and verbal communication into the language of the customer ’s choice. EHSD has 207 bilingual staff certi ed in Spanish, seven bilingual staff certi ed in Tagalog, and many other staff certi ed in other languages. Additionally, EHSD contracts with Language Line to ensure all customers receive on-the-spot translation in their language of choice when a certi ed bilingual EHSD employee is not available. In 2023, Language Line translated 64,236 calls in 67 different languages. Additionally, EHSD.org provides comprehensive information about Department services. Community members can apply for services directly at EHSD.org. The Department continually updates ehsd.org as technology improves to support equity and access. The website enables translation of its main pages from English into 10 languages. The website translation service has been upgraded to include backend editing options for more accurate translations across ehsd.org. “Page Assist” provides personalization options to enhance users’ visual experience (colors, fonts, font size, cursor size, text spacing contrast, formatting, etc.). Public Information Sharing During FY22-23, EHSD launched two new Public Information Sharing Tools on ehsd.org: the Bene ts Program GIS Map and Interactive Program Data Dashboard. These represent innovations in mapping and visualizations of social services data. EHSD collaborated with the Department of Information Technology (DoIT) and other County and community partners to create an accessible set of tools that illustrate the County's support for the community, while promoting data transparency and engagement. The EHSD Public Information Sharing Tools leverage the value of data-sharing with partners and community as a foundation for enhancing the work we do together in the war on poverty, DEI advancement and other supports and services. EHSD itself has employed the tools in preparing reports for the Board of Supervisors and other County and community partners. This has increased ef ciency, since the up-to-date information facilitates quicker turnaround times when responding to requests and when preparing department-generated snapshots and reports. Alliance to End Abuse In 2023, the Alliance to End Abuse, centered equity in its competitive procurement of interpersonal violence prevention and intervention services. For instance, contractors must provide competent interpretation and translation services and disseminate information in culturally relevant and linguistically appropriate ways that are inclusive of the deaf community, those communities that do not use English as their primary language, and persons with low or no literacy. Diversity, Equity & Inclusion Team In FY23-24, the Department's Diversity, Equity & Inclusion Team (DEI) completed several initiatives. Resulting from an internal need, the DEI Team hosted a Hair Care Drive for BIPOC children in foster care, collecting over 2,100 hair care and personal hygiene products. The DEI Team also published various mixed media infographics honoring and celebrating DEI months of observance and celebratory days; sponsored artwork and poetry contests; and established a DEI staff library. Contra Costa County | FY24-25 Recommended Budget Page 245 325 Accomplishments Provided Exceptional Customer Service EHSD strives to provide exceptional customer service. In 2023, on average each month, EHSD employees managed 250,326 open cases and received and processed 10,225 applications for new services. As a measure of customer service, EHSD received exceptionally few customer complaints. In 2023, EHSD received and resolved 1,856 customer complaints to the EHSD customer hotline, the EHSD Ombudsperson, the County Administrator’s Of ce, and the Board of Supervisors Of ces – an average of 155 per month. This average of 155 complaints per month represents less than 1% of the average 260,551 open and new cases exceptionally managed each month by EHSD employees who demonstrate through their daily actions a true commitment to the EHSD mission of supporting, protecting, and empowering Contra Costa County residents to achieve self-suf ciency. Migrated to California Statewide Automated Welfare System (CalSAWS) On February 27, 2023, EHSD, with support from other departments, migrated its public assistance system from CalWIN to CalSAWS, a system now used by all counties in the State of California. This system supports eligibility determinations and bene ts issuance for CalFresh, CalWORKs (including child care), Medi-Cal, General Assistance, Foster Care, and Adoptions. This migration for Contra Costa County included 42 million documents and 642,000 cases for over 1 million county residents. The migration to CalSAWS also included the launch of Bene tsCal, an online portal that allows consumers and their advocates to electronically submit applications and renewals, upload documents, update their household information, check on bene t levels, and review correspondence. Reinstituted Medi-Cal renewals In June 2023, the whole nation, including Contra Costa County, reinstituted Medi-Cal renewals after a three-year COVID pause. From June through December, 79,847 Contra Costa County Medi-Cal renewals were due. As of February 1, 2024, EHSD completed 65,304 (82%). EHSD continues to process 8,508 (11%) pending cases that remain active until complete. The nal 6,035 (8%) cases were discontinued, usually for failure to submit renewal documents. With the resumption of Medi-Cal renewals, the number of individuals receiving Medi-Cal declined from 338,519 in June to 331,095 in December, 2023, a 2% decrease. Developed and Launched the Comprehensive Prevention Plan In July 2021, California established the Family First Prevention Services (FFPS) program to support expand prevention services and to address rates of recidivism and disproportionality in child welfare and juvenile probation. The EHSD Children & Family Services Bureau and the Probation Department partnered with community representatives to develop a Comprehensive Prevention Plan (CPP), which was approved by the California Department of Social Services in July 2023. The CPP envisions that all children and families in Contra Costa County are supported by services and systems that are accessible, with an equitable service approach, and that respond to and celebrate all aspects of diversity including but not limited to cultural, ethnic, language, and racial background; gender identity and sexual orientation; immigration status; religion; age; socioeconomic status; and special needs. Improved Head Start In February 2022, the Administration for Children and Families Of ce of Head Start conducted a monitoring review of the County’s Head Start Program and found ve de ciencies and one area of non-compliance. In November 2022 and July 2023, the Of ce of Head Start conducted two follow-up reviews and found that the County had corrected all ve de ciencies and the one area of non-compliance representing program improvements in the areas of safety, monitoring, scal controls, and governance. Hosted MISSION POSSIBLE: Communities Ending Violence The Department supported the Family Violence Prevention Coalition in sponsoring, in FY23-24, an annual one-day conference entitled MISSION POSSIBLE: Communities Ending Violence, focused on understanding violence prevention and promoting health equity from an intersectional public health lens. Speakers included community experts in anti-violence, racial equity and interpersonal violence work. There were 125 in-person and 60 virtual attendees. Spanish and American Sign Language interpretation were provided for the rst time. Transitioned the Public Administrator’s Of ce The Public Administrator’s of ce successfully moved to EHSD from the Health Services Department on July 1, 2023. The Public Administrator’s of ce investigates and may administer the estates of individuals who were domiciled in Contra Costa County at the time of death and who die without a quali ed person willing or able to assume the responsibility for administering the estates. The Public Administrator’s of ce receives referrals from the coroner’s of ce and, depending on circumstances, may take several months to resolve. On average they are investigating and managing 100 cases per month. Transitioned the Senior Nutrition Program Contra Costa County | FY24-25 Recommended Budget Page 246 326 In FY22-23, the Senior Nutrition Program transitioned to EHSD on July 1, 2023 from the Health Services Department. The Area Agency on Aging partners with service providers throughout the county to reduce hunger, food insecurity, and malnutrition. The County partners with 16 community groups to deliver congregate and home-delivered meal services to seniors throughout Contra Costa County totaling 816,266 meals in FY22-23. Expanded housing supports for youth and families In 2023, EHSD partnered with the Housing Authority to launch Foster Youth to Independence (FYI), a housing voucher program for former foster youth. The County currently has 33 vouchers of which 23 are issued and 10 are pending. Additionally, through the CalWORKs Housing Support Program (HSP), administered in partnership with Health Services H3, the County served 108 homeless or at-risk families including providing 57 families with permanent housing. Contributed to the Combined Charities Campaign In December, EHSD employees donated $19,549 for the 2023 Combined Charities Campaign – more than any other County department. FY24-25 Goals Vacancy Rate Reduce the vacancy rate and add more Full Time Equivalent Positions (FTEs) to achieve staf ng levels necessary to meet mandated service levels. Community Input EHSD invites and integrates regular input from seven committees composed by community members, individuals with lived experience in EHSD services, community-based service providers, and businesses: Head Start Policy Committee, Economic Advisory Council, Family and Children’s Trust Committee, Workforce Development Board, Advisory Council on Aging, IHSS Public Authority Committee, and Contra Costa Alliance to End Abuse. Additionally, EHSD invites and integrates community input in service improvement initiatives, including the CFS Prevention Plan, Child Welfare System Improvement Plan, and CalWORKs System Improvement Plan. In 2023, the Department hosted its rst online survey for community input to the FY24- 25 budget. In FY24-25, EHSD will launch a new, Measure X-funded food security collaborative and offer additional online surveys and other formats for community members to voice their concerns, priorities, and ideas. Public Information Sharing In FY24-25, EHSD will continue to advance the content and formatting of the Public Information Sharing Tools (maps and dashboards) on ehsd.org to include race and ethnicity data and accessibility enhancements. DEI Infrastructure In FY24-25, EHSD plans to create a two-person DEI staff members to collaborate with the County's Of ce of Racial Equity and Social Justice (ORESJ), support the EHSD DEI Team, and coordinate EHSD initiatives for employees and customers. As one example, the Community Services Bureau will provide all teachers with a 4-hour course called Each & Every Child: Teaching Through an Equity Lens, which provides teachers tools to promote equity in the classroom. Measure X EHSD will open three Youth Centers; launch a new food security collaborative; and continue to administer early childhood care vouchers and capacity to serve children with disabilities, District Navigators, the Master Plan on Aging and associated community services. Contra Costa County | FY24-25 Recommended Budget Page 247 327 Performance Measurements The following service levels and performance measures illustrate the impact of insuf cient staff on mandated performance measures. In FY22-23, EHSD met 11 (52%) of 21 performance mandates. Increases to caseloads for 18 (72%) of the 25 primary programs signi cantly exacerbate the impact of chronic high staff vacancy rates. Contra Costa County | FY24-25 Recommended Budget Page 248 328 Contra Costa County | FY24-25 Recommended Budget Page 249 329 Heal th Services Anna M. Roth, RN, MS, MPH Chief Executive Of cer, Contra Costa Health For more information, call (925) 957-2670 or visit cchealth.org . DEPARTMENT OVERVIEW Department Description The mission of Contra Costa Health (CCH) 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, CCH is a safety net, providing health including medical and behavioral health services not available to them elsewhere. CCH is an integrated system of health care services comprised of several divisions that work in concert to advance health at every level in Contra Costa County: the individual, the family, and the community. CCH is devoted to fostering equity both within its organization and the community it serves. Diversity, equity and inclusion focused on the elimination of health disparities are the foundational principles that guide the work of Contra Costa Health. PROGRAM AREA DESCRIPTIONS Contra Costa Regional Medical Center (CCRMC) is a general acute care teaching facility that is now 25 years old. The 167- licensed bed CCRMC provides a full range of diagnostic and therapeutic services including medical/surgical, intensive care, emergency, prenatal/obstetrical, and psychiatric services and operates the County’s only health facility that provides dedicated psychiatric emergency services as well as the sole site for sexual assault exams and evidence collection. Ancillary services include pharmacy, rehabilitation, medical social work, laboratory, diagnostic imaging, cardiopulmonary therapy, and ambulatory care surgery service. The ten Ambulatory Care Health Centers (HCs)are Federally Quali ed Health Centers (FQHC) located throughout Contra Costa County. The clinics provide family-practice oriented primary care, geriatrics, dental, rehabilitation, prenatal, pediatric, and adult medical services, as well as medical and surgical specialty clinical services with an average of 500,000 visits per year. Specialty clinics include podiatry, infectious disease, eye, dermatology, orthopedics, urology, Ear, Nose and Throat (ENT), gynecology, general surgery, plastic surgery, nephrology, neurology, rheumatology, and other services. All age groups are served. The interdisciplinary medical staff, nearly 600 providers, at Contra Costa Regional Medical Center and Health Centers includes a wide range of generalist and specialty physicians and nurse practitioners to serve the patients of the County. The Family Medicine Residency Program, ranked as a top 10 program by US News and World Report and a national leader in global health, provides clinical experience for 39 residents who rotate through all inpatient acute services, the emergency department and ambulatory care centers. The residency program graduates 13 physicians annually, which has been shown to greatly improve physician staf ng across the entire county. Counties without residency programs have higher rates of health care provider shortages. CCRMC and HCs provide care to individuals with a variety of insurance coverages including Medi-Cal, Medicare and private insurance. The cost of care provided to these individuals is partially offset by the revenue collected. CCRMC and HCs provide indigent care services to individuals who cannot pay, as speci ed in the State of California Welfare and Institutions Code section 17000. The County Board of Supervisors is authorized to adopt standards of aid and care for the indigent and does so through various programs based on the Federal Poverty Level (FPL) guidelines. The Contra Costa Health Plan (CCHP), now 50 years old, was the rst federally quali ed, state-licensed, county-sponsored Health Maintenance Organization (HMO) in the United States, and the rst county-sponsored health plan in California to offer Medi-Cal Managed Care coverage. Currently, CCHP has programs for Medi-Cal recipients, County employees and employees of participating employers, and In-Home Supportive Services providers. Contra Costa County | FY24-25 Recommended Budget Page 250 330 This year, CCHP became the single State Medi-Cal managed care health plan for Contra Costa County. CCHP provides comprehensive, quality health coverage to approximately 270,000 people in Contra Costa County. CCHP bene ts include a core set of services including doctor visits, hospital care, pregnancy-related services, skilled nursing facility care (SNF), home health and hospice care, as well as low-to-moderate mental health care, autism care, and some substance use disorder care. CCHP bene ts also include 24/7 Advice Nurse services for patients, as well as case management, enhanced care management, community support services, care coordination, community health workers, and doula services for high-risk patients. These bene ts are designed to address medical needs as well as social determinants of health. Contra Costa Behavioral Health Services (CCBHS) integrates Specialty Mental Health and Alcohol and Other Drugs services into a single system of managed care designated by the State Department of Health Care Services as a Pre-Paid Hospital Inpatient Plan. This integration supports an approach where “any door is the right door” and where care is responsive to the culturally diverse residents of the county as well as those who have complex behavioral needs. Behavioral Health staff partner with consumers, families, and community-based agencies to provide enhanced coordination and collaboration to serve complex populations with multiple disorders. Any Contra Costa County resident who experiences a mental or substance use crisis can get help from A3 (Anyone, Anywhere, Anytime) which is now available 24 hours a day, seven days a week. CCBHS provides specialty mental health services through a network of county-operated and contracted community partners. This network provides an array of opportunities for partners to work together in the spirit of hope towards recovery. This includes programs and services to clients of all age groups and their families. CCBHS provides mental health support to children, adolescents, and their families in the Children’s System of Care (CSOC) through County-operated programs and contracts with Community-Based Organizations (CBOs). The County-operated programs encompass three regional outpatient clinics: a specialty clinic, First Hope, for early intervention in psychosis, a mental health program in juvenile detention, and a program aimed at supporting minors struggling with mental health and substance-use disorders. Additionally, CCBHS operates county-wide mental health programs such as Intensive Care Coordination, Wraparound, Therapeutic Behavioral Services, and county-wide Assessment Team/Emergency Foster Care. Services include individual, group, and family therapy, family partner and peer support, psychiatric care, and care coordination. CSOC coordinates services closely with other child-serving systems, including the County's Employment and Human Services Department - Child and Family Services (CFS) division, the County's Probation Department’s Juvenile Division, educational agencies, and CCRMC. CBOs are an integral component of the County’s delivery system providing services such as school- based mental health services, intensive eld-based services for CFS and Probation Department involved youth, mobile crisis services, and services aimed at very young children and their caregivers. The Adult Services unit operates four County-operated clinics: three regional clinics and one clinic for older adults. Adult Services provide psychiatric supports, therapy, care coordination, housing, and rehabilitation support to patients struggling with severe psychiatric conditions. Adult Services contracts with CBOs for intensive support to Transition Age Youth and adults needing comprehensive community-based support. Contra Costa County | FY24-25 Recommended Budget Page 251 331 Through a variety of grants, CCMHS has expanded support to adults in the criminal justice system struggling with mental health conditions by providing intensive home and eld-based supports that comprehensively address social determinants of health. Through Mental Health Services Act (MHSA)funded programs, CCBHS is also able to fund services aimed at intervening early in the mental health severity spectrum through its Prevention and Early Intervention (PEI) programs, and to fund supports that address social determinants of health, such as housing and vocational needs. CCBHS provides Alcohol and Other Drug Services (AODS) through a network of CBOs focused on prevention, diversion, treatment, detox, and Medication Assisted Treatment (MAT) services throughout the county to reduce the incidence and prevalence of substance use disorders (SUD). AODS also operates one County residential Co-Occurring Enhanced treatment program for men, and the Drug Medi-Cal Organized Delivery System (DMC-ODS) Plan to provide a continuum of care for SUD treatment services to Medi-Cal bene ciaries modeled after the American Society of Addiction Medicine (ASAM) Criteria. The DMC-ODS - offers a comprehensive approach for SUD prevention, diversion, outpatient, intensive outpatient, residential treatment, case management, recovery services, withdrawal management, and Medication Assisted Treatment (MAT) which includes Narcotic Treatment Programs (NTP). These services are provided to Medi-Cal eligible bene ciaries who meet medical necessity for SUD and who reside in the county. The Conservatorship Program manages the affairs of approximately 1,000 adults in Contra Costa County who cannot properly provide for their own needs, as determined by the Contra Costa Superior Court and quali ed medical professionals. Services start with court-appointed authority over psychiatric or medical care and often include conservatorship of the client’s estate. Program clients have medical or psychiatric impairments that prevent them from meeting their own basic life needs, in the professional opinion of a quali ed medical provider. The Conservatorship Of ce operates under the Behavioral Health Division, and has three distinct functions: Probate Conservatorships, Lanterman-Petris-Short (LPS) Conservatorships and Representative Payee Program for Social Security and Veterans Bene ts Administration (VA) bene ts. Health,Housing and Homeless Services (H3) provides an integrated system of housing and support services for persons experiencing homelessness in Contra Costa County. More than 6,200 persons are served each year through H3’s services and programs that includes county-wide homeless outreach ve emergency shelters and interim housing, independent living programs for transition age youth, permanent support housing: and housing navigation and tenancy supports available through CalAIM. As the federally designated administrative entity for the homeless continuum of care, H3 is responsible for the coordination of housing and homeless services throughout the county and its 19 communities. H3 works with key partners such as the Employment and Human Services Department, the Housing Authority, school districts, cities, law enforcement agencies, and nearly 20 community-based housing and homeless service organizations to develop innovative, community-speci c policies and strategies, and secure funding to address the needs of persons experiencing homelessness and/or housing insecurity as a key determinant of health. Public Heal th, as part of the integrated health system with nine mobile vans, also offers an array of programs that focus on public health issues such as communicable and sexually transmitted diseases, immunization, nutrition, and family, maternal, infant, and child health, including children’s oral health. 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. One of PH’s programs, the Women, Infant and Children’s Program, serves approximately 20,000 people per month at four locations throughout the county. Public Health is also responsible for the Department’s violence prevention and health emergency preparedness programs, and vital records. California Children’s Services (CCS) arranges, directs, authorizes, and pays for medical care, equipment and rehabilitation for children, youth 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 provides case management and occupational and physical therapy for Contra Costa children and youth with serious health care conditions. 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 ve public school sites in Contra Costa County. Approximately 5,000 children per month are served by the CCS Program. Environmental Health is a regulatory agency that provides oversight to approximately 8,900 businesses and property owners to protect and promote the health of the people of Contra Costa County. Environmental Health applies 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. Environmental Health conducts approximately 15,000 inspections annually. Contra Costa County | FY24-25 Recommended Budget Page 252 332 Hazardous Materials serves area residents by providing regulatory oversight at approximately 4,100 facilities located in Contra Costa County that store hazardous materials and/or generate hazardous waste. Hazardous Materials also receives noti cations for hazardous material releases and responds when necessary to protect the public health and the environment from exposure to hazardous materials. Hazardous Materials conducts approximately 4,000 routine and follow-up inspections annually at regulated facilities and in Contra Costa County. Detention Health provides all primary care medical, behavioral health and dental services for patient-inmates in the County’s detention and Juvenile Hall facilities, including diagnostic testing, treatment, nursing care, pharmacy, obstetrical, dental, and other services. More complicated medical services are provided at the Contra Costa Regional Medical Center and Health Centers. Detention Health partners with the Sheriff ’s Department in the identi cation and management of adult patient-inmates needing mental health services located in the County’s main detention facility in Martinez, the West County Detention Facility. Services include screening and assessment of all patients at intake, medication management, behavior management, crisis counseling, education, brief therapy, and reentry planning for appropriate patient-inmates. To address behavioral health needs, the multi- disciplinary team is comprised of psychiatrists, licensed mental health clinicians, mental health specialists, occupational therapists, and substance use disorder counselors. Specialized mental health services tailored to youth within the juvenile detention facilities are provided by the Department’s Behavioral Health Services. Other Funds The West Contra Costa Healthcare District (WCCHD) struggled nancially for decades, experiencing increasing costs, declining reimbursements, and growing service demand from uninsured and underinsured populations. On January 2, 2018, the bankruptcy court approved the WCCHD’s Plan of Adjustment, allowing the District to repay certain creditors over a series of years. To minimize WCCHD's operating cost under the bankruptcy plan, WCCHD transitioned to an appointed board of directors. California Senate Bill 522 dissolved the District’s existing board, and the County Board of Supervisors became the District’s governing board effective January 1, 2019. The Emergency Medical Services - Ambulance Service Area (Measure H) of CCH can be found in the Special Districts - Emergency Medical Services section of the budget book. The Emergency Medical Services Fund also known as SB 12 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 nanced from court-imposed motor vehicle nes assessed for moving violations. The Los Medanos Community Healthcare District was dissolved on March 9, 2022, when the Local Agency Formation Commission (LAFCo) recorded a Certi cate of Completion. The terms and conditions of the dissolution, among other things, appointed Contra Costa County to serve as successor agency of the dissolved District and charges the County with winding up the former District's affairs, including taking possession and disposing of District assets and liabilities. The LAFCo terms and conditions require the County to administer a grant program for the bene t of residents in the former District area. The grant program will be funded with ad valorem property tax dollars formerly allocated to the District. The Los Medanos Community Health Advisory Committee (the "LMHAC") was created by the Board of Supervisors pursuant to the terms and conditions approved by LAFCo to dissolve the District. The purpose of the LMHAC is to develop an area health plan that identi es the major health disparities that impact residents of the former District service area, establish priorities for improving health outcomes, and recommend funding including community grants. Contra Costa County | FY24-25 Recommended Budget Page 253 333 Organizational Chart The Health Services Department is currently staffed by 4,838.95 full-time equivalent (FTE) positions. The Adopted Budget for FY23-24 re ected 4752.2 FTE and the Department added 86.75 FTE positions mid-year primarily to augment staf ng within Behavioral Health, Alcohol and Other Drugs, and the Hospital Enterprise. The FY-25 Recommended Budget requests a net of 70.85 additional FTE positions. This includes the addition of 66.9 FTE for additional staf ng to the West County Reentry, Treatment and Housing (WRTH) facility, and two (2) Institutional Service Worker-Generalist positions to support ongoing services within Detention Health. The FY24-25 Recommended Budget also includes a net decrease in Public Health by 75.35 FTE to eliminate several unused positions established in a project capacity to support COVID-19 operations and is inclusive of a 12.7 FTE transfer of positions that are better aligned under the Contra Costa Regional Medical Center and Health Centers Division. Within the Alcohol and Other Drugs and Mental Health divisions, there is a recommended net addition of 36.0 FTE to support CalAIM program expansion staf ng requirements and opioid abuse reduction efforts. The Hospital Enterprise Fund I Contra Costa Regional Medical Center and Health Centers Division is being recommended to increase staf ng by a net 41.3 FTE, which is inclusive of incoming transfers from Public Health, for Utilization Review Reorganization, staf ng to address CalAIM billing requirements, and new position classi cations to support Emergency Medical Services. FTE SUMMARY FY23-24 Adopted 2024-25 Recommended Change 18 - HEALTH SERVICES 4,752.2 4,909.80 157.60 Note: The org chart below includes the Emergency Medical Services - Ambulance Service Areas division of CCHS, but its budget and narrative are included under the Special Districts section, Emergency Medical Services . Positions associated with Emergency Medical Services are included in the Agency 18 position count, including 9.00 FTEs that allocated to Emergency Medical Services - Ambulance Service Areas. Heal th Services Director Chief Equity Of cer Regional Medical Center and Heal th Centers Behavioral Heal th Detention Heal th Emergency Medical Services- Ambulance Service Area Chief Operations Of cer / Chief Finance Of cer Contra Costa Heal th Plan Public Health Environmental Heal th & Hazardous Materials Program Health, Housing & Homeless Contra Costa County | FY24-25 Recommended Budget Page 254 334 Recommended Budget Summary Health Services Agencywide Budget Expenditures $ 2,983,345,681 Revenues $ 2,735,614,567 General Fund Contribution $ 247,731,114 % Funded by General Fund 8.30% Health Services Funds with General Fund (GF) Allocations Total Expenditures GF Allocation/ Subsidy GF Contribution % General Fund Divisions with GF Allocations $612,182,907 $123,506,114 20.17% Hospital Enterprise Fund I $850,700,363 $120,239,000 14.13% Contra Costa Community Health Plan Enterprise Fund III $79,741,616 $3,986,000 5.00% Expenditures Summary Some budgeted expenditures, such as those tied to the County General Fund subsidies to CCRMC and CCHP enterprise funds ($119,981,000) and the Mental Health Services Act Fund budget ($77,724,000), are also budgeted in General Fund operating departments within Health Services. 2,983,345,681 $196,104 ,696 (7.04% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 255 335 Expenditures by Expense Type The FY24-25 Recommended Budget's expenditure increase of approximately $196 million includes the impacts of negotiated salary and bene t cost increases primarily in CCRMC and Behavioral Health, and increases to services and supplies costs in the Contra Costa Health Plan due to Medi-Cal membership expansions and in Behavioral Health due to program expansions related to new Measure X allocations and new grant opportunities. Budgeted and Historical Expenditures by Expense Type MillionsProvisions For Contingencies Fixed Assets Expenditure Transfers Other Charges Salaries And Benefits Services And Supplies FY2023FY2024FY2025$-500 $0 $500 $1000 $1500 $2000 $2500 $3000 $3500 Expense Objects Salaries And Bene ts $747,685,803 $860,293,428 $930,765,868 $70,472,439 8.2% Services And Supplies $1,894,192,390 $1,562,229,468 $1,684,546,725 $122,317,256 7.8% Other Charges $294,796,720 $322,926,843 $291,770,660 -$31,156,183 -9.6% Expenditure Transfers -$1,983,550 $31,034,245 $48,426,013 $17,391,767 56% Fixed Assets $616,420 $10,757,000 $27,836,416 $17,079,416 158.8% Provisions For Contingencies $694 $0 $0 $0 0% Total Expense Objects:$2,935,308,477 $2,787,240,985 $2,983,345,681 $196,104,696 7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 256 336 Expenditures by Function The FY24-25 Recommended Budget re ects overall expenditure growth of approximately $196 million, or 7%. Expenditures Health & Human Services Health Services Hlth Svcs-Detention Inmates $42,392,502 $42,895,223 $56,542,318 $13,647,095 31.8% Health Svcs-Public Health $93,038,167 $99,482,669 $94,732,099 -$4,750,570 -4.8% Conservator/Guardianship $5,080,623 $5,167,659 $5,495,996 $328,337 6.4% Health Svcs-Environ Hlth $20,265,043 $25,950,000 $26,970,073 $1,020,073 3.9% Public Administrator $1,059,851 $0 $0 $0 -100% Hlth Svc-Calif Child Svcs $11,133,409 $13,603,880 $13,881,380 $277,500 2% Health, Housing & Homeless $11,444,156 $21,689,934 $22,911,794 $1,221,860 5.6% Hlth Svs-Hospital Subsidy $117,981,000 $119,981,000 $120,239,000 $258,000 0.2% Alcohol & Other Drugs Svc $26,495,595 $35,066,717 $45,677,270 $10,610,553 30.3% Hlth Services-Mntl Hlth $256,046,354 $354,613,000 $372,942,050 $18,329,050 5.2% Emergency Medical Svcs $1,002,927 $1,200,000 $1,253,045 $53,045 4.4% Prop 63 Mh Svcs Acct $53,001,940 $77,724,000 $89,157,515 $11,433,515 14.7% Hlth Svs-Hospital Entrpse $768,742,673 $791,896,000 $850,700,363 $58,804,363 7.4% Hospitial Fixed Assets -$92,664 $15,235,000 $32,102,000 $16,867,000 110.7% Contra Costa Health Plan $1,445,258,462 $1,101,813,034 $1,169,749,161 $67,936,127 6.2% Cchp-Community Plan $82,171,110 $79,722,869 $79,741,616 $18,747 0% Prop 36-Sub Abuse Cp Act $1,389 $0 $0 $0 0% Los Medanos Comm Hc $285,941 $1,200,000 $1,250,000 $50,000 4.2% Total Heal th Services:$2,935,308,477 $2,787,240,985 $2,983,345,681 $196,104,696 7% Total Health & Human Services:$2,935,308,477 $2,787,240,985 $2,983,345,681 $196,104,696 7% Total Expenditures:$2,935,308,477 $2,787,240,985 $2,983,345,681 $196,104,696 7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary It is important to note that certain revenues sources, such as the County General Fund subsidies to CCRMC, the CCHP enterprise funds ($119,981,000) and the Mental Health Services Act Fund revenues ($77,724,000), are also budgeted in General Fund operating departments within Health Services as reimbursements or transfers. This may seem as though these funds are "double-counted"; however, this practice is consistent with governmental accounting standards. 2,983,345,681 $196,104 ,696 (7.04% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 257 337 Revenue by Fund General Fund $584,936,701 $718,450,082 $759,391,980 $40,941,898 5.7% Emergency Med Svcs Fund $1,002,927 $1,200,000 $1,253,045 $53,045 4.4% PROP 63 MH Svcs Fund $53,001,940 $77,724,000 $89,157,515 $11,433,515 14.7% PROP 36-Sub Abuse Cp Fund $1,389 $0 $0 $0 0% LOS MEDANOS COMM HC $285,941 $1,200,000 $1,250,000 $50,000 4.2% Hospital Enterprise Fund $768,650,009 $807,131,000 $882,802,363 $75,671,363 9.4% HMO Enterprise Fund $1,445,258,462 $1,101,813,034 $1,169,749,161 $67,936,127 6.2% HMO Enterprise -Comm Plan Fund $82,171,110 $79,722,869 $79,741,616 $18,747 0% Total:$2,935,308,477 $2,787,240,985 $2,983,345,681 $196,104,696 7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues by Source Overall Department revenues are anticipated to increase by $196.1 million. The revenue growth is primarily driven by Medi- Cal generated capitated payments, supplemental pay-for-performance payments, and fee for services payments. The FY24- 25 Recommended Budget includes a County General Fund increase of $40.9 million over the FY23-24 Adopted Budget and supports cost-of-living increases, staf ng for the West County Re-entry Treatment and Housing Replacement (WRTH) facility, and additional programming related to Measure X funding. Budgeted Revenues by Source MillionsFederal Assistance General Purpose Revenue Other Local Revenue State Assistance FY2023FY2024FY2025$0 $500 $1000 $1500 $2000 $2500 $3000 $3500 Revenue Source Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 258 338 Federal Assistance Intergovernmental Revenue $112,495,496 $196,809,399 $178,257,871 -$18,551,528 -9.4% Charges For Services $2,953,627 $3,107,646 $0 -$3,107,646 -100% Medicare Patient Services $52,926,949 $40,639,000 $44,747,338 $4,108,338 10.1% Total Federal Assistance:$168,376,073 $240,556,045 $223,005,209 -$17,550,836 -7.3% State Assistance Intergovernmental Revenue $146,572,163 $174,668,487 $217,012,260 $42,343,773 24.2% Charges For Services $629,435 $1,093,143 $847,064 -$246,079 -22.5% Medi-Cal Patient Services $343,795,871 $371,706,000 $389,470,811 $17,764,811 4.8% Other Hospital Revenues $5,983,502 $5,255,005 $4,725,000 -$530,005 -10.1% External Health Plan Revenue $1,508,244,707 $1,127,988,426 $1,189,110,526 $61,122,100 5.4% Total State Assistance:$2,005,225,678 $1,680,711,061 $1,801,165,661 $120,454,600 7.2% Other Local Revenue Taxes Current Property $0 $1,250,000 $1,250,000 N/A License/Permit/Franchises $211,236 $190,708 $198,000 $7,292 3.8% Fines/Forfeits/Penalties $2,149,846 $2,179,340 $2,670,331 $490,991 22.5% Use Of Money & Property $4,238,399 $2,696,948 $4,292,119 $1,595,171 59.1% Intergovernmental Revenue $1,454,558 $7,255,954 $415,244 -$6,840,710 -94.3% Charges For Services $27,522,816 $33,943,938 $30,370,315 -$3,573,623 -10.5% Miscellaneous Revenue $128,166,767 $144,886,519 $168,008,223 $23,121,704 16% Hlth Plan Patient Svcs $113,876,012 $112,297,000 $154,276,011 $41,979,011 37.4% Private Pay Patient Svcs $20,503,295 $21,513,000 $22,575,219 $1,062,219 4.9% Interdept Patient Svcs $6,547,660 $2,712,000 $3,271,694 $559,694 20.6% Other Patient Svcs $0 $0 $0 $0 0% Other Hospital Revenues $114,123,559 $57,287,000 $51,217,652 -$6,069,348 -10.6% Charges To Gen Fund Units $58,344,147 $51,261,705 $61,861,401 $10,599,696 20.7% External Health Plan Revenue $96,549,849 $78,026,767 $90,798,488 $12,771,721 16.4% Enterprise Fund Subsidy $117,981,000 $119,981,000 $120,239,000 $258,000 0.2% Fund Balance -$142,389,336 $0 $0 $0 -1,547,600% Total Other Local Revenue:$549,279,807 $634,231,879 $711,443,697 $77,211,818 12.2% General Purpose Revenue $212,426,919 $231,742,000 $247,731,113 $15,989,113 6.9% Total General Purpose Revenue:$212,426,919 $231,742,000 $247,731,113 $15,989,113 6.9% Total Revenue Source:$2,935,308,477 $2,787,240,985 $2,983,345,681 $196,104,696 7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 259 339 Key Budget Updates The Contra Costa County Health Department’s FY24-25 Recommended Budget is fully balanced i.e., expenses are matched with on-going funding, and assumes all programs in operation in FY23-24 will continue through FY24-25. The FY24-25 Recommended Budget includes General Purpose Revenue allocation (net County cost) of $247,731,114 inclusive of Measure X funds. All program areas, except for CCRMC, Contra Costa Health Plan, Detention Health and Mental Health services, remained at the FY23-24 County General Purpose Revenue contribution level. The FY24-25 Recommended Budget includes a CCRMC General Fund subsidy of $120,239,000 which re ects a $1.3 million increase of Measure X funding (bringing the total proposed Measure X allocation to $43 million) and Mental Health's General Fund allocation of $40.2 million, which re ects a $1.9 million increase of Measure X funding for A3 program position cost of living adjustments and LGBTQ+ programming. The County contribution to CCRMC supports approximately 14% of its budget. The $123,506,114 net County cost for the Health Services divisions within the General Fund supports approximately 20% of their combined budgets and is allocated as follows: Detention Health - $54,300,513, Public Health - $22,240,000, Conservatorship - $3,652,000, H3 - $2,684,000, California Children's Services - $2,438,000, and Alcohol and Other Drugs - $1,935,000. Additionally, the Contra Costa Health Plan General Fund subsidy of $3,986,000 provides funding support of $3,736,000 for In- Home-Supportive-Services providers' medical and the nal General Purpose Revenue allocation of $250,000 to support transition activities for those previously supported under the CARES program. Due to Medi-Cal expansion effective January 1, 2024, General Purpose Revenue subsidies for future budget periods may not be allocated. Environmental Health and Hazardous Materials divisions and the Los Medanos Community Healthcare District budgets are fully funded by service and license fees or property tax revenues. These program areas are fully balanced with no County General Fund contribution. The FY24-25 Recommended Budget for the Department proposes an increase of 157.6 full-time equivalent (FTE) positions for a new total of 4,909.80 FTE. Among the position increases, 86.75 FTE were previously approved by the Board of Supervisors mid- year to augment staf ng in Behavioral Health, Alcohol and Other Drugs, and the Hospital Enterprise. The FY24-25 Recommended Budget includes an additional net 70.85 FTE, of which 68 FTE are for Detention Health to ful ll necessary West County augmentation per court order; 36.0 FTE to support CalAIM program expansion staf ng requirements and opioid abuse reduction efforts; and 41.3 FTE in increased staf ng for Utilization Review Reorganization, CalAIM billing requirements, and new position classi cations to support Emergency Medical Services. The added positions are partially offset by a reduction of 75.35 FTE, eliminating unused positions originally established to support COVID-19 operations. The expenditures for Health Clinics include a $66.6 million vacancy factor to allow the department to achieve a balanced budget without service level reductions. The Department will need to closely monitor its salary and bene t costs, high vacancy rates resulting from recruitment and hiring challenges for highly specialized classi cations, as well as position management controls to ensure vacant positions tied to exible clinical staf ng justi cations and typically contracted out are not also lled by permanent staff. Funding for new or expanded programs such as Measure X, CalAIM or other programs with discrete funding are included in the various Division budgets, and further detailed in the Budgetary Imperatives section below. It is important to note that any changes to these programs during the budget year, such as for new positions, will require processing of budget amendments to ensure that the budget remains balanced. The Mental Health Division budget increase of $4.8 million is related to the additional Measure X program allocations of $1.9 million (identi ed as General Purpose Revenue), and staf ng increases to support Mental Health Services Act (MHSA) funded programs increasing by $13 million in response to mutually-agreed contract cancellations. Contra Costa Health Plan’s enrollment numbers are expected to continue to increase due to the single-model plan change and Medi-Cal coverage expansions. The assumed enrollment growth is the most signi cant budgetary increase of $66 million and revenues associated with the State-directed payment pass-through programs. Though the full effect of the Medi-Cal redetermination eligibility process may impact the nal enrollment numbers and budget assumptions, no adverse impact to the County General Fund is anticipated. Certain programs are pending either State or federal budget approval or assignment of speci c County allocations. These programs are not included in the budget request and will have no impact on the County General Fund contribution if approved. A budget amendment may be needed with the nal program allocations once they are known. Contra Costa County | FY24-25 Recommended Budget Page 260 340 BUDGETARY IMPERATIVES For FY24-25, CCH has the following four budget focus areas: Medi-Cal Transformation Behavioral Heal th Modernization Housing/Homelessness Access to Care and Services These budget areas, the main areas of funding and staff, encompass the themes of diversity, equity, inclusion and access. However, in addition to these budget foci, there are ongoing and additional operational responsibilities that CCH maintains for the health of residents. DEPARTMENT HIGHLIGHTS: Signi cant variances from the FY23-24 Budget: Expenses: The Department anticipates a $196 million overall increase in expenses. This growth primarily stems from a $70 million rise in Salaries and Bene ts, attributed to cost-of-living adjustments, staf ng for new initiatives such as A3 and the West County Reentry, Treatment, and Housing Facility (WRTH), and expansions in Services and Supplies. Contra Costa Health Plan expenses increased by $68 million due to continuous membership growth and expenses linked to medically necessary long-term care services provided in Skilled Nursing Facilities. Hospital and Clinics expenditures saw a $59 million increase, driven by salary and bene ts adjustments, escalated occupancy, data processing, and telecommunication rates from other County Departments, elevated professional liability insurance costs, and miscellaneous services and supply expenditures. Capital expenditures rose by $17 million, chie y associated with various building improvement projects and capital equipment acquisitions, notably including $15 million for CCRMC elevator modernization. Revenues: Excluding County General Funds, Department revenues are projected to rise by $180 million, primarily propelled by Medi-Cal generated capitated payments, supplemental pay-for- performance payments, and fee-for-services payments. General Fund Contribution: Overall, the Department's General Fund Contribution increased by $16 million. CCRMC's General Fund allocation saw a $1 million increase associated with Measure X COLA funding. The $750,000 Contra Costa CARES Measure X funding has been discontinued due to the expansion of Medi-Cal eligibility to qualifying low-income California residents regardless of documentation status beginning January 1, 2024. Mental Health re ects a $1.9 million increase due to Measure X funding boosts of $504,000 for A3 COLA and a new $1.4 million allocation for LGBTQIA+ support services. The Detention General Fund allocation re ects a $13.8 million increase due to additional funding for 66.9 FTE to staff the West County Re-entry Treatment and Housing Replacement (WRTH) facility in Richmond, anticipated to begin services in the 4th quarter of Fiscal Year 2024-25. Funding for other divisions receiving General Fund support remains unchanged from FY23-24. The Environmental Health and Hazardous Materials divisions, along with the Los Medanos Community Healthcare District budget, are entirely funded by service and license fees or property tax revenues. These program areas are self-sustaining with no County General Fund contribution. Key Budget Development Considerations: The budget assumes the continuation of all programs operational in FY23-24 into FY24-25. Funding for new or expanded programs, or other programs with discrete funding, has been incorporated into the various division budgets. Certain programs are pending either State or federal budget approval or assignment of speci c County allocations. These programs are not included in the budget request and will have no impact on the County General Fund contribution if approved. A budget appropriation adjustment may be needed when the nal program allocations are known. Contra Costa County | FY24-25 Recommended Budget Page 261 341 Medi-Cal Transformation Over the past three years, Contra Costa Health (CCH) has undergone signi cant changes in structure and services, driven in part by the changes and expansion of the State Medi-Cal Program. These include the transition to a Single Plan Model for the Contra Costa Health Plan (CCHP), the transformative California Advancing and Innovating Medi-Cal (CalAIM), and the expanded eligibility for all residents who nancially qualify for Medi-Cal regardless of legal residency status. California Advancing and Innovating Medi-Cal (CalAIM) The California Advancing and Innovating Medi-Cal (CalAIM) program was created to transform and improve the quality and delivery of healthcare services to the State’s Medicaid population. The CalAIM program is a complex set of initiatives to improve access, quality, and coordination of care for persons with Medi-Cal coverage. The initiatives, described below, are being implemented across CCH, including CCHP, Behavioral Health (CCBHS) and Detention: . Implementation of new initiatives over several years: The initiatives include Integrated Care for Dual-Eligible Bene ciaries (those who have both Medicare and Medi-Cal coverage), Long-Term Care Bene ts, Enhanced Care Management, Community Supports (additional bene ts that are focused on addressing the social needs including food and housing) and No Wrong Door. This also includes new services and enhanced supports for the estimated 3,000 justice-involved youth and adults who are eligible for Medi-Cal and re-enter the community each year. This initiative includes eligibility and enrollment in Medi-Cal pre-release for physical and behavioral health care services, medications, and comprehensive care management. This work involves both the Sheriff ’s Of ce and the Probation Department. . Population Health Management and Care Coordination: CCHP is responsible for coordinating the care of Medi-Cal members through the development of the Enhanced Care Management program. Working with healthcare providers, social service agencies, and community organizations, CCHP ensures that people receive timely, appropriate, and high- quality care including addressing social needs through community supports (one example being housing navigation). Through the development of the plan’s Population Health Management strategy, CCHP will implement a systemwide, person-centered strategy to assess each enrollee’s health and social needs, stratify enrollees based on risk levels, and provide care management and transitions across multiple delivery systems and settings. . Quality improvement: CCHP and CCBHS must work to improve the quality of healthcare services provided to Medi-Cal members by implementing quality improvement initiatives, monitoring healthcare outcomes, and providing training and support to healthcare providers. . Data reporting: CCHP and CCBHS must report data to the California Department of Health Care Services (DHCS) on various performance measures, including quality of care, utilization, and cost. Stakeholder engagement: CCHP must engage with stakeholders, including Medi-Cal members, healthcare providers, and community organizations, to ensure that the CalAIM program meets the needs of the Medi-Cal population . Stakeholder engagement: CCHP must engage with stakeholders, including Medi-Cal members, healthcare providers, and community organizations, to ensure that the CalAIM program meets the needs of the Medi-Cal population. . Payment reform: CCBHS has implemented payment reform for specialty behavioral health services provided by the county-wide provider network based on outcomes rather than services provided. Single Plan Model (Medi-Cal) As the only county-owned Managed Care Plan (MCP) in the state, CCHP transitioned to a Single Plan Model on January 1, 2024. This transition began after having received approval for its Single Plan Model for Medi-Cal from the DHCS in 2022, making CCHP one of two Medi-Cal Managed Care plans in California to receive such approval under Centers for Medicare and Medicaid Services (CMS) 1115 waiver. The transition to CCHP’s Single Plan Model for Medi-Cal allowed the plan to implement its coordinated care model, which involves partnering with a network of healthcare providers to deliver comprehensive and integrated care to its Medi-Cal members. CCHP’s Single Plan Model for Medi-Cal includes bene ts such as preventive care, medical, dental, vision, and behavioral health services, as well as care coordination and disease management programs. The Plan also offers member services, such as assistance with nding healthcare providers, scheduling appointments, and resolving any issues that arise. Another unique feature of the Plan is the operation of a 24/7 Advice Nurse Unit. Approximately 30,000 members were added to CCHP under the Single Plan Model. These were members who were formerly managed by Anthem. CCHP is on track to become a Dual Special Needs Plan on January 1, 2026, which will provide coverage for the most vulnerable population with the highest acuity level and will add Medicare as a product line. Expansion of coverage and increasing access Due to the State expansion of Medi-Cal eligibility for low-income residents of all ages regardless of documentation status, on January 1, 2024, approximately 10,000 adults in the county transitioned to full-scope Medi-Cal. Contra Costa CARES ended on December 31, 2023. Both community organizations and community health centers received funding from CCHP to develop their capacity to enroll individuals in Medi-Cal to ensure that CARES participants had support during this transition. CCH is Contra Costa County | FY24-25 Recommended Budget Page 262 342 exploring additional options with community stakeholders for individuals with incomes above the Medi-Cal eligibility but without opportunities for health coverage. CCH is also focused on increasing access for patients to needed services including measuring and decreasing appointment wait times, making connections between services for patients and providing care coordination. Behavioral Health Modernization Increasing access to and capacity to deliver behavioral health services is the focus of new legislation, innovative programming changes and funding reallocations. Many of these changes are statewide, while some are initiated by local county efforts. For FY 24-25, CCBHS will assess the impacts of these modernization efforts on the service delivery structure and the community. One focus of effort is on the Martinez campus. CCRMC, the sole Psychiatric Emergency Service and Crisis Stabilization Unit in the County, is working with the CCBHS to remodel and increase access for pediatric patients by creating a designated and separate space for all minors arriving for crisis stabilization and psychiatric evaluation. CCRMC is also exploring opportunities to expand Emergency and Acute Psychiatry services for adults by leveraging Measure X funding, including expanding and redesigning the physical care areas. A3 (Anyone, Anywhere, Anytime) Behavioral Health Community Crisis Response The CCBHS Crisis Response A3 program is a specialized program designed in partnership with the community and professionals across public safety sectors. The A3 Crisis Response program is designed to provide urgent behavioral health services and support to individuals who are experiencing a behavioral health crisis. In December 2023, the A3 Crisis Response program expanded to provide 24-hour crisis support and intervention services for adults with serious mental illness and substance use. The program's goal is to respond quickly and effectively to individuals in crisis and help them achieve stability and access the care and support they need. The program provides a range of services, including crisis assessment, intervention and stabilization, and referrals to other community resources. The A3 Crisis Response program works in close collaboration with other behavioral health and medical services, safety sector professionals and community resources. The program is staffed by mental health professionals, including licensed clinicians and peer support specialists, who have specialized training in crisis response and intervention. This coming year, A3 will publish a public dashboard to share data about program operations while continuing to focus on establishing a state-of-the-art dispatch system to increase the capacity of teams to respond county-wide, offering the training curriculum for law enforcement partners around crisis response, and remodeling the Oak Grove, Concord, site as a new location for the Miles Hall Crisis Call Center. SB 43 The Board of Supervisors has delayed, until January 1, 2026, implementation of this new legislation which changes the de nition of those who may be involuntarily held. CCH is preparing for the implementation by developing training, identifying facilities for treatment placement and developing an overall plan. Prop 1 In March 2024, voters passed Prop 1 to amend the Mental Health Services Act. This change will impact the funding categories as well as the way in which funding is allocated. Implications of these possible changes are being considered and will be a focus of this upcoming year. CARE Court The Governor’s plan to get Californians experiencing crisis off the streets and into housing, treatment, and care includes the Community Assistance, Recovery and Empowerment (CARE) Court. Contra Costa County is in Phase 2 of this plan, which aims to provide support and care to persons with mental health and substance-use disorders who are experiencing homelessness, incarceration, or other crises. The CARE Court is a new framework that aims to help people with untreated mental health and substance-use disorders by providing a court-ordered Care Plan for up to 24 months. The plan is managed by a care team in the community and can include clinically prescribed, individualized interventions with various supportive services, medication, and a housing plan. The plan is client-centered and includes legal counsel and support to help clients make self-directed care decisions in addition to access to their full clinical team. The court-ordered response can be initiated by family, county and community-based social services, behavioral health providers, or rst responders. The Care Plan can be ordered for up to 12 months, with periodic review hearings and subsequent renewal for up to another 12 months. Participants who do not successfully complete Care Plans may, under current law, be Contra Costa County | FY24-25 Recommended Budget Page 263 343 hospitalized or referred to a conservatorship. This coming year, the County is continuing the planning and design process, as this program must be implemented no later than December 1, 2024. However, at this time, there is no funding for program implementation or staff. More information may be available over the coming year. Measure X Funding for Mental Health – Children and LGBTQ+ The Board of Supervisors has allocated ongoing funding to CCH to focus on children, young adults (up to age 26 years) and the LGBTQ+ community. CCBHS will develop a community process to allocate this funding. Housing/Homelessness Persons experiencing homelessness may interact with multiple components of the County’s health delivery system every day. CCH works across the system, in partnership with city and other County departments, and a network of community-based agencies to meet the needs of the growing homeless population – providing essential healthcare, mental health and substance use disorder treatment services, case management, and housing for homeless individuals in the community. CCH leads the effort to provide outreach services to unsheltered individuals across the county, bringing multi-sector services wherever they are. Coordinated Outreach Referral, Engagement (CORE) homeless outreach teams and Health Care for the Homeless street medicine teams visit homeless encampments throughout the county to offer medical care and critical social services, including access to shelter. In the coming year, investments from two managed care plans will expand outreach services and strengthen housing resources through the Housing and Homeless Incentive Program. Shelter and other temporary housing supports have been expanded through CalAIM’s Community Services and Supports initiative. CCH now offers medical respite, housing transition navigation services, short-term hospitalization housing, and housing tenancy and sustaining services to Contra Costa Health Plan members experiencing homelessness. Recognizing shelters are important but not permanent solutions to homelessness, CCH is committed to investing in key strategies that support the development of a variety of long-term housing options to address the myriad of needs within the homeless community. Plans include: Developing safe and secure housing for persons with serious behavioral health issues Increasing master-leased housing for MHSA-eligible individuals Increasing rental assistance programs Expanding permanent supportive housing Expanding Healthcare for the Homeless service areas In early 2024, CCH expects to open a new, 54-unit permanent supportive housing program for homeless, frequent utilizers of the County’s health system. On-site behavioral health support and care management will be available to all tenants with the goals of reducing avoidable emergency department visits and improving physical, mental health and well-being. Efforts are ongoing to support housing for those with behavioral health issues including supporting board and care facilities, contracting with existing residential facilities and constructing new facilities with supportive services, and master leases. The Health Care for the Homeless program supports unhoused individuals through clinics at 15 eld-based locations across the county, at three homeless shelters and through medical respite. The program provides medical, dental and behavioral health services, and social support services, including transportation. Recent expansion of services and sites includes an outreach team expansion (partnering with H3’s CORE+ program), new partnerships with Share Showers in Antioch, and a February 2024 partnership with Hijas del Campo in Brentwood to support migrant workers. Access to Care and Services Expansion of coverage and increasing access Due to the State expansion of Medi-Cal eligibility for low-income residents of all ages regardless of documentation status on January 1, 2024, approximately 10,000 adults in our county transitioned to full-scope Medi-Cal. Contra Costa CARES ended on December 31, 2023. Both community organizations and community health centers received funding from Contra Costa Health Plan to develop their capacity to enroll individuals in Medi-Cal to ensure that CARES participants had support in this transition. Contra Costa County | FY24-25 Recommended Budget Page 264 344 CCH is exploring additional options with community stakeholders for individuals with incomes above the Medi-Cal eligibility level but without opportunities for health coverage. CCH is also focused on increasing access for our patients to needed services including measuring and decreasing appointment wait times, making connections between services for our patients and providing care coordination. Contra Costa County | FY24-25 Recommended Budget Page 265 345 Equity in Service Delivery As the County’s single largest provider of health insurance coverage and care in communities recognized as experiencing the greatest disparities in health outcomes, CCH has implemented initiatives focused on improving health equity and outcomes. For example, CCH has worked to improve access to healthcare services by expanding same day appointments and walk in care in its facilities that are exclusively located in communities that have been recognized as the highest risk for health disparities. CCH has also implemented programs aimed at addressing social determinants of health, such as providing housing, food, and transportation. CCH’s efforts to advance equity are organized under ve areas: Data and measurement, Services provided to the community in a culturally appropriate manner, Community engagement across all efforts, Environmental justice, and Workforce development Data and measurement CCH equity efforts are data-driven and guide resources and service allocations. For instance, CCH facilities are located across the County and particularly in neighborhoods where there are historic health disparities to increase access. Health Services also has a contracted provider network that spans the entire County for ease of access and proximity to services. Equity is also examined in quality and service metrics across CCH. One example of this is the Quality Improvement Program, which is overseen by Contra Costa Regional Medical Center (CCRMC) and Health Centers, where every metric is strati ed by race/ethnicity, sexual orientation, gender identity and area of service. These metrics are reviewed monthly, and improvement plans are developed to address health disparities. Over the past year, there has been a notable narrowing of gaps for metrics such as African American well-child visits and u immunizations. The ambulatory care clinics have implemented targeted strategies to address disparities, ensuring that healthcare services are accessible and tailored to diverse populations. Contra Costa Health Plan (CCHP) and Behavioral Health are also addressing equity by regularly reviewing a core set of metrics, furthering equity across the county as the metrics re ect services provided by CCH as well as the community network of providers. Service delivery CCH continues to improve its services using an equity lens to examine service delivery. One example of this is the equity work in the Continuum of Care (COC) where CCHS and its partners have committed to advancing racial equity throughout the homeless crisis response system. Another example is the work of the PRIDE Initiative that offers training around sexual orientation, gender identity, and pronouns to staff and providers across CCH. CCH is also committed to delivering services outside of traditional health facilities including schools, homes and in the streets. This model is used by A3, CORE (homeless outreach and engagement), Public Health mobile clinics, Healthcare for the Homeless as well as many other programs throughout CCH. CCH serves residents across Contra Costa County, providing services as well as health coverage. The following table describes community members served (376,852 total) as well as CCHP members (263,829) in 2023 by race/ethnicity. Contra Costa County | FY24-25 Recommended Budget Page 266 346 Race/Ethnicity Received Services from CCH CCHP Members Hispanic Latino 36%41% Declined/Unknown 16%16% White 18%15% Black 11%11% Asian 11%10% Other Race 5%4% More than 1 race 2%2% Hawaiian /Paci c Islander 1%1% Total 100%100% Community Engagement Community engagement is another area of focus of CCH equity efforts, and there are many engagement opportunities across CCH for community residents and patients. One example is the Behavioral Healthcare Partnership monthly meetings, where updates on various projects such as A3 or facility construction are shared. Additionally, CCHP has hired a Chief Equity Of cer and recently established a Community Advisory Committee. CCRMC and Health Centers are also adding patients to the Patient Safety and Performance Improvement Committee and will re-launch the patient advisory committee this year. Public Health and CCHP are launching a community needs assessment as the rst step in developing an overall strategy to identify and improve health conditions in Contra Costa County. This community needs assessment will involve community input, as well as assessing health data. This needs assessment will inform the Community Health Improvement Plan, which is a requirement to receive public health accreditation, and will also be used to develop the Population Health Strategic Plan required by the State for CCHP. Environmental Justice Another component of the equity strategy includes addressing environmental justice in the community. Environmental justice is the fair treatment and meaningful involvement of all people regardless of race, color, national origin, or income, with respect to the development, implementation, and enforcement of environmental laws, regulations and policies. Contra Costa Health utilizes the California Environmental Protection Agency tool – CalEnviroScreen, 4.0 – to identify communities that have experienced a long standing relationship between exposure to environmental burdens and socio-economic and health vulnerabilities. The CalEnviroScreen 4.0 tool takes into account 21 different indicators surrounding environmental pollution. Contra Costa Health continues to work closely with our regulatory partners and CBOs to address historical environmental injustices. As part of an environmental justice initiative, Contra Costa Health has enhanced community information and engagement in the regulatory process. For example, Contra Costa Health includes community members on the investigative oversight committees into industrial accidents. Further, meetings are held publicly, and public comment is received on draft investigative ndings. Contra Costa Health ensures all public comments on draft reports are acknowledged and addressed prior to publishing nal investigative ndings. Contra Costa Health also works closely with the Of ce of the Sheriff – Of ce of Emergency Services to ensure that alert and warning messages from the Community Warning System are clear, accurate and timely during a hazardous materials incident. Additionally, Contra Costa Health has partnered with CBOs to provide accurate information for dissemination to the public by culturally responsive community leaders. Contra Costa Health also recognizes that climate change will impact health equity in the community. People and communities are differentially exposed to hazards and disproportionately affected by climate-related health risks. Populations experiencing greater health risks include children, older adults, low-income communities, and some communities of color. Contra Costa Health has been working in partnership with the Department of Conservation and Development on the green and healthy homes initiative by providing air puri ers to those most at risk for severe health outcomes related to unhealthy air events. Contra Costa Health has also worked closely with the Of ce of the Sheriff – Of ce of Emergency Services to draft an Air Quality Response Plan to address poor air quality events in Contra Costa County. Contra Costa County | FY24-25 Recommended Budget Page 267 347 Finally, crises - whether they are disease-related like COVID or environmentally-centered such as severe weather - disproportionally impact historically marginalized communities. CCH will continue to perform disaster response efforts and stands ready to support and mitigate health impacts on all of the community, with special attention to those most vulnerable. Workforce Development Internal equity, diversity and inclusion work continues in 2024-25 with a roadmap, which outlines CCH’s goals and strategies focused on hiring, promoting and welcoming for all staff. CCH contracted with the Justice Collective to facilitate a team of CCH staff to engage in a planning process using the results of a staff survey in 2022 to identify issues and develop solutions. During this year, efforts will be focused on repeating the staff survey. CCH also has programs focused on workforce development and speci cally supporting residents with lived experience with training for future work in health. Examples of this include the long-established SPIRIT Program, where those with lived experience with behavioral health issues can earn college credit and often become peer-certi ed. A new program developed during the pandemic, the Ambassador Program, includes job training and is focused on hiring and training perople with lived experience, including people living with developmental disabilities. Contra Costa County | FY24-25 Recommended Budget Page 268 348 Goals The goals and objectives for FY 24-25 are prioritized for each focus area: Equity (including Community Engagement and Environmental Justice) Medi-Cal Transformation Behavioral Health Modernization Housing/Homelessness Access to Care and Services EQUITY Goal: Amplify input and voice of those served by Contra Costa Health (CCH) Objective:Re-establish CCRMC Patient Advisory Committee Objective: Assess opportunities to align advisory committees and commissions Objective:Map community inputs and synthesize all community feedback including surveys Goal: Strengthen employee inclusion Objective: Conduct second employee survey about welcoming and inclusion Goal: Reduce health outcome disparities related to race/ethnicity Objective: Two quality improvement projects will reduce health outcome disparities related to race/ethnicity Goal: Stratify publicly available data by race/ethnicity and geography Objective: Establish a publicly available dashboard of health measures on cchealth.org Goal: Continue to address environmental justice in Contra Costa County Objective:Continue to engage the community in a transparent investigative process into the spent-catalyst release that occurred from the Martinez Re ning Company on November 24-25, 2022. Ensure the community receives timely updates regarding both the root cause analysis incident investigation and the safety culture assessment. Objective: Work closely with the Of ce of the Sheriff – Of ce of Emergency Services to enhance community messaging during hazardous materials incidents. Objective: As directed by the Industrial Safety Ordinance/Community Warning System ad hoc committee of the Board of Supervisors, bring forth a revised County Industrial Safety Ordinance that enhances regulatory oversight of bulk liquid storage facilities. Objective: Continue to participate on the AB617 Path to Clean Air Community Steering Committee in preparing an Emissions Reduction Plan for the Richmond, North Richmond, and San Pablo communities. Objective:Work closely with the Cleanup in Vulnerable Communities Initiative being led by the California Department of Toxic Substances Control. Ensure community information and engagement is undertaken in a timely and culturally responsive manner. MEDI-CAL TRANSFORMATION Goal: Continue to implement Enhanced Care Management, Community Supports and Justice-Involved services under CalAIM. Objective: Add two remaining additional community supports as required by the State – sobering center access and day habilitation. Objective: In collaboration with the Sheriff's Of ce and Probation, develop a pre-release services implementation plan and for justice- involved individuals. Objective: Integrate service providers' documentation with existing Enhanced Care Management IT infrastructure to support service delivery and coordination across the broader system of care. Objective: Expand capacity for short-term post-hospitalization placements for quali ed Medi-Cal bene ciaries who are unhoused. Objective: Provide transitional care to justice involved patients by coordinating care between venues of care to reduce unnecessary hospitalizations. Objective: Improve rates of 7- and 14- day follow-up visits through coordination and hand-offs throughout the entire system of support and care. Goal: Increase access to primary and specialty health care. Objective: Improve access to ambulatory care and reduce third next available appointment times by hiring additional ambulatory clinicians to provide patient care, improving ef ciency, and by adopting population health strategies to directly increase patients’ access to care. Contra Costa County | FY24-25 Recommended Budget Page 269 349 Objective: Improve access to care by decreasing no-show rates through the application of new technologies and optimizing coordination of patient access points including telehealth and other novel forms of care and clinical support. Goal: Coordinate care transitions between acute mental health services (Psychiatric Emergency Services (PES), inpatient) and post-acute care and support to achieve continuity and improved outcomes for people struggling with mental health and substance-use challenges including addressing social needs. Objective: Support patients and family members utilizing the new California CARE (Community Assistance, Recovery, and Empowerment) Court to access supportive services available to people struggling with mental illness, substance use, and homelessness. Objective: Coordinate care between Emergency Department (ED)/PES and outpatient behavioral health to achieve goal of follow-up within seven days. Objective: Increase CCRMC, BHS and CCHP collaboration to achieve optimal transitions to post-acute support services appropriate for social and mental health needs resulting in shorter length of stay at CCRMC. BEHAVIORAL HEALTH MODERNIZATION Goal: Implement CARE Court in concert with the County Administrator's Of ce. Goal: Continue expansion of A3 Mobile Crisis Response, including opening the Oak Grove facility in Concord. Goal: Plan for Brookside Mental Health Rehabilitation Center. Goal: Plan for expansion of Behavioral Health Services on the Martinez campus. Goal: Plan for expansion of services and buildings at El Portal (San Pablo) including a crisis residential treatment facility and an adult residential treatment facility Goal: Plan for changes to Mental Health Services Act with passage of Prop 1. Goal: Plan for implementation of SB43. Goal: Continue planning for comprehensive medical and mental health services and re-entry supports to be fully operational within 12 months at the West County Re-entry and Treatment Facility. HOUSING/HOMELESSNESS Goal: Reduce unsheltered homelessness in the county by 1,100 persons within the next ve years by: Expanding prevention services Expanding supply of interim housing Expanding outreach and services to reduce homeless encampments across the County Increasing permanent housing options Continuing participation in County planning around housing and homelessness reduction. Goal: Expand Healthcare for the Homeless partnerships across the county, speci cally focusing on East County ACCESS TO CARE AND SERVICES Goal:Increase access to primary and specialty health care. Objective: Increase appointment availability to reduce delays in patients' ability to see their providers. Objective:Improve patient experience with scheduling by leveraging new technology to make every available appointment visible and schedulable, including last-minute openings due to cancelations. Objective: Reduce no-show rates and increase coordination of care interventions in a single visit to improve convenience for patients. Objective: Maintain high satisfaction rates of patients (provider rating) while providing care to a larger population. Goal: Increase access to diagnostic imaging and interventional radiology services. Objective: Expand the interventional radiology service line by investing in staff recruitment and retention and equipment modernization. Contra Costa County | FY24-25 Recommended Budget Page 270 350 Accomplishments MAJOR DEPARTMENT ACCOMPLISHMENTS Contra Costa Health Plan was recognized as one of the top Medi-Cal Plans in the country In 2023, the Contra Costa Health Plan (CCHP) marked 50 years since its inception. It was the rst federally quali ed, state licensed, county-sponsored HMO (health maintenance organization) in the United States. CCHP, led by Sharron Mackey, is now widely recognized as a model for delivering high-quality managed care. The plan received four out of ve stars in the Health Plan Ratings from the National Committee on Quality Assurance (https://www.beckerspayer.com/payer/the-top-rated- medicaid-plan-in-every-state-per-ncqa.html) (NCQA (https://www.beckerspayer.com/payer/the-top-rated-medicaid-plan-in- every-state-per-ncqa.html)) for its high-quality measures. NCQA ratings are a tool used by consumers to select the health care coverage that best meets their needs. It evaluates a variety of measures that include patient experience, prevention and treatment. CCHP is one of only six plans in California to receive four stars out of ve. Additionally, CCHP is ranked in the 90th percentile in several categories in NCQA’s Health Equity Measurement Framework (https://www.ncqa.org/blog/advancing-health-equity-a-new-measurement-framework-for-medicaid/) based on quality of care, member satisfaction, and the plan's efforts to improve. The framework can be used to build equity and improve patient experiences in health care. CCHP was a top performer in breast cancer screening, cervical cancer screening, depression screening for adolescents and adults, immunization for adults, prenatal and postpartum depression screening, initiation of care for children’s ADHD (attention-de cit/hyperactivity disorder) medications, among others. When it comes to caring for newborns, CCHP providers were in the 90th percentile on all perinatal quality measures. Opioid Pilot Program was awarded NACo 2023 Best in Category for Health The National Association of Counties (https://www.naco.org/resources/award-programs/opioid-multiagency-response- initiative)awarded Contra Costa Health a 2023 Best in Category Achievement Award for our Opioid Multiagency Response Initiative (OMRI). As an outcome of a pilot program launched in 2020, emergency medical responders can now administer buprenorphine in the eld, offering immediate relief to people suffering from addiction to opioids. Buprenorphine can dull the intense cravings, headaches, anxiety, nausea and pain associated with drug withdrawal. Through this initiative, Emergency Medical Services, Public Health, and the Contra Costa Regional Medical Center are collaborating with the County’s primary ambulance service, American Medical Response (AMR), making the County among the rst in the nation to implement this model for treating patients with opioid use disorder and serving as a successful model for similar interventions across the state and country. Contra Costa Health Care for the Homeless Program receives national HRSA Gold Badge Award On November 6, 2023, the Human Resources and Services Administration (HRSA) announced the top 10 percent of health centers receiving a Gold Health Center Quality Leader (HCQL) badge for their achievements in improving health outcomes and providing high-quality care for patients in rural and underserved communities. Public Health’s Health Care for the Homeless (HCH) program received the HCQL Gold Badge that recognizes outstanding performance in a variety of clinical areas, including behavioral health, maternal health, diabetes health, heart health, cancer screening, and HIV prevention and care, as well as overall quality performance. While awarded to HCH, this recognition is a testament to the care CCH gives to those most vulnerable to health problems across our health care system. This is CCH’s second award from HRSA this year, with the other being the Advancing Health Information Technology Badge for optimizing the use of technology in healthcare, including the offering of telehealth services. Dr. Sonia Sutherland,Medical Director,detention health receives National Compassionate Caregivers Award Sonia Sutherland, MD, medical director of CCH’s detention health services, has been selected as one of the Schwartz Center for Compassionate Healthcare’s National Compassionate Caregivers of the Year (https://www.youtube.com/watch? v=qyFplmyRK _g)(NCCY) Award recipients. The NCCY recognizes extraordinary healthcare professionals who embody the characteristics of compassionate care and whose professional achievements have helped to create healing healthcare environments for patients, families, colleagues, and communities. Through her work, Dr. Sutherland works to reunite people involved with the justice system with their families and break the generational cycle of incarceration. She is also one of the founders of the CCH Wellness Team, which supports the wellness of 4,000 employees to address burnout and enhance resiliency. Contra Costa Regional Medical Center was recognized for work in California Maternal Quality Care Collaborative (CMQCC) Contra Costa County | FY24-25 Recommended Budget Page 271 351 The Contra Costa Regional Medical Center received a Quality and Sustainability Award (https://www.cmqcc.org/about- cmqcc/member-hospitals/mdc-2022-awards-1) from CMQCC for NTSV Cesarean birth rates, an award that recognizes the C- section rate among low-risk, rst-time mothers called Nulliparous, Term, Singleton, Vertex (NTSV) Cesarean Birth Rate. This is the proportion of live babies born at or beyond 37 weeks gestation to women in their rst pregnancy, that are carrying one baby who is not breech or laying sideways, via C-section birth. Of 211 hospitals reporting, 107 achieved c-section rates of 23.6 percent or lower. CCRMC is among 65 hospitals who have made the honor roll for three years in a row. Homeless Client Satisfaction Survey Results and H3 staff re ect those served A Housing/Homelessness Continuum of Care client satisfaction survey indicated a 97% rate of satisfaction among 450 respondents. Based on a survey in June 2023, 55% of H3 staff report having lived experience of homelessness. LGBTQ+ care enhanced across CCH Through CCH's PRIDE Initiative, trained over 500 CCH staff members on Sexual Orientation/Gender Identity (SOGI), name, pronoun use, and LBGTQ+ care and respect. In 2024, Gender Identity and Pronoun training and DEI at CCH training will be embedded as part of the orientation training at CCRMC Professional Development. A LGBTQ+ health education series was created for CCRMC and Health Centers provider noon conferences starting in March 2023. PRIDE Initiative attended community events, such as Richmond and Concord PRIDE, and worked on a social media campaign. CCRMC and Health Centers Gender Clinic hired case management staff in September 2023 to work one on one with Gender Clinic patients speci cally to help meet the needs of the community. The Healthcare Equality Index benchmarking survey by the Human Rights Campaign was submitted on behalf of CCH. This survey evaluates health delivery system policies and procedures as it relates to equity and inclusion for LGBTQ+ patients, clients, and staff. Ongoing training is also required. Based on the preliminary score, CCH will receive the 2nd tier designation of “LGBTQ+ Healthcare Equality High Performer.” CCRMC and Health Centers (HCs) improve access to care CCRMC and HCs have expanded Telehealth services throughout the county resulting in increased access to phone and video appointments for patients. In support of opportunities to communicate with patients in new ways, CCRMC also implemented a Bilingual MyChart and Telehealth Patient-Facing Help Desk to help patients navigate the expansion of seeing and connecting with their providers. CCRMC and HCs patients can now self-schedule for a variety of specialty appointments, improving access and decreasing missed appointments. New technology was initiated allowing patients to receive a text message or email invitations to schedule when last minute appointments become available. CCRMC and HCs have one of the State’s top performing cancer programs. The accredited program has twice received the Outstanding Achievement Award from the American College of Surgeons’ Commission on Cancer. CCRMC actively participates in clinical trials, giving its primarily low-income patients access to cutting edge treatments, and has been recognized as a leader for high clinical trial participation rates that exceed the national average for enrollments for a community hospital. The program is a top performer in breast cancer screening rates and time to biopsy, with an average of 10 days from screening to biopsy, and over 80% of patients receiving a biopsy in 14 days. The program leverages an oncology navigator to help identify breast cancer and access treatment early. Other services offered include chemotherapy and immune therapy infusions, radiation therapy, medical oncology, palliative care, surgical oncology, nutritional support, and medical social services. CCRMC and HC’s Geriatric services continue to expand with the hiring of a geriatrician, starting a geriatrics memory clinic, and building a multidisciplinary team. These efforts were recognized by the Institute for Healthcare Improvement, and resulted in designation as an Aging-Friendly Ambulatory system. CCRMC achieved Leapfrog safety grade A in the spring of 2023 and achieved four-star quality status from the Centers for Medicare and Medicaid Services (CMS), our highest ratings ever, representing system-wide achievements in patient safety and quality indicators. The hospital and providers are among the highest rated in care experience by patients with over 81% of patients rating their hospital care experience a four or ve out of ve – top 15% performance nationwide and over 80% of patients who visit county clinics rate providers a 9 or 10 – again top 15% performance nationwide. FY23-24 GOALS AND OUTCOMES Goal:Continue COVID-19 response. Contra Costa County | FY24-25 Recommended Budget Page 272 352 Objective: Provide COVID-19 services at our regular health care sites to persons with Medi-Cal or no insurance. Outcomes: County residents successfully transitioned to using regular health care sites for COVID-19 testing, vaccination, and treatment. Expanded COVID vaccine services available through Public Health Immunization clinics, doubling the hours from 16 to 32 per week. Added a bilingual care coordination unit for telephone appointments. Continued contract with La Clínica to provide mobile testing and vaccination services in low HPI neighborhoods through December 2023. Provided ongoing COVID treatment (Paxlovid) accessibility through Advice Nurse for uninsured/CCHP. Provided 610,515 at home COVID-19 antigen test kits to Community in 2023. Objective: Monitor COVID-19 activity including reported disease activity and wastewater surveillance. Outcomes: Conducted wastewater testing at two skilled nursing facilities with the Public Health Lab as part of a pilot project. Continued to receive data from wastewater treatment testing and monitored COVID activity. Objective: Employ Ambassadors to engage and educate historically marginalized populations. Outcomes: Three ambassador programs employed 34 ambassadors working across Contra Costa County. The Community Health Ambassadors program hosted 106 equity vaccination clinics, provided 2,616 vaccinations, distributed 129,990 test kits, and canvased 37,843 residences and 1,293 businesses. Objective: Provide mobile clinics as requested to ensure equitable access across the county. Outcome: Continued to provide COVID-19 mobile services, focusing on homebound and assisted living facility vaccinations and outbreak support, and infection control technical assistance. Goal: Continue implementing CalAIM. Objective: Ensure all new Medi-Cal bene ts under CalAIM are supported to include long-term care, community health workers, and doula services through the new Baby Watch Program. Outcome: Secured $2,732,256 in Providing Access and Transforming Health (PATH) Capacity and Infrastructure, Transition, Expansion, and Development (CITED) funding from the Department of Health Care Services (DHHS) to support CalAIM expansion of housing homelessness services by adding 28 full-time positions to serve 1,200 Contra Costa Health Plan (CCHP) members in 2024 with their housing-related needs. Outcome: Through the Homeless Housing Incentive Program and CalAIM hired three additional CORE+ teams to provide support to hospitals and emergency rooms discharging people experiencing homelessness. Teams are expected to serve up to 300 people per year. Outcome: Expanded Enhanced Care Management (ECM) into the community by adding ve ECM contracts and additional community support services. The Health Plan has 12 of 14 community support services in place, which prepares the services to full Medi-Cal bene ts. Outcome: Added three community-based organizations (CBOs) to support the Community Health Workers network, a new bene t. Outcome: Redesigned the Baby Watch Program to include doula services. This included program enhancements to increase staff from one Social Worker to a team composed of a Program Manager, Nurse, and Director. This group ensures all pregnant women have access to the program. Additionally, this program expanded our community network to include three new doulas. Outcome: Developed the project plan for the Student Behavioral Health Incentive Program by partnering with local educational agency programs to include the 19 school districts and Behavioral Health. Awarded over $800,000 to ve school districts for Year One planning. Outcome: Behavioral Health as formally engaged in performance improvement projects to better serve clients who present at various emergency department (ED) facilities within Contra Costa County and who need outpatient follow-up care from County Mental Health and/or Alcohol and Other Drugs. CCBHS is working in collaboration with CCHP staff and other partners such as CCRMC, John Muir, and Kaiser to streamline access to care following ED visits. Objective: Implement a County-wide Population Health Management Strategy that includes all delivery systems, community- based organizations, and providers for optimum success. Outcome: CCBHS submitted a CalAIM Implementation Plan and met 100% of the 2022 milestones securing over $1.4 million in incentive payments. The three main objectives for CalAIM include Payment Reform, Policy Changes, and Data Exchange. See detailed outcomes below. Payment Reform Changes: Behavioral Health retired the previous Mental Health and Alcohol and Other Drug billing system (ShareCare) and adopted new systems for claims processing. To make the change to healthcare standard Current Procedural Terminology (CPT) and Healthcare Common Procedure Coding System code-based billing, Contra Costa Behavioral Health had two major Electric Health Record projects. Mental Health adopted Epic (ccLink) as the claiming platform, and Alcohol & Other Drugs services adopted Streamline (SmartCare) as its clinical documentation and claiming platform. Both of these systems using the new code sets went live on July 1, 2023. Payment reform entails not only changes to claiming codes but also a major shift in the payment structure. The cost- based payment structure that factored in operating costs ended with FY 22-23. Beginning FY 23-24 the payment structure is fee-for-service, essentially paying only for services rendered. Policy Changes: Contra Costa County | FY24-25 Recommended Budget Page 273 353 Access Line Universal Screening & Transition Tool Implementation As of January 2023, the Managed Care Plan and the Mental Health Plan implemented the Universal Screening and Transition Tools to facilitate access to care and coordinate transitions of care. The tools aim to standardize screenings, referrals, and remove barriers to accessing care under CalAIM’s No Wrong Door initiative. Ongoing training and support to providers includes: A dedicated email box where staff can pose CalAIM related questions, and A website (https://cchealth.org/bhs/calaim/) to serve as a repository for CalAIM materials, open to contracting agencies and the public. In May 2023, Alcohol and Other Drugs provided two trainings for all CBO and SUD staff on the Drug Medi-Cal Organized Delivery System (DMC- ODS) and CalAIM documentation requirements. AOD held multiple “Brown Bag” hour-long sessions on speci c CalAIM topics pertinent to contracting agencies and two CPT training sessions for contracted providers and developed simpli ed CPT codes guides by level of care. August 2023, updated Power Point slides, including technical tip sheets for electronic referral submission, distributed to the Network Providers and Contra Costa Health Plan (CCHP) Telehealth vendors. As of August 2023, the MHP (Mental Health Plan) provided a CPT Code Overview Training followed by six CPT code trainings (two for each discipline: clinicians, unlicensed staff, and medical) with more speci c information for providers. The county also provided four of ce hours for County staff and three for CBOs to respond to CPT questions and 2 of ce hour sessions for ccLink questions. Data Exchange Another goal of CalAIM is to promote data exchange between treatment providers caring for clients. Milestones achieved thus far for data exchange include a data sharing MOU signed with the MCP (CCHP), signing the Data Sharing Agreement with the California Health and Human Services Data Exchange Framework, successfully mapping USCDI (v1) data elements to ccLink; and using the FHIR standard for exchanging data between systems. CalAIM also introduced HEDIS outcome measurement to CCBHS, speci cally HEDIS measures about follow-up from emergency department visits for mental health and alcohol and other drug related issues with an expansion to six other areas over time. Per CalAIM initiative, DHCS developed a Quality Strategy incorporating several quality metrics intended for the MHP and DMC-ODS to track and monitor over the next several years. The DHCS Quality Strategy outlines a phased approach in the implementation of the quality metrics. The rst set of priority metrics referred to as Healthcare Effectiveness Data and Information Set (HEDIS) and National Committee for Quality Assurance (NCQA) measures was identi ed. Goal: Transition to Single Plan Model. Objective:Complete the infrastructure for the Single Plan Model by ensuring all new policies and procedures are completed and approved by the Department of Health Care Services (DHCS). Ensure that the network meets the certi cation guidelines to serve over 250,000 members. Outcome:New process where Members can select their PCPs electronically and reduce the call times. More than 15% of Member Services calls are to change their PCPS. Now that members can be more self-suf cient, this will reduce the abrasion for call wait times by over seven minutes. Outcome:CCHP developed a Compliance Regulatory Deliverable Tracking System to ensure all deliverables to the Department of Health Care Services (DHCS) and the Department of Managed Health Care (DMHC) are met. This new system generates reminder emails 14 days prior to the due date, which enhance accountability to these regulatory agencies. Outcome: Ensured that at least 90% of Anthem’s provider network contracted with CCHP so members could keep health care providers as they switched managed care plans Outcome: CCHP received four-star rating out of ve from the National Committee for Quality Assurance. CCHP was compared nationally to other health plans in the areas of Quality Improvement Programs, Prevention and Equity, and the Patient Experience. CCHP was awarded NCQA accreditation for another three years. The Plan received exceptional scores due to new staff and new algorithms from NCQA. Goal: Prepare for CARE Court implementation. Objective: Conduct community planning process regarding CARE Court implementation. Outcome: Planning process is continuing on-track for January 1, 2025 implementation. Goal: Continue expansion of A3. Objective: Continue working with stakeholders, including community members, to implement A3 vision. Outcome: Stakeholders continue to meet at the Behavioral Healthcare Partnership monthly to discuss A3 progress and development. Objective: Develop A3 Miles Hall Crisis Call Center including dispatch center and work ows integrated with other dispatch agencies in the county. Outcome: Miles Hall Crisis Call Center is now open 24/7. Currently working on integrated dispatch work ows Objective: Hire additional staff, including licensed mental health workers, peer support and substance abuse counselors, for the A3 teams. Contra Costa County | FY24-25 Recommended Budget Page 274 354 Outcome: In January and February of 2023, A3 had 5 staff members and operated Monday-Friday 8:00am-6:30 and Saturday 8:00-5:00. In April of 2023, A3 expanded to 30 staff, which included both permanent and overtime staff and expanded operational hours to 8:00am-12:30am daily. In September of 2023, A3 expanded to 32 staff (permanent and overtime) and in October of 2023 expanded to 48 staff (permanent and overtime). In December of 2023, A3 expanded to 52 staff (permanent and overtime) and expanded operational hours to 24/7/365. In October of 2023, A3 submitted the Medi-Cal Mobile Crisis Services Bene t Implementation Plan to DHCS and was approved to begin billing for mobile crisis services on January 1, 2024. Objective: Continue developing services at the Oak Grove Wellness Campus including collaborating with the community, city and other stakeholders as appropriate. Outcome: Due to unforeseen delays, CCH is continuing to work with Public Works to remodel this site. Goal: Increase housing and decrease homelessness. Objective: Increase the unit count of available Master Lease housing units for Behavioral Health clients from 87 to 100. The additional units will be a mix of one- and two-bedroom apartments to provide housing to adults, children and families at risk of homelessness that we serve. Objective: Maintain the 66 contracted small board and care beds for Behavioral Health clients by implementing a meaningful revision of the compensation structure and support the facilities to leverage the Community Care Expansion funds to ensure adequate capacity and preservation of the facilities. Outcome: This year Behavioral Health supported a change in the rate structure for our contracted Board and Cares. The rate increase applied to all small board and care adult residential facilities serving ages 18-59; and one board and care serving older adults. The rate increase was needed to support operators to remain in business. The increase costs have made it dif cult for them over the years and many facilities were forced to close. A couple of the Board and Care facilities serving the adult population were successfully switched to a level of care contract in order to receive an increased rate for providing additional care for older adults when needed. Many clients remain in the Board and Cares for many years and as they age, their needs change. In the years living in these facilities, they develop a family, and we want to preserve those relationships whenever we can. We also successfully added additional Board and Care beds for both adults and older adults. Objective: Expand supply of permanent supportive housing by utilizing Project Homekey funding to rehabilitate El Portal Place, an existing of ce building to be operated as 54 units of permanent supportive housing in San Pablo. Outcome: El Portal Place is expected to be nished and open in April 2024. Objective: Continue to expand supply of interim housing units by utilizing diverse funding from sources like Project Homekey, Whole Person Care, and CalAIM to support acquisition, rehabilitation, and operation of at least 30 new units. Objective:In partnership with community providers and young people, conduct a needs assessment focused on youth experiencing or at-risk of homelessness in preparation for applying to HUD’s Youth Homelessness Demonstration Program (YHDP). Objective: Continue to improve annual Point-in-Time Count methodology by increasing survey sampling to 500 surveys and partnering with GIS to improve data analysis and reporting. Objective: Ensure all housing services available through CalAIM are available to appropriate CCHP members. Outcomes: Through the Continuum of Care, provided services to over 13,000 individuals at-risk of or experiencing homelessness. Over 6,000 of these individuals were served in programs directly operated by H3 including, CORE street outreach, emergency shelter, and permanent supportive housing. Nearly 6,000 clients obtained or maintained permanent housing through Continuum of Care programs. This includes over 4,000 clients accessing homelessness prevention services who were able to stabilize their housing. Through the efforts of CORE, over 2,000 clients exited from unsheltered homelessness to a positive destination, including interim housing and permanent housing. In partnership with Housing Authority of Contra Costa County, H3 developed a Memorandum of Understanding and began utilizing Housing Stability Vouchers to house 41 long term shelter stayers. Successfully utilized all 201 Emergency Housing Vouchers by the September 30, 2023 deadline to permanently house long term shelter stayers and residents of permanent supportive housing who were ready to move on to less service enriched housing. Partnered with City of Richmond and a team of non-pro t partners to successfully demobilized the Castro Street encampment in North Richmond with grant funding through the California Interagency Council on Homelessness (Cal-ICH) Encampment Resolution Grant. In 2023, 107 individuals were served and provided either permanent housing or with short-term housing while they worked towards their permanent housing solution. Through strong City and County partnerships, H3 expanded CORE team capacity by 33% in 2023 with the addition of ve teams funded by the Cities of Martinez and Richmond, and through investments from the Contra Costa Health Plan. In 2023, these additional CORE teams supported 409 unduplicated individuals, provided 9,111 services, and successfully transitioned 214 people from the streets into shelter, short-term and permanent housing. Received an additional $96,000 from the state of California’s Pet Assistance and Support to make Brookside Shelter and Delta Landing Shelter pet- friendly and reduce barriers for those experiencing homelessness with pets from entering shelter. In total, Contra Costa has received about $1 million in PAS funding. This new funding will provide dog parks at both sites. Contra Costa County | FY24-25 Recommended Budget Page 275 355 Behavioral Health Behavioral Health Bridge Housing Grant In 2023, applied for the Behavioral Health Bridge Housing (BHBH) Program through the California Department of Health Care Services (DHCS) and received funding to operate bridge housing settings to address the immediate and sustainable housing needs of people experiencing homelessness with serious behavioral health conditions, including a serious mental illness (SMI) and/or substance use disorder (SUD). This grant award will allow CCBHS to partner with Health, Housing, and Homeless Services (H3) to provide a range of emergency, short-term, and interim housing through the BHBH program, serving an estimated 591 people and creating 103 beds. This includes emergency motel vouchers; new board and care beds; shared housing; additional beds in existing recovery residences (RR) and developing new RR. Behavioral Health Continuum Infrastructure Program (BHCIP) In November 2023, the Division received an award for $18,602,305 to renovate a County-owned facility and create Contra Costa’s rst in-County Mental Health Rehabilitation Center (MHRC) at Brookside. The MHRC will be a 45-bed facility in West County. The MHRC will provide intensive mental health services to clients who are need continued care after a stay in an inpatient hospital and is either temporary or permanently conserved. The length of time one stays in an MHRC varies with the goal of community step down. With an in-county facility, family members will be able to fully participate in their loved one’s rehabilitation without the barrier of needing to travel long distances. The BHCIP Steering Committee consisting of Behavioral Health Leadership and community stakeholders will continue to participate in MHRC planning. Transitional and Crisis Residential Housing In November 2023, CCBHS closed escrow to purchase a building in West County that will house a new crisis residential treatment facility and an adult residential treatment facility. This facility was originally included in the Round 5 BHCIP applications however it was not awarded. In response to identi ed community need, CCBHS used local funding to move forward with the building purchase and renovation design. The two programs developed in the building will provide needed programming for clients who need to additional support. Goal: Increase Equity and Reduce Health Disparities. Objective: Develop ability in all measures to disaggregate by race/ethnicity, location and sexual orientation/gender identity. Outcome: Finalizing contract with vendor to develop a dashboard on our website that will stratify publicly available data by race/ethnicity, location and sexual orientation/gender identity. Objective: Create the CCHP Equity Of ce and staff the of ce with staff experienced in working with vulnerable populations that can work with the community and division on meeting the Health Equity measurements as identi ed by the Department of Managed Health Care (DMHC) and DHCS. Outcome: Hired CCHP Chief Equity Of cer and additional staff. Goal: Transition Contra Costa CARES to Medi-Cal. Objective: Work with residents, CBOs and community health clinic providers to educate CARES members to ensure enrollment in Medi-Cal. Outcome: CCHP awarded $600,000 to CBOs and community clinics to assist CARES members to transition to full-scope Medi- Cal. Goal: Ensure transition from Los Medanos Community Healthcare District to new structure. Objective: Develop the Los Medanos Area Health Plan that identi es the major health disparities that impact residents of the former LMCHD service area and establishes priorities for improving health outcomes. Outcome: Accomplished. Objective: Develop and implement an Interim Grant Program to distribute grant funds of $500,000 to the Los Medanos Health Area. Outcome: Accomplished. Goal: Increase access to appropriate health care. Objective: Improve access at Contra Costa Regional Medical Center and Health Centers (CCRMC) to third next available appointment in less than 14 days. Goal: Increase schedulable appointment slots at Health Centers lled at date of service by 1% over current 85% ll rate. Outcome: Met. The current appointment slot ll rate is 97% Goal: Train thirty primary care providers at CCRMC and HCs on behavioral health collaborative care model and associated dashboard via federal grant funding. Outcome: Met. Mental Health Clinical Specialists, Clinical Psychologists, Community Support Workers, Primary Care Providers, Psychiatrist, and program leaders completed the training utilizing the HRSA grant funding. Contra Costa County | FY24-25 Recommended Budget Page 276 356 Goal: Develop the analysis for the CCHP Duals Special Needs Plan (D-SNP) product line to ensure that members are appropriately served. Objective: Complete construction of a Children’s Crisis Stabilization Unit (CSU) at the Miller Wellness Center and select a contractor to operate the CSU. Outcome: Construction completed and contractor selected. Waiting for additional approvals to open. Objective: Identify at least 80% of incarcerated individuals with chronic care conditions to improve documentation and their quality of care. Staff Improvements: Detention Health made signi cant progress in enhancing our workforce, which has positively impacted the quality of care and service delivery. Key staff include: 34% reduction in vacancies; Current staff levels reached 91% Added: ADA Nurse and Physical Therapy Aid to support patients with physical, sensory, and cognitive impairments. Oral Surgeon service for timely medical services and to alleviate transporting patients to outside resources. Optometrist, Primary Care Physician, and Psychiatrist added to increase access. A Nurse Educator to increase the quality of care and meet compliance standards. Infection Control (IC) manager resulting in improvements in the Detention vaccine program, surveillance, and management of disease outbreaks: Developing and implementing detention IC plan policies, and procedures to monitor patient care for compliance. Objective: Continue to participate in community wide efforts to effectively respond to the Opioid and Fentanyl crisis with particular focus on historically marginalized populations by increasing education, awareness, abatement and harm reduction strategies. Contra Costa County | FY24-25 Recommended Budget Page 277 357 Operating Indicators Contra Costa Regional Medical Center and Health Centers FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Total Patients Admitted 8,705 8,297 8,144 8,493 8,258 Total Patient Days 48,216 41,192 39,251 44,835 45,706 Average Daily Census 131.74 112.55 107.54 122.84 125.22 Total Outpatient Visits 523,025 502,234 515,828 495,109 509,114 Total Live Births 1,910 1,863 1,663 1,748 1,777 Total Physical Therapy 15 Min 74,695 62,686 60,174 58,565 57,350 Total Occupational Therapy 15 Min 33,573 32,021 37,804 38,714 35,624 Total Radiology RVS Units 35,224 35,238 52,301 55,312 56,821 Total Ct Scan Procedures 10,964 10,413 11,539 12,853 12,420 Total Nuclear Med RVS Units 317 249 324 338 268 Total Lab Procedures 688,847 627,908 874,416 817,441 778,255 Total Pathology Procedures 31,131 26,635 31,303 38,737 33,569 Total Operating Room Minutes 410,520 342,000 330,510 317,490 356,700 Total Surgery 4,425 4,395 3,439 3,452 3,964 Total Cardiopulmonary/Respiratory Therapy 25,788 22,700 28,938 28,188 29,651 Total Pulmonary Function Svc 1,374 939 1,025 1,627 1,357 Total EEG Procedures 289 254 275 211 232 Total EKG RVS Units 24,562 21,050 21,119 22,117 21,776 Total EMG Procedures 794 699 786 933 657 Total Pharmacy Prescriptions 152,425 118,918 114,479 121,938 92,375 Contra Costa Health Plan FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 CCHP M-Cal Plan Enrollees (Total)175,157 177,924 206,863 229,754 268,412 CCHP M-Cal Plan Enrollees (CCRMC/HC Network)90,877 99,143 116,833 134,786 163,452 CCHP M-Cal Plan Enrollees (Community Provider Network)52,241 46,933 51,560 52,169 57,463 CCHP M-Cal Plan Enrollees (Kaiser)32,039 31,848 38,470 42,799 47,497 CCHP Commercial Plan Enrollees (Total)8,401 7,785 7,389 7,164 6.766 CCHP Commercial Plan Enrollees (County Employees)6,504 5,733 5,350 4,993 4,628 CCHP Commercial Plan Enrollees (Commercial)1,897 2,052 2,039 2,171 2,138 Mental Health FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Institution for Mental Disease (IMD; average per month)54 47 47 50 52 Board and Care (average per month)227 208 180 162 170 State Hospital (average per month)19 17 16 15 11 Inpatient Average Daily Census Subtotal Adults 63 73 46 63 68 Subtotal Adolescents 116 134 107 109 137 Total 179 207 154 171 205 Crisis Residential Bed Days 6,263 3,750 2,701 3,404 4,009 Avg Census/Day 17.2 10.3 7.4 9.3 11 Mobile Crisis Response Team (Adult) Total Calls 1,072 1,799 3,035 2,985 6,621 Dispatched 412 326 914 564 981 Contra Costa County | FY24-25 Recommended Budget Page 278 358 Mobile Crisis Response Team (Children) Total Calls 1,056 789 939 1,113 1,205 Dispatched 509 124 195 272 307 Access Line Incoming Calls 24,176 18,654 22,650 28,781 36,897 Outgoing Calls 38,919 36,118 38,558 40,170 39,618 Total 63,095 54,772 61,208 68,951 76,515 Clients Served (Medi-Cal) Children 6,562 5,669 5,542 5,420 5,517 Adult 13,088 13,382 13,739 12,974 12,194 Total 19,650 19,051 19,281 18,394 17,711 Total Outpatient Visits Adult Services 140,227 145,038 157,389 151,852 148,809 Children’s Services 287,181 264,164 242,352 239,356 252,773 Combined Services 427,408 409,202 399,741 391,208 401,582 Alcohol & Other Drugs FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Residential Days (total annual days)48,226 41,558 29,007 36,763 40,558 Outpatient Visits (total annual visits)24,442 26,147 8,347 28,975 27,193 Narcotic Treatment Program Dosing Encounters 335,655 278,873 264,750 242,268 222,105 Narcotic Treatment Program Outpatient Visits 23,176 15,016 11,075 12,194 9,118 Number of unique clients served in treatment 2,967 2,731 2,145 2,867 2,964 Number of total treatment admissions 4,791 4,126 4,894 4,314 4,985 Number of clients received Medication Assisted Treatment (MAT)1,230 1,160 1,203 1,850 1,048 Number of individuals served in prevention services 1,200 1,300 1,275 1,688 1,439 Number of Youth (13-18) admitted in treatment 287 130 140 194 214 Health, Housing, and Homeless Services FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Unduplicated Clients Served in County Shelters 1,094 1,133 1,094 1,155 896 Unduplicated Clients Served in ALL Homeless Programs 8,505 8,201 6,328 6,832 7,612 Public Health FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Vital Registration Burial Permits Sold 8,880 9,216 10,320 10,618 11,340 Death Certi cates Sold 43,044 45,516 53,208 53,056 56,273 Birth Certi cates Sold 9,504 8,712 9,444 10,028 11,292 WIC Pregnant 15,432 14,448 17,280 17,863 19,241 Breast Feeding 20,328 18,456 23,400 23,685 26,937 Non-Breast Feeding 8,940 7,836 8,268 8,177 8,038 Infants 42,048 37,296 41,592 41,834 44,445 Children 90,060 83,508 112,896 121,964 132,244 Total Vouchers Issued 176,808 161,544 203,436 213,523 230,905 CHDP/EPSDT Medical/Dental Exams 636 552 480 450 846 Public Health Lab Number of Lab Tests 127,310 109,301 189,642 313,703 126,106 Immunizations Immunizations Given (Excluding COVID-19)9,562 8,762 10,402 7,004 9,500 Contra Costa County | FY24-25 Recommended Budget Page 279 359 COVID-19 Immunizations n/a n/a 328,889 182,754 59,336 Occupational Health Encounters 816 661 960 989 1,298 Targeted Case Management Encounters 19,512 19,044 21,492 21,495 17,899 AIDS Program AIDS/HIV Tests 310 238 131 117 146 Environmental Health FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Solid Waste/Medical Waste Facilities 1,397 1,267 1,380 1,688 1,651 Consumer Protection (pool/spa/small water systems)1,178 1,026 2,714 1,432 1,542 Retail Foods 7,772 7,213 10,250 10,888 10,522 Land Development 1,362 1,664 1,687 2,452 2,627 Hazardous Materials FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Business Plan 1,776 1,493 1,345 1,342 1,368 Underground Storage Tank 780 976 720 690 699 Aboveground Storage Tank 242 258 235 220 203 Hazardous Waste Generator 1,448 1,032 1,104 978 1,027 Response to incidents 30 38 26 44 38 Complaints received and investigated 63 73 46 92 80 Noti cations received from industries 292 218 225 672 539 Detention FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Martinez 583 451 364 331 402 West County 623 546 389 449 521 Marsh Creek Clayton 62 43 29 35 33 Detention - Average Monthly Inmates 1,268 1,040 782 817 957 Medical Screenings at Intake 22,135 13,066 11,784 12,652 14,177 Mental Health Screenings at Intake 10,437 5,054 4,632 5,065 6,562 Patient Request for Medical / Dental / Mental Health Services 20,971 18,154 23,584 26,638 29,833 Physician / Nurse Practitioner Completed Appointments 9,791 8,257 8,077 8,851 8,945 Dental Services 1,637 1,346 1,488 1,363 1,371 Psychiatrist Assessments 6,459 6,687 6,697 6,290 6,335 Mental Health Case Managed Patients 7,457 8,136 7,253 2,510 3,072 Conservatorship FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Conservatorship Client Months 11,762 11,880 11,411 11,081 10,995 Conservatorship Clients (total unique clients)1,184 1,196 1,149 1,094 1,034 California Children's Services FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Cases (annual)4,298 4,111 4,121 4,660 4,800 Note: n/a data is not available or newly reported. Contra Costa County | FY24-25 Recommended Budget Page 280 360 Veterans Service Of ce Joshua Zebley Veterans Services Of cer The Veterans Service Of ce provides comprehensive program navigation and community outreach services to those who served in the Armed Forces of America, their dependents, and survivors. The Department works in coordination with the U.S. Department of Veterans Affairs (VA), Department of Defense (DOD), California Department of Veterans Affairs (CalVet), and other state and local programs to ensure that all Veterans and eligible bene ciaries are knowledgeable of and can access resources. With a virtual of ce, as well as four physical of ce locations in Martinez, San Pablo, Danville, and Brentwood that are accessible to all county residents, the departmental staff provide interdisciplinary counseling on disability and compensation bene ts, medical bene ts assistance, home loan and life insurance, and claims preparation. Through Contra Costa Television (CCTV), the Department also hosts a monthly Veterans' Voices program which highlights key policy and program developments impacting the veteran community. For additional information, call (925) 313-1481 or visit https://www.contracosta.ca.gov/1557/Veterans-Service-Of ce . Current and previous seasons of the Veterans' Voices program can be found at https://www.contracosta.ca.gov/5163/Veterans- Voices . Contra Costa County | FY24-25 Recommended Budget Page 281 361 Organizational Chart The Veterans Service Department is staffed by 13.00 full-time equivalent positions as summarized below: Full-Time Equivalent Employee (FTE) Summary FY23-24 Adopted FY24-25 Recommended Change 95 - VETERANS SERVICE 13.00 13.00 0 County Veterans Service Of cer Assistant County Veterans Service Of cer Veterans' Service Manager Veterans Service Representative Staff Clerical Administrative Staff Executive Secretary Contra Costa County | FY24-25 Recommended Budget Page 282 362 Expenditures Summary 2,344 ,744 $83,744 (3.70% vs. prior year) Expenditures by Expense Type The chart below re ects the Veterans Service Of ce's budgeted and historical expenditures by expense type. If re ected as a percentage of total departmental costs, salary and bene ts represent 80.3% of the total anticipated costs for FY24-25. The budget includes salary and bene t costs for 13.0 FTEs. Budgeted and Historical Expenditures by Expense Type MillionsOther Charges Expenditure Transfers Services And Supplies Salaries And Benefits FY2023FY2024FY2025$-0.5 $0 $0.5 $1 $1.5 $2 $2.5 Expense Objects Salaries And Bene ts $1,314,641 $1,827,000 $1,882,325 $55,325 3% Services And Supplies $329,675 $413,446 $447,536 $34,090 8.2% Other Charges $0 $3,554 $4,459 $905 25.5% Expenditure Transfers -$6,731 $17,000 $10,424 -$6,576 -38.7% Total Expense Objects:$1,637,586 $2,261,000 $2,344,744 $83,744 3.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 283 363 Revenues Summary The FY24-25 Recommended Budget includes a net increase in estimated revenue of $83,744. The Veterans Service Of ce anticipates receiving $455,000 in State and other local assistance revenue which is a reduction of $125,000 from FY23-24. This reduction is due to not being awarded CalVet's FY24/25 Prop 63 Mental Health Grant which has historically been used to operate Veterans' Voices. The general purpose revenue allocation has been increased by $208,744, which includes $160,744 to fund increased operating costs for baseline operations and $48,000 to cover CCTV's interdepartmental costs for broadcasting Veterans' Voices. 2,344 ,744 $83,744 (3.70% vs. prior year) Revenues by Source Budgeted Revenues by Source MillionsOther Local Revenue State Assistance General Purpose Revenue FY2023FY2024FY2025$0 $0.5 $1 $1.5 $2 $2.5 State Assistance $383,913 $380,000 $380,000 $0 0% Other Local Revenue $198,258 $200,000 $75,000 -$125,000 -62.5% General Purpose Revenue $1,055,416 $1,681,000 $1,889,744 $208,744 12.4% Total:$1,637,586 $2,261,000 $2,344,744 $83,744 3.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 284 364 Key Budget Updates The Veterans Service Of ce provides timely access and support to approximately 45,000 local Veterans and their families via in- person and virtual services. Through the Veterans' Voices broadcast through CCTV, and student and senior outreach efforts, the Department continues to expand their connection with the multi-generational veterans population and implement customized programming to meet clients where they are. For FY24-25, the County Administrator is recommending an increase of $83,744 to the Veterans Service Of ce's Appropriation Budget. The recommended salary and bene t cost increases of $55,325 are due to cost-of-living adjustments and increased self-insurance rates administered through the County's Risk Management Division. The services and supplies budget has an increase of $34,090 to support minor computer equipment purchases and increased data processing costs issued through the Department of Information Technology. The FY24-25 Recommended Budget also includes a corresponding net increase in Estimated Revenue of $83,744. This includes a $125,000 reduction in Other Local Revenue due to not being awarded CalVet's Prop 63 Mental Health Grant which has historically been used to operate Veterans' Voices. The General Purpose Revenue allocation includes an increase of $48,000 to cover the interdepartmental costs from CCTV for broadcasting Veterans' Voices. The FY24-25 Recommended Budget will provide the funding necessary for the Veterans Service Of ce to continue current operations and support the FY24-25 department goals and initiatives. Equity in Service Delivery The department will continue to provide services by maintaining a virtual of ce which reaches our non-ambulatory veterans; outstations in San Pablo, Brentwood and Danville which reaches a wide range of socioeconomic communities; providing services at homeless resource events (i.e. Stand Down); outreach at community colleges for our student veterans and dependents; Veterans Voices television show which reaches a variety of veterans including senior veterans. Additionally, we participate in Veterans Treatment Court which focuses on assisting veterans who are justice-involved. Goals For FY24-25, the Department is striving to meet the following goals: Increase volume of services to a growing number of Veterans with evolving and increasing levels of complex physical and mental disabilities, with enhanced focus on support services integration. Continue to support the Veterans Treatment Court and Mentor programs which enable justice-involved Veterans to receive treatment and rehabilitative services to assist them in successfully reintegrating into the community. Re ne internal claims procedures for submittal and case management to enhance ef ciency and delivery of awards to those served. Increase outreach efforts directed at soon-to-be discharged service members, elder Veterans, justice-involved Veterans, student Veterans, Veterans that need mental health services and homeless Veterans. Accomplishments For FY22-23, the Veterans Service Of ce staff conducted 9,832 interviews, completed 692 Outstation appointments (Danville, Brentwood, and San Pablo) and participated in 6 outreach events, which resulted in 4,204 claims led. Of those claims, 2,721 were awarded, resulting in a 65% success rate. Due to the increase in staff, the claims led during FY22-23 represent a 40% increase from the prior scal year. In 2023, Veterans’ Voices once again received a Western Access Video Excellence (WAVE) award in the Talk Show – Professional Category. Additionally, the Veterans Service Of ce was awarded the 2023 Urban County Council of Libraries Innovation Award for their presence and services in the County library system. Contra Costa County | FY24-25 Recommended Budget Page 285 365 Performance Measures Two highlights of the Department’s performance measures are the respective increases in Bene t Claims Dollars provided to Veterans, and their survivors; as well as the volume of College Tuition Fee Waivers submitted on behalf of eligible servicemembers and their dependents. Each re ects a different stage in the lifecycle of services provided which support the unique needs of the clients served and can be attributed to pro cient staff case management.Dollars ($)Bene t Payments Facilitated $9,621,309$9,621,309 $9,621,309 $7,525,786$7,525,786 $7,525,786 $7,278,988$7,278,988 $7,278,988 $8,259,831$8,259,831 $8,259,831 $1,108,692$1,108,692 $1,108,692 $827,178$827,178 $827,178 $933,379$933,379 $933,379 $1,103,993$1,103,993 $1,103,993 $234,030$234,030 $234,030 $274,872$274,872 $274,872 $273,990$273,990 $273,990 Retroactive Bene ts New Recurrent Bene ts Lump Sum FY19-20 FY20-21 FY21-22 FY22-23 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 ValuesCollege Tuition Fee Waivers 190190 190 514514 514 488488 488 536536 536 # Processed in a federal scal year FY19-20 FY20-21 FY21-22 FY22-23 100 200 300 400 500 600 Contra Costa County | FY24-25 Recommended Budget Page 286 366 Law and Justice The Law and Justice Functional Group summarizes the following departments: Animal Services, District Attorney, Probation, Public Defender, Sheriff-Coroner, and Justice Programs. Expenditures Summary 715,541,495 $36,826,912 (5.43% vs. prior year) Expenditures by Function Expenditures Law & Justice County Administrator $685,922 $2,129,942 $2,126,431 Capital Improvements $1,153,484 $5,685,456 $979,443 Superior Court Related Functions $16,704,746 $18,506,014 $18,251,860 Justice System Development/Planning $10,976,049 $12,553,244 $12,746,142 Sheriff-Coroner $270,211,479 $318,790,250 $335,872,593 Probation $93,151,218 $122,548,000 $127,174,775 Animal Services $12,272,950 $15,468,968 $18,268,207 District Attorney $49,185,220 $57,462,370 $64,679,781 Public Defender $38,286,001 $46,329,230 $50,716,679 Public Safety Realignment $63,270,235 $79,241,109 $84,725,584 Total Law & Justice:$555,897,305 $678,714,583 $715,541,495 Total Expenditures:$555,897,305 $678,714,583 $715,541,495 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Expenditures by Expense Type Expense Objects Salaries And Bene ts $374,605,452 $439,162,309 $463,075,794 $23,913,485 Services And Supplies $75,334,068 $83,805,756 $91,917,382 $8,111,626 Other Charges $23,164,451 $40,549,544 $39,520,135 -$1,029,409 Expenditure Transfers $81,320,346 $109,716,103 $113,521,706 $3,805,603 Fixed Assets $1,472,988 $5,480,871 $7,506,478 $2,025,607 Total Expense Objects:$555,897,305 $678,714,583 $715,541,495 $36,826,912 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) Contra Costa County | FY24-25 Recommended Budget Page 287 367 Revenues Summary 715,541,495 $36,826,912 (5.43% vs. prior year) Revenue by Fund General Fund $466,349,934 $557,526,460 $594,188,470 Special Revenue Funds $87,068,696 $118,369,572 $118,496,323 Enterprise Funds Sheriff Law Enf Training Fund $2,478,676 $2,818,551 $2,856,702 Total Enterprise Funds:$2,478,676 $2,818,551 $2,856,702 Total:$555,897,305 $678,714,583 $715,541,495 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Revenues by Source Revenue Source Federal Assistance $2,226,507 $4,027,897 $4,191,902 State Assistance $213,880,705 $218,409,421 $225,893,129 Other Local Revenue $129,617,726 $191,278,516 $193,894,807 General Purpose Revenue $210,172,368 $264,998,749 $291,561,657 Total Revenue Source:$555,897,305 $678,714,583 $715,541,495 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Contra Costa County | FY24-25 Recommended Budget Page 288 368 Animal Services Captain Jane Andreotti Interim Director For more information, call (925) 608-8400 and visit https://www.contracosta.ca.gov/7282/Animal-Services (https://www.contracosta.ca.gov/7282/Animal-Services). The Contra Costa County Animal Services Department is committed to protecting the health, safety and well-being of all people and animals in the community through enforcement of state and local laws, providing compassionate care for every animal regardless of its temperament or condition, and reducing the number of animals that enter the County shelter. The Department prioritizes lifesaving, sheltering animals that are sick, injured, or in danger, and reuniting lost animals with their families. The Department will work to keep and place animals in safe, caring homes, and provide education and services to enhance the lives of people and their animal companions while strengthening the human-animal bond. DEPARTMENT OVERVIEW The Animal Services Department is comprised of ve divisions: Field Services, Center Operations, Animal Services, and Community Services. Field Services enforces State laws and County ordinances in the unincorporated area of the County and the cities that have agreements with the County while ensuring a focus on mutuality, equity, and justice for all service users. The Department will address emergency service calls through the 911-dispatch function, as well as provide response to non-emergency service calls, and provide daily domestic animal services to 18 contract cities, including unincorporated areas of the County. Center Operations provides compassionate, temporary husbandry and veterinary care to injured, sick, endangered, homeless, or abandoned pets, and assist lost animals in reuniting with their families. Medical Services provides medical, surgical, emergency, and post-surgical care to animals within the reasonable bounds of nancial and resource limitations of the shelter. Spay/Neuter Clinic provides low-cost pet spay/neuter services for animals outside of the shelter that live in homes, sheltered animals transferred to nonpro t groups, and all shelter animals prior to adoption or release back to an owner. A portion of the planned surgeries are reserved for Trap Neuter Return (TNR) efforts with community cats. Shelter Services manages animal welfare programs to assist in moving shelter animals to non-pro t rescues that provide specialized care for behavioral and medical needs. The Shelter Services Division also manages the Intake Diversion/Pet Assistance program to support owners keeping pets in their home or re-home pets when appropriate. Administration Services provides the support required for the ongoing operations of the Department. This includes personnel functions, scal, data, and contract management, and customer service such as dog licensing. Community Services provides public information, media relations, and community education. The Community Services Division also provides marketing support, supports the adoption program, and is responsible for recruiting, training, and managing the department’s volunteer program. Other Funds: The Animal Bene t Fund was created in 1988 to facilitate the receipt of donations from individuals, animal welfare organizations and businesses, to support animal health and welfare projects not funded by departmental or general County revenue. Since the creation of the Animal Bene t Fund, monetary contributions and donations for services and supplies have provided for unfunded needs of sheltered animals. These donations have come in the form of grants, regular donations, and over-the-counter donations. Contra Costa County | FY24-25 Recommended Budget Page 289 369 Organizational Chart The Animal Services Department had 83.0 full-time equivalent positions authorized in the FY23-24 Adopted Budget. One (1) Community and Media Relations Specialist position was added during FY23-24 to increase public messaging, and nine (9) additional clerical, veterinary, and animal center positions are being recommended for the FY24-25 budget to assist in extending public hours and increasing care for sick and injured animals. Full-time Equivalent Employee (FTE) Summary FY23-24 Adopted FY24-25 Recommended Change 36 - ANIMAL SERVICES 83.0 93.0 10.0 Animal Services Director Administrative Services Customer Service Finance, Personnel Field Services Community Support Ordinance Enforcement Hearings Community Services Volunteers Humane Education Community Outreach Center Operations Medical Services Spay/Neuter Clinic Shelter Services Transfer Partner Program Intake Diversion / Pet Assistance Program Expenditures Summary The Animal Services Department's FY24-25 Recommended Budget expenditures are comprised of $17,828,207 in the General Fund, and $440,000 in the Animal Bene ts Fund (ABF). The Animal Bene ts Fund uses monetary donations to provide support for unfunded animal needs throughout the County. Programs through the ABF include Medical Assistance, Humane Education, Shelter Intervention, and Spay/Neuter and Wellness. General Fund expenditures include funding for 93 full-time positions with Salaries and Bene ts representing 68.1% of the Department's FY24-25 Recommended Budget. 18,268,207 $2,799,239 (18.10% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 290 370 Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsOther Charges Expenditure Transfers Services And Supplies Salaries And Benefits FY2023FY2024FY2025$0 $5 $10 $15 $20 Expense Objects Salaries And Bene ts $8,448,850 $10,573,684 $12,134,943 $1,561,259 14.8% Services And Supplies $3,534,964 $3,858,018 $5,565,599 $1,707,581 44.3% Other Charges $10,439 $69,000 $119,500 $50,500 73.2% Expenditure Transfers $278,697 $968,266 $448,165 -$520,101 -53.7% Total Expense Objects:$12,272,950 $15,468,968 $18,268,207 $2,799,239 18.1% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary The Department's FY24-25 Recommended Budget includes estimated revenue of $18,268,207, including $5,788,985 from General Purpose Revenue (net County cost) and $12,479,222 from other revenue sources such as contract cities and use of fund balance from the ABF in the amount of $280K. 18,268,207 $2,799,239 (18.10% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 291 371 Revenues by Source Budgeted Revenues by Source MillionsGeneral Purpose Revenue Other Local Revenue FY2023FY2024FY2025$0 $5 $10 $15 $20 Revenue Source Other Local Revenue License/Permit/Franchises $1,320,711 $1,350,000 $1,350,000 $0 0% Use Of Money & Property $24,516 $0 $0 $0 0% Charges For Services $7,034,958 $8,235,000 $10,689,222 $2,454,222 29.8% Miscellaneous Revenue $525,486 $210,000 $160,000 -$50,000 -23.8% Fund Balance -$324,619 $814,968 $280,000 -$534,968 -65.6% Total Other Local Revenue:$8,581,052 $10,609,968 $12,479,222 $1,869,254 17.6% General Purpose Revenue General Purpose Revenue $3,691,898 $4,859,000 $5,788,985 $929,985 19.1% Total General Purpose Revenue:$3,691,898 $4,859,000 $5,788,985 $929,985 19.1% Total Revenue Source:$12,272,950 $15,468,968 $18,268,207 $2,799,239 18.1% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 292 372 Revenue - Charges for Services: City Service Agreements City 2023 Population FY23-24 Rate FY24-25 Rate Rate Change Brentwood 64,513 $586,156 $781,252 $195,097 Clayton 10,666 $98,962 $129,165 $30,203 Concord 122,074 $1,126,306 $1,478,316 $352,010 Danville 42,823 $394,937 $518,587 $123,650 El Cerrito 25,484 $233,672 $308,611 $74,940 Hercules 26,297 $237,689 $318,457 $80,768 Lafayette 25,004 $228,333 $302,798 $74,465 Martinez 36,543 $336,232 $442,536 $106,304 Moraga 16,893 $155,827 $204,574 $48,748 Oakley 44,995 $405,696 $544,889 $139,194 Orinda 19,225 $177,445 $232,815 $55,370 Pinole 18,244 $169,701 $220,935 $51,234 Pittsburg 74,809 $684,671 $905,937 $221,266 Pleasant Hill 33,397 $309,977 $404,438 $94,461 Richmond 113,518 $1,042,995 $1,374,703 $331,708 San Pablo 31,301 $287,056 $379,055 $91,999 San Ramon 82,870 $763,600 $1,003,556 $239,956 Walnut Creek 69,245 $636,707 $838,557 $201,850 Total 857,901 $7,875,959 $10,389,181 $2,513,222 County General Purpose Revenue 2023 Population FY23-24 Contribution FY24-25 Contribution Contribution Change CCC Unincorporated 174,310 $4,859,000 $5,788,985 $929,985 Contra Costa County | FY24-25 Recommended Budget Page 293 373 Key Budget Updates The Animal Services Department's FY24-25 Recommended Budget increases appropriations and estimated revenue by $2,799,239, or 18.1%, to fund the operating requirements. This includes increases to revenue of $2,513,222 from contract cities and an increase of $929,985 in General Purpose Revenue contribution. Notably, costs for veterinary services and supplies are estimated to more than double from the FY23-24 budget, resulting in a $1.2 million increase. In FY23-24, the Board of Supervisors approved Measure X funding for low cost spay and neuter services, microchipping/vaccination clinic events, and pet retention services. The Department will receive an additional $750,000 appropriation for a term of 3-years beginning in FY24-25. Inclusive of Measure X funding, the General Purpose Revenue will fund 35.2% of General Fund expenditures compared to 33.6% currently. The per capita rate for the contract cities is $12.11 based on the total fee of $10,389,222 and total served population of 857,901. This is in contrast to the per capita rate of $33.21 for Unincorporated County based on the General Purpose Revenue amount of $5,788,985 and an unincorporated population of 174,310. The County Administrator is recommending the addition of 10 FTE positions: one (1) Registered Veterinary Technician, one (1) Veterinary Assistant, two (2) Animal Center Operations Coordinators, two (2) Animal Center Technicians, and three (3) Animal Services Clerks. One (1) Community and Media Relations Specialist position was added during FY23-24 to increase public messaging efforts. The proposed staf ng increases were presented to the Contra Costa County Public Manager's Association, composed of all Contra Costa County City Managers, as part of the Animal Services Department update. These 10 positions will enable the Animal Services Department to better serve the community with improved shelter and animal care services, and extended shelter hours. In addition, $440,000 from the Animal Bene t Fund is recommended for appropriation to provide additional medical assistance, humane education, shelter intervention, and spay/neuter and wellness programs throughout the year. FY24-25 will mark the third year of a new service agreement structure executed in collaboration with 18 partner cities throughout the County. In California, municipalities are responsible for providing animal control services within city limits and the County is responsible for providing those services within the unincorporated area. In Contra Costa County, cities have historically contracted with the County to provide animal services on their behalf, with the exception of the City of Antioch. The Recommended Budget continues to re ect revenue to partially offset the cost of providing services to cities; however, it is important to note that the County continues to bear a disproportionate cost share of total expenditures when compared to its city partners. For example, contract city revenue funds 60% of General Fund total expenditures; however, the aggregate contract city population accounts for 83.1% of the service area covered by the Animal Services Department based on population estimates provided by the California Department of Finance Demographic E1 Report, as of January 1, 2023. Equity in Service Delivery In partnership with the Department of Information Technology's GIS unit, Animal Services created a GIS system to better identify and understand underserved County areas by analyzing the number of stray animals and public safety data. The GIS system data presented a disparity in access to services and high levels of activity calls in two (2) areas of the County, which were in zip codes 94565 and 94801. The Department's primary recommendation is to prioritize public spay and neuter services for residents in these two areas, which will reduce the number of stray/homeless pets. The second recommendation is to increase resident engagement by increasing education and events like mobile vaccinations and microchip clinics. These recommendations will increase community engagement, while providing preventative care services to empower residents to identify primary care services with local veterinary clinics and providers within the County. The Department will be allocating $200,000 in Shelter Intervention program service funding and approximately $350,000 in spay and neuter funding through at least one local community-based organization to address the animal care needs of underserved residents. Contra Costa County | FY24-25 Recommended Budget Page 294 374 Goals Goal 1: The Department strives to achieve 2-hour response times for 95% of priority 1 calls and 12-hour response times for 80% of priority 2 calls, as speci ed in the city service agreements. The Department will continue to assess the current service model to improve response times. Goal 2: The Center Operations Division will review shelter and medical operations, including S/N services, to increase positive animal care outcomes, including LOS and LRR rates. In FY24-25, the Department will assess staf ng levels and will utilize the Animal Shelter Veterinarian guidelines and industry best practices to improve its animal care standards. Goal 3: The Department received $200,000 in grant funds in FY22-23 and will continue to develop a community outreach and engagement plan aimed at increasing community services and partnerships with other animal welfare organizations throughout the County. The Department’s Community Services Division will increase offsite events and activities, such as adoptions and microchip clinics. Goal 4: The Department will increase low-cost spay and neuter, microchip, vaccination and pet retention services through Measure X funding. Funding will be provided over three (3) years, for a total of $750,000, to a partnering animal welfare organization identi ed through a Request for Quali cations (RFQ) solicitation process. Accomplishments Animal Licensing Services – In the Summer 2023, the Department implemented a new licensing service with a vendor selected through the County's Request for Proposals (RFP) solicitation process. The Department will be focusing on licensing compliance through outreach and engagement activities. Increasing licensing revenue through license compliance will allow the Department to fund its operational and personnel expenses. GIS System –The Department began working with the County’s Department of Information and Technology (DoIT) to create a geographic information system (GIS) to better understand which areas in the County experience more limitations in accessing County services for their animals. DoIT has fully implemented a GIS application for the Animal Services Department to utilize for assessing its service levels and capacity. City Agreements – The Department nalized new service agreements with all contract cities in July 2022. The new service agreement has allowed the Department to fund adequate service levels in its system of care. The new contract has developed a sustainable business model for the Department to also increase community services and provide more off-site activities. Contra Costa County | FY24-25 Recommended Budget Page 295 375 Performance Measures ValuesActivity Indicators 18,43218,432 18,432 18,17618,176 18,176 17,55717,557 17,557 16,64116,641 16,641 18,02718,027 18,027 8,2028,202 8,202 7,0647,064 7,064 4,6914,691 4,691 5,8045,804 5,804 6,8636,863 6,8634,4704,470 4,470 3,3163,316 3,316 2,6752,675 2,675 3,2693,269 3,269 4,5534,553 4,553 9,1919,191 9,191 6,5456,545 6,545 3,9693,969 3,969 5,1425,142 5,142 7,1777,177 7,177 4,9244,924 4,924 4,1064,106 4,106 3,0263,026 3,026 3,5493,549 3,549 4,8944,894 4,894 5,0865,086 5,086 5,0435,043 5,043 4,2824,282 4,282 3,7693,769 3,769 4,1604,160 4,160 2,6472,647 2,647 2,2052,205 2,205 1,4921,492 1,492 2,0612,061 2,061 2,0442,044 2,044 1,9371,937 1,937 1,1071,107 1,107 1,2051,205 1,205 1,2721,272 1,272 Total calls for service¹Animal Intakes S/N Surgeries Vaccinations Microchips Deceased Animal Intakes Animals Adopted Animals Returned to Owner Animals Transferred to Rescues FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 0 10,000 20,000 30,000 40,000 50,000 60,000 Field Services’ calls for service increased by 8% from the prior year and they are expected to continue on an upward trajectory. The Department has allocated additional staff (3 FTE Of cers) for this reporting period. The Department increased spay/neuter (S/N) surgeries by 39% over the previous year, and continues to provide a growing number of S/N surgeries each year since the COVID-19 pandemic. The Department hosted 62 community events in calendar year 2023, which represents a 40% increase compared to 2022. Events included: offsite adoption events, humane education events, community presentations, and Sunday adoption events. Contra Costa County | FY24-25 Recommended Budget Page 296 376 ValuesAnimal Licensing 12,56812,568 12,568 11,28511,285 11,285 9,0199,019 9,019 10,97010,970 10,970 10,45110,451 10,451 26,19726,197 26,197 26,34926,349 26,349 24,88924,889 24,889 20,78820,788 20,788 17,55417,554 17,554 New Licenses Renewal Licenses Total Licenses Sold FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 0 10,000 20,000 30,000 40,000 50,000 Length of Stay (LOS) The Length of Stay report includes all outcomes for the total length of stay. The LOS is increasingly recognized as a critical factor in shelter management, with implications for animal health, well-being, sheltering costs, and ultimately a shelter’s capacity to save lives. FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Dogs Target 10 10 10 10 10 Average Actual*20 14 11 15 16 Cats Target 10 10 10 10 10 Average Actual*12 12 7 9 10 The LOS increased for dogs due to a dramatic increase of dog impounds at the shelter since FY20-21. The LOS for cats has been achieved since FY20-21. *The Department changed from reporting median, calendar year values to average, scal year values as of the FY22-23 reporting period to align with industry standards. Live Release Rate (LRR) The Live Release Rate is the percentage of animals leaving the shelter alive. LRR is calculated using the formula: Total Live Outcomes = (Adoptions, Release, RTF, Working Cat, TNR, Transfers + RTO)/ Total Outcomes (excluding deceased and missing). FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Dogs Target 88%90%90%90%90% Average Actual*96%94%93%93%91% Cats Target 88%88%88%88%88% Average Actual*85%85%83%82%83% The LRR of dogs decreased due to the number of strays and owner surrenders, which is attributed to lack of pet friendly housing and increased cost of pet ownership (i.e., food, veterinary care, etc.). The LRR target for cats was not met due to the number of neonatal kittens impounded by the Department and an increase in infectious disease in FY22-23 resulting in high mortality. *The Department changed from reporting median, calendar year values to average, scal year values as of the FY22-23 reporting period to align with industry standards. Contra Costa County | FY24-25 Recommended Budget Page 297 377 District Attorney Diana Becton District Attorney, Elected For more information, call 925-957-2200 or visit https://www.contracosta.ca.gov/7284/District-Attorney The mission of the Contra Costa County District Attorney's Of ce is to seek justice and enhance public safety for all County residents by fairly, ethically, aggressively, and ef ciently prosecuting those who violate the law, and by working to prevent crime. DEPARTMENT OVERVIEW Department Description The District Attorney is by state law the public prosecutor responsible for the prosecution of criminal violations of state law and county ordinances. The District Attorney is committed to protecting public safety and aiding those harmed by violence. The District Attorney continues to nd ways to modernize the Department and focus on the community's needs to ensure Contra Costa County remains a safe and welcoming place to live and work. Major Program Areas Mainline Prosecution The Mainline Prosecution division is responsible for reviewing, ling, and prosecuting, on behalf of the people, all general criminal offenses occurring in Contra Costa County. The division includes specialized teams that address both misdemeanor offenses and general felonies, inclusive of crimes against persons and crimes against property. In addition to general criminal offenses, Mental Health litigation operates within Mainline Prosecution. Vertical Prosecution For vertical prosecution cases, a prosecutor is assigned to the case from the point of referral to the completion of the prosecution. This method promotes a continual point of contact with investigative agencies and a direct relationship with the victim and witnesses. The following specialized vertical prosecution areas are currently part of the operations of the of ce: Community Violence Reduction, Homicide, Human Traf cking, Interpersonal Violence, Specialty Operations, and Juvenile Unit. Special Operations Special Operations addresses speci c areas of criminal activity often involving multiple jurisdictions and investigative agencies. The divisions within Special Operations include Environmental Protection, Consumer Protection, Major Financial Crimes, Auto Fraud, Real Estate Fraud, and Workplace Justice. Contra Costa County | FY24-25 Recommended Budget Page 298 378 Investigations Bureau The Investigations Bureau is responsible for facilitating the prosecution of offenses within the District Attorney's jurisdiction. In this capacity, the Investigation Bureau locates and interviews suspects and witnesses, assists in investigations, investigates of cer-involved fatal incidents, writes search warrant af davits, serves search warrants, conducts surveillance, and testi es as witnesses in criminal and civil cases. Victim Witness Assistance The Victim Witness Assistance Program provides constitutionally and statutorily mandated services to empower victims of crime through advocacy and support. Advocates give a voice to victims in the criminal justice system at all stages of the court proceedings. They provide crisis intervention, orientation to the criminal justice system and pursue restitution on behalf of victims and the Victims Compensation Fund. Administration The Administration Unit is responsible for operations, scal, personnel, procurement, facilities management, information technology, and resource development related to the department. Other Special Revenue Funds DA Consumer Protection Fund 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. DA Narcotics Fund Pursuant to state law, pays for enhanced prosecution of drug-related offenses using distributed forfeited narcotics assets. DA Environmental/OSHA Fund Funds the investigation and prosecution of environmental/occupational health and safety violations. In addition, this fund supports staff professional development in environmental law. DA Forfeiture-Fed-DOJ Fund Pursuant to federal law, pays for enhanced prosecution of drug-related offenses using distributed forfeited narcotics assets, similar to the DA Narcotics Fund. DA Real Estate Fraud Prosecution Pursuant to state law, pays for the District Attorney costs of deterring, investigating, and prosecuting real estate fraud crimes, using fees from recording real estate instruments. DA Supplemental Law Enforcement Services Fund (SLESF) – Criminal Prosecution As provided by AB 3229 (Chapter 134, Statues of 1996), the State supplements otherwise available funding for local public safety services (Citizens Option for Public Safety - “COPS”). These funds are used locally to enhance prosecution of domestic violence cases. Under the AB 109 Public Safety Realignment Act, SLESF allocations are now subsumed under the County’s Local Revenue Fund for Public Safety Realignment. Contra Costa County | FY24-25 Recommended Budget Page 299 379 Organizational Chart The District Attorney’s Of ce FY23-24 Adopted Budget has 236.6 full-time equivalent (FTE) positions, which include the 5.0 FTE positions added during the May 2023 budget hearings to address increased workload related to the potential re-litigation of criminal cases due to the Racial Justice Act and police misconduct. A vacancy factor of $277,139, approximately 0.5% of total salaries and bene ts cost, was used to balance the Department’s budget. The FY24-25 recommended FTE position count of 239.1 re ects the net of the following position modi cations: The addition of 1 Senior Inspector position to support welfare fraud investigations, the addition of a 0.5 FTE Victim Witness Assistance Program Supervisor and Mass Victimization Advocate position, and the addition of 4 District Attorney Assistant Investigator positions. The elimination of 4 Case Preparation Assistant positions, due to the hiring of 4 District Attorney Assistant Investigators, the addition of a full-time Senior Inspector to replace a temporary role responsible for investigating public corruption cases, and a position swap of an Administrative Services Assistant III for a Departmental Fiscal Of cer for scal management support. FY23-24 Adopted FY24-25 Recommended Change 42 - DISTRICT ATTORNEY 236.6 239.1 2.5 Contra Costa County | FY24-25 Recommended Budget Page 300 380 Expenditures Summary The FY24-25 Recommended Budget re ects total expenditure appropriations of $64,679,781, an increase of $7,217,411 from the FY23-24 Adopted Budget. The General Fund increase in appropriations is primarily due to a projected $5.3 million increase in salaries and bene ts costs for existing employees, the addition of the 5 full-time positions to support the workload impacts of the Racial Justice Act and police misconduct cases, and rising general liability costs. In addition, new facility allocations are budgeted as the department will be entering two new leases. To better serve the East County clients, the department will lease of ce space in the city of Pittsburg, proximate to the Superior Court. The creation of the Auto Focused Crime Elimination (ACE) Task Force, a three-year pilot program, will also require of ce space to house local and statewide members targeting the rising cases of auto theft throughout the county. 64 ,679,781 $7,217,411 (12.56% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsFixed Assets Expenditure Transfers Other Charges Services And Supplies Salaries And Benefits FY2023FY2024FY2025$0 $10 $20 $30 $40 $50 $60 $70 Expense Objects Salaries And Bene ts $43,225,818 $49,000,218 $54,338,883 $5,338,665 10.9% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 301 381 Services And Supplies $5,245,973 $5,315,875 $6,745,043 $1,429,168 26.9% Other Charges $36,909 $1,251,649 $2,069,492 $817,843 65.3% Expenditure Transfers $616,352 $1,794,628 $1,384,363 -$410,265 -22.9% Fixed Assets $60,169 $100,000 $142,000 $42,000 42% Total Expense Objects:$49,185,220 $57,462,370 $64,679,781 $7,217,411 12.6% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Expenditures by Fund General Fund $47,869,256 $54,899,370 $62,269,781 $7,370,411 13.4% DA Consumer Protection Fund $437,923 $800,000 $550,000 -$250,000 -31.2% DA Revenue Narcotics Fund $49,307 $66,000 $66,000 $0 0% DA Environment/OSHA Fund $476,052 $460,000 $523,000 $63,000 13.7% DA Forfeiture-Fed-DOJ Fund $0 $1,000 $1,000 $0 0% R/Estate Fraud Prosecution Fund $351,055 $650,000 $520,000 -$130,000 -20% Sup Law Enforcement Svcs Fund $1,628 $586,000 $750,000 $164,000 28% Total:$49,185,220 $57,462,370 $64,679,781 $7,217,411 12.6% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary The FY24-25 Recommended Budget re ects total revenue of $64,679,781, for the District Attorney's Of ce, including all Special Revenue funds. The General Fund portion of total revenue is $62,269,781 and includes a General Purpose Revenue allocation (net County cost) of $31,013,065, an approximate increase of $6.3 million from the current year budget. 64 ,679,781 $7,217,411 (12.56% vs. prior year) Revenues by Source Contra Costa County | FY24-25 Recommended Budget Page 302 382 Budgeted Revenues by Source MillionsFederal Assistance Other Local Revenue State Assistance General Purpose Revenue FY2023FY2024FY2025$0 $10 $20 $30 $40 $50 $60 $70 Revenue Source Federal Assistance $35,895 $563,564 $758,000 $194,436 34.5% Total Federal Assistance:$35,895 $563,564 $758,000 $194,436 34.5% State Assistance $24,272,821 $23,814,288 $24,765,071 $950,783 4% Total State Assistance:$24,272,821 $23,814,288 $24,765,071 $950,783 4% Other Local Revenue Fines/Forfeits/Penalties $1,729,187 $1,284,000 $1,097,000 -$187,000 -14.6% Use Of Money & Property -$48 $0 $0 $0 0% Intergovernmental Revenue $100,000 $100,000 $100,000 $0 0% Charges For Services $213,862 $656,000 $326,000 -$330,000 -50.3% Miscellaneous Revenue $4,489,547 $6,301,518 $6,420,645 $119,127 1.9% Fund Balance -$1,184,543 $0 $200,000 $200,000 N/A Total Other Local Revenue:$5,348,004 $8,341,518 $8,143,645 -$197,873 -2.4% General Purpose Revenue $19,528,500 $24,743,000 $31,013,065 $6,270,065 25.3% Total General Purpose Revenue:$19,528,500 $24,743,000 $31,013,065 $6,270,065 25.3% Total Revenue Source:$49,185,220 $57,462,370 $64,679,781 $7,217,411 12.6% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 303 383 Revenue by Department Revenue District Attorney R/Estate Fraud Prosecute $351,055 $650,000 $520,000 -$130,000 -20% Da Forfeiture-Fed- Doj $0 $1,000 $1,000 $0 0% Slesf-Crim Prosecution $1,628 $586,000 $750,000 $164,000 28% District Attorney $47,529,818 $54,855,261 $61,951,948 $7,096,687 12.9% D A Revenue Narcotics $49,307 $66,000 $66,000 $0 0% Da Consumer Protection $437,923 $800,000 $550,000 -$250,000 -31.2% Da Environ/Osha $476,052 $460,000 $523,000 $63,000 13.7% D A Welfare Fraud $339,438 $44,109 $317,833 $273,724 620.6% Total District Attorney:$49,185,220 $57,462,370 $64,679,781 $7,217,411 12.6% Total Revenue:$49,185,220 $57,462,370 $64,679,781 $7,217,411 12.6% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 304 384 Key Budget Updates The District Attorney (DA) is a constitutionally elected county of cial. The District Attorney’s Of ce is mandated under California Government Code Section 26500, to investigate, evaluate and prosecute criminal violations of state law and county ordinances occurring within a county. This includes investigation and apprehension, as well as prosecution in court. The District Attorney serves as legal advisor to the Criminal Grand Jury. The Board of Supervisors exercises budgetary control but not operational control over the elected District Attorney’s Of ce. The District Attorney’s Of ce FY24-25 Recommended Budget increases expenditure appropriations and revenue by approximately $7.2 million, or 12.6%, to $64,679,781. The increase in expenditure appropriations is mainly attributed to salaries and bene ts costs, which account for 84% of the budget, as well as services and supplies, which account for 10% of the budget. The services and supplies expenditure appropriations include new contracts, increases to internal departmental services and overall rising costs of doing business. Aside from the negotiated salary increases for all eligible employees, an approximate $1.1 million increase is attributed to the addition of 5 attorney positions to address the increased workload related to the Racial Justice Act and police misconduct. In addition, in June 2023, the Deputy District Attorney classi cation series was established, and existing positions were reclassi ed. This action eliminated a 36-month xed term classi cation, which hindered the department’s recruitment and retention efforts. The establishment of the Deputy District Attorney level I-IV classi cations conforms with industry standards and establishes a more structured career pathway for attorneys. The Recommended Budget funds 239.1 FTE positions for the District Attorney's Of ce and includes a net increase of 2.5 FTE positions over FY23-24 Adopted Budget. As part of the recommended budget, the Department is requesting to add one Sr. Inspector to investigate on-duty criminal conduct by public of cials. This position will replace a temporary role that has been challenging to ll, as case workload requires a full-time dedicated position. The Department's budget also funds the addition of one Departmental Fiscal Of cer position and the elimination of one vacant Administrative Services Assistant III position. The Departmental Fiscal Of cer position is necessary to manage the Department's most complex nancial and grants administration functions. The District Attorney's Of ce currently carries 22 vacant positions with an approximate salaries and bene ts cost of $3.4 million. The Recommended Budget relies on a vacancy savings of only $277,139, or 0.5% to balance their budget. The County Administrator’s Of ce supports the District Attorney’s continued recruitment efforts to ll vacancies in critical functions. The recommended expenditure appropriations also include facility cost increases of approximately $420,000. The Department is extending its presence in East County with of ce space for attorneys near the Pittsburg Superior Court. The location will allow the District Attorney's Of ce to better serve clients in that area and reduce staff travel time to and from downtown Martinez. The Department will also be entering into a lease for of ce space to house the Auto Focused Crime Elimination (ACE) Task Force, a three-year pilot program. The task force will focus on targeting auto theft cases throughout the county and plans to include senior inspectors from the DA's Of ce, a sergeant, and of cers from the California Highway Patrol, along with investigators from the California Department of Insurance, Department of Motor Vehicles, California Parole, and a special agent from the National Insurance Crime Bureau, as well as interested local law enforcement representatives. The total scal impact of this pilot program for FY24-25 is $327,000, which covers the costs of equipment and furniture and the rst year of the lease. In the General Fund portion of the DA's budget, the estimated revenue of $62 million includes a General Purpose Revenue allocation (net County cost) of approximately $31 million, an increase of $6.3 million from the prior year. Other major revenue sources include approximately $18.7 million in California Proposition 172 sales tax revenue, various state reimbursements, including community corrections public safety realignment allocation of approximately $5.5 million, and other grant funding. The department works diligently to pursue new grant funding throughout the year and has successfully obtained a federal grant for $900,000 to support the transitional-aged youth diversion program in the current year. The District Attorney's Of ce requested minor facility improvements to the 900 Ward Building and staf ng shift approaches that are not included in the FY24-25 recommendation. The facility maintenance services were redirected through the capital projects process for consideration and prioritization within countywide administration of such projects. The proposed staf ng Contra Costa County | FY24-25 Recommended Budget Page 305 385 shift approach will require further discussion and evaluation to determine the necessary support to the overall operations within the Law Enforcement Involved Fatal Incidents (LEIFI) investigations. The Department also proposed support for grant writer services and will instead seek consulting support as relevant funding opportunities become available. Overall, the District Attorney's Of ce FY24-25 Recommended Budget is balanced, and increases service levels through planned expansion to the East County and the implementation of the 3-year ACE Task Force pilot program. Note: The County Administrator has developed recommendations based on service level impacts communicated by the District Attorney’s Of ce. It is acknowledged that the District Attorney is an elected of cial and has ultimate discretion on how to best deploy resources within her Of ce using appropriations allocated by the Board of Supervisors. Contra Costa County | FY24-25 Recommended Budget Page 306 386 Equity in Service Delivery The District Attorney's Of ce strives to achieve equity by building a diverse and inclusive workforce that re ects the County community, reducing unwarranted racial disparities in criminal prosecutions, and expanding programs that support those disproportionately impacted by crime. The Department's equity priorities for FY24-25 include: 1. Expanding the Racial Justice Act Unit The original California Racial Justice Act (AB 2542) prohibits the state from obtaining a criminal conviction or sentence, in uenced by racial bias. The rst iteration of the Racial Justice Act (RJA) was prospective, applying to newly charged cases. AB 256 modi ed the RJA, establishing phased-in retroactivity for every convicted felon to challenge their conviction or sentence for bias. AB 256 substantially augments the demands upon the District Attorney's Of ce and necessitates the need for additional experienced attorneys to handle these cases to adequately address issues of racial bias and equity raised pursuant to this new law. 2. Establishing an Auto-Focused Crime Elimination (ACE) Task Force Motor vehicle theft is a signi cant problem within Contra Costa County, and it disproportionately impacts low-income and BIPOC communities. In calendar year 2022, over 5,280 vehicles were stolen in the County, and that number was exceeded by more than 8% in 2023. The most frequently stolen cars are late model vehicles which are disproportionately owned by vulnerable populations, as well as members of the BIPOC communities. The vehicle theft problem is compounded by the crimes committed in and around stolen vehicles. Stolen vehicles are dif cult to trace back to the perpetrator; and because of this fact, sideshows, robberies, shootings, and even murders are committed in stolen vehicles. The budget proposes funding to rent a facility to house an Auto-Focused Crime Elimination Task Force to combat vehicle theft issue. Having targeted and coordinated efforts to address vehicle theft is a prevention strategy to help those disproportionately impacted by crime. 3. Strengthening Public Corruption Investigations Many Contra Costa residents have voiced concerns about law enforcement organizations focusing on criminal activity within BIPOC communities, as well as other vulnerable populations, while ignoring the criminal activity of public of cials. The District Attorney's budget requests for a permanent Sr. Inspector position which brings equity to the investigation of crime and contributes to community safety by ensuring that all community members, regardless of status, are held accountable. The community can be assured that when an allegation of criminal conduct is leveled against a public of cial, the allegation will be effectively investigated by the District Attorney's Of ce. Contra Costa County | FY24-25 Recommended Budget Page 307 387 Goals The District Attorney's Of ce strives to accomplish the following goals: Staf ng To continue recruitment efforts to maintain adequate staf ng to prosecute the full spectrum of criminal offenses, provide innovation and alternatives to prosecution programs, and engage in crime prevention initiatives. Support from additional attorneys will allow the Department to respond to the demands placed on the Of ce by newly engaged State legislation which will apply retroactively to closed cases. The new laws require the Department to analyze, prepare, and relitigate prior convictions under new legal standards. The Department also aims to develop strategies for increasing retention. Training To continue providing staff training to advance racial equity and social justice. When District Attorney Diana Becton was rst appointed, the District Attorney’s Of ce engaged in an of ce wide “strategic planning conversation”. The effort revealed a signi cant need for increased training for all employees (clerical, attorney, victim witness, and management). The Department has established a training oversight committee for the attorneys that coordinates comprehensive training programs for the entire of ce throughout the year. Technology to Increase Service Delivery Ef ciency and Effectiveness To continue using technology to increase internal ef ciencies and effectiveness. With the goal of working more ef ciently and electronically, the Department aims to continue to expand and re ne the Case Management System and to implement the integration among various systems to better meet the needs of the Department. This will allow the Department to take a data-driven approach to caseload management, workload distribution, and quality assurance. Of ce Space Expansion for Improved Service Delivery To better serve East County clients and law enforcement partner agencies, the District Attorney’s Of ce plans to enter into a new lease in East County, proximate to the Pittsburg Superior Court. Approximately 20 staff members from the District Attorney’s Of ce in Martinez will relocate to the new of ce location, which aligns with the County’s Facilities Master Plan. Fiscal Health To continue pursuing collaborative grant funding opportunities to help support the Of ce's various programs and initiatives. Contra Costa County | FY24-25 Recommended Budget Page 308 388 Accomplishments In 2023, the District Attorney’s Of ce continued to engage in prosecutorial innovation to promote community safety for the residents of Contra Costa County. The District Attorney's Of ce is pleased to highlight the following accomplishments: Advanced Litigation Unit In 2023, the District Attorney’s Of ce established the Advanced Litigation Unit. The Advanced Litigation Unit is responsible for complex litigation related to the legal application of the California Racial Justice Act, codi ed as Penal Code Section 745 et seq. The legislation has signi cantly augmented the workload and operations and necessitated a specialization within the Department. The Unit examines open cases as well as petitions from those currently serving prison sentences to ensure that the charge, conviction, and sentence was free of either express or implicit bias. Public Integrity Unit To maintain the community’s trust and to increase public con dence, the District Attorney’s Of ce has expanded the Public Integrity Unit to ensure that public and appointed of cials – and their subordinates – ful ll their legally mandated duties. The Public Integrity Unit is responsible for ensuring that complaints alleging criminal misconduct by public of cials are reviewed and processed thoroughly and consistently throughout Contra Costa County, and that prosecution of such cases is conducted fairly and with transparency. In 2023, the Public Integrity Unit oversaw the review of hundreds of open cases that involved Antioch police of cers implicated in racial text communications. Prosecutor Initiated Resentencing Prioritizing public safety, victims, and rehabilitation, the District Attorney’s Of ce is a recognized state leader, as one of the nine counties chartered for Prosecutor Initiated Resentencing (PIR). A collaborative process, PIR involves a signi cant undertaking by which the District Attorney's Of ce reviews cases to determine whether in the interest of justice, an inmate has earned a sentencing reduction. PIR balances public safety, victim’s rights, inmate rehabilitation, and sentencing equity in order to promote justice. In 2023, the District Attorney's Of ce reviewed 40 eligible cases for PIR and elected to resentence 25 individuals who earned a reduction from their original sentence. Law Enforcement Involved Fatal Incidents (LEIFI) Investigations The District Attorney’s Of ce is one of the leading agencies in the Contra Costa County Law Enforcement Involved Fatal Incident Protocol. Fatalities of civilians that occur as a result of law enforcement personnel or law enforcement operations are investigated under this protocol. In 2023, the District Attorney’s Of ce investigated 13 incidents under the LEIFI investigative protocol. Project Safe Neighborhoods Grant In October 2023, the District Attorney's Of ce was awarded a two-year grant for a Crime Intelligence Analyst by Project Safe Neighborhoods (PSN) for the Northern District of California. PSN, the Department of Justice’s premier gun and violence crime reduction program, is focused on addressing the most critical issues related to violent crimes and its root causes. Crime intelligence serves as a force multiplier for prosecutorial efforts to combat violence and gun-related crimes. The addition of a contracted crime analyst, as approved by the Board in November 2023, will promote an intelligence-driven approach to crime trends within the Contra Costa County District Attorney's Of ce. Misdemeanor Prosecutions In conjunction with the transition away from xed-term employment for attorneys, the District Attorney’s Of ce modi ed the misdemeanor prosecution structure by forming distinct teams in East and Central County. Traditionally, misdemeanor prosecution had been a unit of 10-12 prosecutors with a single supervisor. Attorneys are now specialized to a geographic area within the County, along with a designated supervisor. This structural change in 2023 promotes prosecutorial ef ciency, community engagement, and connection with partner agencies. Contra Costa County | FY24-25 Recommended Budget Page 309 389 Major Changes and Initiatives Conviction Integrity The District Attorney’s Of ce established the rst ever Conviction Integrity Unit (“CIU”) in Contra Costa County in early 2019. The Unit investigates claims of actual innocence based on new evidence. The Unit also reviews cases where there is evidence of a signi cant integrity issue. The CIU assists in reviewing and developing practices and policies related to training, case assessment, investigations, and disclosure obligations with the goal of preventing wrongful convictions in the rst place. The unit is also responsible for conviction integrity case review when evidence of of cer misconduct arises, in addition to petitions submitted for resentencing in accordance with newly enacted legislation. Neighborhood Restorative Justice Partnership (NRP) In February 2022, the District Attorney’s Of ce launched the Neighborhood Restorative Justice Partnership to provide smart and safe alternatives for low level non-violent misdemeanors. In lieu of ling criminal charges, this community-based pre- charging diversion program uses a restorative justice lens to resolve low-level misdemeanors and quality of life crimes. Adjudicators – composed primarily of residents who live and work in the community where the incident occurred – hear the case and create plans that enable the participant to address harm caused to the community and parties affected by the incident. Inclusive of the victim, wrongdoer, and community, NRP reduces the number of cases formally charged and prosecuted, saving both time and money for the courts and impacted county agencies. By keeping low-level non-violent offenders out of the criminal justice system, and keeping convictions off their record, this program aids in preventing obstacles to obtaining employment, education, housing, and meaningful participation in the community. Transitional Aged Youth Restorative Justice Diversion Program In 2023, the District Attorney’s Of ce was awarded one million dollars from the U.S. Of ce of Juvenile Justice and Delinquency Prevention for a post-arrest, pre-charge diversion program serving transitional aged youth from 18 to 24 years old, to redirect them from the criminal justice system. Mental Health Diversion In the fall of 2018, Penal Code section 1001.36, created Mental Health Diversion, a discretionary pre-trial diversion procedure. Recognizing that those with mental illness need treatment to reduce the cycle of recidivism and incarceration and its impact on the criminal justice system, the workload has increased as the courts thoroughly evaluate, structure treatment, and ultimately divert defendants into this program. Hate Crime Prosecution The District Attorney’s Of ce established a Hate Crimes Review Team to combat the rise in hate crimes. At the outset of the case, the Hate Crimes Review Team analyzes the dynamics of the incident in conjunction with applicable statutes and case interpretation to determine the appropriate charging of the case. In addition, the Hate Crimes Committee participates in outreach and training to educate law enforcement and the community regarding hate incidents and crimes. Human Traf cking Unit The Human Traf cking Unit’s mission is to develop an effective and comprehensive approach to all forms of human traf cking, including sex and labor traf cking of minors and adults. The unit works to support victims and hold offenders accountable, using education, community involvement, and legal tools. In 2019, the Of ce co-founded the Contra Costa Human Traf cking Task Force, a collaborative, multidisciplinary body which brings partners from law enforcement, community-based organizations, and government at the local, state, and federal levels to combat all forms of human traf cking through proactive approaches to identifying and serving victims, investigating and prosecuting traf ckers, and preventing human traf cking through education and outreach. District Attorney Becton has led strategic planning efforts within the Task Force, participated in the Human Traf cking Community Forum in Richmond, and led human traf cking training efforts with the Contra Costa County chiefs of police. Since 2014, the Of ce has sponsored an annual Human Traf cking Awareness and Prevention campaign. These annual campaigns include training for law enforcement and community members on human traf cking, a day of community action and canvassing in Central County, and sponsoring or co-sponsoring proclamations with the Board of Supervisors and a number of local cities. Workplace Justice Unit In 2022, the District Attorney's Of ce established a Workplace Justice Unit in Contra Costa County which is committed to a fair and equitable workplace for everyone. In conjunction with the development of the Unit, the District Attorney’s Of ce entered into a formal partnership with the U.S. Department of Labor (DOL) to facilitate case investigation and prosecution. In accordance with this partnership, the District Attorney’s Of ce and the DOL agree to conduct joint community outreach Contra Costa County | FY24-25 Recommended Budget Page 310 390 presentations to inform the public about wage theft and how to report it. The DA’s Of ce will also create a Labor Advisory Council for information sharing and training with the DOL. That information will be used to investigate wage theft violations and prosecute those violations in court. Internet Crimes Against Children Task Force The District Attorney’s Of ce leads the local Internet Crimes Against Children Task Force Program (ICAC). The ICAC helps federal, state, and local law enforcement agencies develop an effective response to technology-facilitated child sexual exploitation and internet crimes against children. The ICAC protects the most vulnerable community members by targeting the offenders through multi-agency enforcement operations. These operations led to the identi cation and arrest of 37 subjects who were attempting to sexually exploit children. Cold Cases Unit Advances in technologies have substantially increased the successful DNA analysis of aged, degraded, limited, or otherwise compromised biological evidence. The District Attorney's Of ce has established a Cold Case Unit that allows the Department to be at the forefront of examining unsolved homicide and sexual assault cases. The Unit blends forensic evidence with traditional investigative methods to prosecute previously unsolved violent crimes to bring closure to communities and justice to impacted families. Crime Prevention Programs The District Attorney's Of ce continues to implement new crime prevention initiatives. The most signi cant of these is an emphasis on focused deterrence. This approach to crime prevention requires identifying the relatively few criminals who are responsible for most crimes in a community, and focusing resources on stopping criminal behavior. The District Attorney’s programs focusing on deterrence efforts include the Safe Streets Task Force, the Anti-truancy Initiative, Realignment, and Public Safety Risk Assessment. Safe Streets Task Force The District Attorney’s Of ce co-leads the Safe Streets Task Force (SSTF) with the Federal Bureau of Investigation (FBI). The SSTF comprises 10 different federal, state, and local law enforcement agencies. The SSTF uses sophisticated investigative methods aimed at reducing violent gang crime. The SSTF is one of the most successful gang task forces in the entire country. Assisting local law enforcement agencies The District Attorney’s Of ce regularly assists local law enforcement organizations with legal and investigative support. When local police agencies lack the resources to conduct complex criminal investigations and request technical assistance, the District Attorney’s Of ce provides attorneys and investigators. Recently, the District Attorney’s Of ce worked closely with the Oakley Police Department to investigate a highly media-covered local investigation. Contra Costa County | FY24-25 Recommended Budget Page 311 391 Performance Measures 1. Number of Felony Trial Days This performance measure tracks the number of days per year prosecutors were on jury trial on felony cases, annually. These cases originate from mainline prosecution divisions as well as special operations units. 2021 2022 2023 2024 2025 Target 400 400 400 400 400 Actual 200 676 424 Notes: In accordance with COVID restrictions and emergency extensions set forth by the State Judicial Counsel, jury trials were substantially limited in 2021. The following year was impacted by jury trials which had been postponed from 2021. 2. Number of Felony Cases Filed Following a request for prosecution, this performance measure tracks the number of felony complaints led by the District Attorney's Of ce, which is the initiation of criminal proceedings with the court. 2021 2022 2023 2024 2025 Target 3,000 3,000 3,000 3,000 3,000 Actual 3,090 3,008 2,882 3. Number of Human Traf cking Cases Prosecuted Human Traf cking consists of cases which involve a crime of sexual exploitation, labor exploitation, or both. 2021 2022 2023 2024 2025 Target 10 14 18 22 24 Actual 13 16 26 Notes: In 2023, the District Attorney's Of ce expanded Human Traf cking prosecution with the development of the Workplace Justice Unit. 4. Number of Cases Approved for Prosecutor Initiated Resentencing This measure tracks the cases in which the District Attorney's Of ce resentenced individuals under speci c criteria where the original sentence is no longer in the interest of justice. Each case is given extensive committee review to include social history, case speci c facts, rehabilitative efforts, custodial programming, and victim impact to ensure that any adjustment is in the interest of justice. 2021 2022 2023 2024 2025 Target N/A 8 12 14 18 Actual 3 9 25 Notes: The rst resentencing case in the County was in September 2021. As such there was no target number for 2021. In 2023, the District Attorney's Of ce reviewed 40 eligible cases for Prosecutor Initiated Resentencing and elected to resentence 25 individuals who earned a reduction from their original sentence. Contra Costa County | FY24-25 Recommended Budget Page 312 392 Probation Esa Ehmen-Krause County Probation Of cer For more information, call 925-313-4000 or visit www.contracosta.ca.gov/198/Probation The mission of the Probation Department is an unwavering commitment to justice even in the face of adversity, an ethical application of the law, and a proven approach to rehabilitation. DEPARTMENT OVERVIEW Department Description The Probation Department lls a critical public safety role; balancing the unique responsibilities of providing compassionate supervision and support, while ensuring that clients comply with and complete their court-ordered sentences. Probation provides the pathways necessary to success. Evidence-based practices and proven principles are utilized to ensure the pathways necessary for success are understood. Clients are afforded the opportunity to access services that include, but are not limited to, mental health services and substance abuse treatment, cognitive behavioral treatment, home supervision, intensive supervision, and detention and/or treatment at a County juvenile institution or in a short-term residential therapeutic program. Program Area Descriptions Probation oversees various programs to create opportunities for those served to obtain a positive outcome that strengthens the individual and makes the community safer. Adul t Field Services The following programs are included in the Adult Field Services division: Investigations – About 3,000 felony, investigative, and pre-sentence reports are produced annually for the Superior Court. These include pre-plea reports for plea and bail considerations, restitution reports, prohibited person’s rearms relinquishment reports, and assessment and recommendation reports for sentencing, such as pre-sentence investigation reports and intellectual/cognitive disability diversion reports. Active Felony Supervision – Deputy Probation Of cers supervise a daily average of 3,200 individuals with felony convictions and monitor the speci c and general conditions of probation ordered by the Court, as well as connect individuals with services that best meet their needs. Contra Costa County | FY24-25 Recommended Budget Page 313 393 Pretrial – The pretrial program utilizes an evidence-based risk assessment tool to guide release decisions for an average of 750 adult pretrial defendants per year. The pretrial unit works collaboratively with the Court, the Public Defender, the District Attorney, and the Sheriff ’s Of ce to provide information for own-recognizance pretrial release for defendants at arraignment. The pretrial program also provides monitoring of defendants in the community and submits pretrial status reports to the Court for approximately 500 pretrial defendants per year. Pretrial also operates mobile service vans for community outreach efforts, including service at the Superior Court, and in areas where service delivery is needed for unhoused populations. Superior Court Probation Officers – Court Probation Of cers provide information on probation cases to judges and represent the Department in the Superior Court to assist in arriving at the appropriate disposition. Public Safety Realignment (Assembly Bill 109) – The Public Safety Realignment Act pertains to two populations that were previously supervised by the California Department of Corrections and Rehabilitation. Post-Release Community Supervision (PRCS) consists of individuals released from State prison, and Mandatory Supervision (MS) consists of those sentenced to county jail for committing crimes that would have previously resulted in prison sentences. Deputy Probation Of cers are charged with providing public protection, victim restoration and rehabilitative client services. Deputy Probation Of cers identify risk factors and develop treatment plans aimed at disrupting anti-social thinking and behavior. The goals are to reduce recidivism and set clients up for success. This could not occur without the collaborative efforts of community-based organizations and our county partners. Sex Offender – Deputy Probation Of cers supervise registered sex offenders placed on formal probation. The primary focuses of sex offender supervision is to enhance community safety, protect victims, and prevent further sexual offending behavior. Vehicle Theft – Vehicle Theft is a collaborative program administered by the California Highway Patrol, Sheriff ’s Of ce, District Attorney, and the Probation Department. This program enhances the capacity of local police and prosecutors to deter, investigate, and prosecute vehicle theft crimes. Deputy Probation Of cers assigned to the program provide supervision to a caseload of offenders convicted of auto theft. Domestic Violence – The Domestic Violence unit provides intensive supervision to offenders who have been convicted of domestic violence and court-ordered batterers' intervention. Deputy Probation Of cers work with victims of domestic violence, facilitate the collection of restitution and enforce protective orders. They also assist the Court by reporting offender progress and making recommendations for violations of court-ordered terms and conditions. The Batterers’ Intervention Program (BIP) is certi ed and monitored by the Department’s Domestic Violence unit. Driving Under the In uence –Driving Under the In uence (DUI) supervision is funded through the California Of ce of Traf c Safety and provides intensive supervision of felony drunk drivers. Deputy Probation Of cers work collaboratively with law enforcement agencies throughout the county, as well as with Mothers Against Drunk Driving (MADD). Transitional Age Youth (TAY) – Deputy Probation Of cers supervise 18–25 year old clients who have been placed on formal probation under the jurisdiction of the Superior Court. Deputies have the responsibility to protect the community, restore victims, and aid in offender rehabilitation. Deputies identify risk factors and develop strategies to disrupt criminal behavior to prevent further involvement in the justice system. Contra Costa County | FY24-25 Recommended Budget Page 314 394 Juvenile Field Services Probation staff provide juvenile delinquency investigations and reports to the Superior Court on approximately 2,000 matters annually. Probation of cers supervise a daily average of 400 juveniles on probation, providing informal supervision when appropriate, individualized controls, counseling, placement, and referral services to youths and their parents. Services are provided for detained youths and their families as they prepare to transition back into the community. Services are also provided to youths in the community and in out-of-home short-term residential therapeutic programs. Intake – Probation staff conduct initial investigations into alleged offenses for youth in and out of custody, reroute police referrals to informal, diversion and/or prevention services, process petitions for District Attorney ling consideration, as well as provide recommendations for detention or release from custody. The Department performs approximately 1,000 intake juvenile investigations annually. Investigations – Probation staff conduct investigations that include the nature of the offense, full social studies, and other related background information for Court consideration during the disposition process. Supervision – Deputy Probation Of cers supervise youth placed on probation or made wards of the Court. Deputies have the responsibility to protect the community, restore victims, and support youth and their families. Additionally, they must identify risk factors and develop strategies to disrupt delinquent behavior to prevent further involvement in the juvenile justice system. Court Probation Officers – Probation Of cers represent Probation in court hearings and provide related information on probation cases to judges to assist in arriving at the appropriate disposition. Community Supervision – Deputy Probation Of cers are assigned to several areas throughout the county to prevent and reduce juvenile delinquency. The target demographic of this program is broad, from youth on probation and in detention to youth “at-risk” of entering the probation system. Placement – Probation staff develop case plans for 39 youths who enter foster care because they cannot remain at home due to serious therapeutic and behavioral needs contributing to delinquency. Staff provide case management and supervision to youth over the age of 18 who have been deemed Non-Minor Dependents and participate in AB 12 extended foster care services. Briones Youth Academy (BYA) Community Supervision Pathway (CSP) – This intensive community supervision option is a rehabilitative program designed for moderate to high-risk youth that may be able to safely reside in the community while engaging in enhanced treatment services. Cognitive and trauma-based treatment, as well as referrals to local resources are utilized to address the youth’s identi ed risks and needs. Contra Costa County | FY24-25 Recommended Budget Page 315 395 Of ce of Reentry and Justice The Of ce of Reentry and Justice (ORJ) was launched in January 2017 as a pilot program to align and advance the County's public safety realignment, reentry, and justice programs and initiatives. Since its integration with the Probation Department, the ORJ continues to provide oversight and coordination on an array of reentry, realignment, and justice-related contracted services. ORJ also serves as the research and data analytics hub for informing the Department’s community-based programming and investments, and fosters capacity-building for partnership development and multi-sector collaborations. Program Administration – The ORJ provides contract management, administration, and program support to contracted community-based service providers. Procurement processes and coordination of funding opportunities to develop new program initiatives are also facilitated by ORJ’s program staff. Research & Program Evaluation – ORJ’s research and data team supports the Department’s investments in evidence- based program models through research and data analysis, program evaluation, and management of data collection activities. Interagency Collaborations & Partner Engagement – The ORJ facilitates collaborative efforts around policy development, operational practices, and supportive services with cross-system partner agencies including County departments and non-pro t organizations serving justice-involved populations. It also provides administrative staff and capacity-building support to county interagency advisory bodies and engages the community through outreach and information sharing to the broader community. Administration Services Administration & Support Services – Administration provides scal management, contract management, purchasing oversight, media relations and overall of ce management in support of all department operations. Professional Services – The Professional Services unit coordinates all personnel-related and Information Technology (IT) services for all staff. Additionally, this unit chairs the Recruitment and Retention Committee. The purpose of the Recruitment and Retention Committee is to improve employee retention rates by implementing targeted retention strategies such as streamlining and improving the onboarding process through increased Probation presence in relevant professional networks, community events, and career fairs to actively engage with potential candidates, build relationships, and create a pipeline of quali ed individuals in probation-related careers. The committee also explores and implements innovative recruitment strategies such as social media, building partnerships with educational institutions, and utilizing technology to attract high-quality candidates for levels of probation positions. The IT team provides technological support to all Probation Department employees. Contra Costa County | FY24-25 Recommended Budget Page 316 396 Staff Development – The Staff Development unit coordinates training for sworn and non-sworn staff. Probation strives to provide an array of professional development opportunities to cultivate well-rounded employees. The unit also ensures that all Standards and Training for Corrections (STC) mandates are met. Evidence Based Practices / Continuous Quality Improvement – Probation is committed to an evidence-based approach that involves an ongoing critical review of research to determine what information is credible and what policies and practices would be the most effective given the best available evidence. It also involves rigorous quality assurance and evaluation to ensure evidence-based practices are replicated with delity, and new practices are evaluated to determine effectiveness. Probation Facilities Probation provides safe and constructive care within its facilities and custodial programs. Juvenile Hall The John A. Davis Juvenile Hall is a maximum-security facility designed for the mandated detention of youths before and after court hearings. During the last scal year, a total of 277 juveniles were booked at Juvenile Hall. Below are programs offered in this facility: Girls in Motion (GIM) – GIM is a gender-speci c program for females that provides services in a safe and controlled environment. Both cognitive and trauma-based treatment enrich this program. Briones Youth Academy (BYA) Commitment Pathway – This Pathway is a gender-speci c countywide effort for males that provides services in a secure, safe and controlled environment. Both cognitive and trauma-based treatment are utilized for this program. Briones Youth Academy (BYA) Secure Pathway – This Pathway is designed to provide secure long-term treatment and services to youth who have committed serious offenses per Welfare and Institutions Code Section 707(b) and would have been eligible for commitment to the California Division of Juvenile Justice (DJJ) prior to its closure. In 2021, SB 823 formalized the closure of the California DJJ, the State system that previously housed and treated youth who had committed serious crimes. Those youth are now housed and treated locally in Juvenile Hall, which is deemed a Secure Youth Treatment Facility. Home Supervision – This program is an alternative to detention for low-risk youths who would otherwise be in custody. Probation staff utilize electronic monitoring as a tool to provide intensive supervision to youths released into the community. Reentry Aftercare Deputy Probation Of cers provide transition services and out of custody supervision and support for those youth reintegrating with the community. Intensive supervision and service opportunities are provided to ensure compliance and provide meaningful intervention in the community. Staff work collaboratively with Reentry community-based providers to provide these services. Contra Costa County | FY24-25 Recommended Budget Page 317 397 Care of Court Wards Court Ordered Programs – Probation facilitates care for youth court-ordered to out-of-home treatment, and those in Juvenile Hall. Probation receives federal, state, and County funding for youth ordered into foster care and placed in short-term residential therapeutic programs (STRTPs) by the Superior Court. Medical Services in Detention – Probation has an agreement with the County Health Services Department to provide medical services to those in custody at Juvenile Hall. Other Special Revenue Funds Supplemental Law Enforcement Special Fund (SLESF) This Special Revenue Fund provides state resources from the Juvenile Justice Crime Prevention Act of 2000 to support positive juvenile initiatives. The state funds are used to support positions in the school and community probation programs. In addition to juvenile prevention and diversion activities, Probation personnel provide investigation, supervision, and referral services. Probation Ward of Welfare Fund Pursuant to Welfare and Institutions Code Section 873, revenue for the Probation Ward Welfare Fund came from commissions earned by detention telephone calls. Beginning in FY20-21, phone services were provided free of charge to youth. The Probation Department no longer earns any revenue, though there continues to be a balance in the fund. Community Corrections Performance Incentives Fund SB 678, known as the California Community Corrections Act of 2009, established the Community Corrections Performance Incentives Fund (CCPIF). The State transfers to counties a portion of the cost savings realized by the California Department of Corrections and Rehabilitation from reduced referrals of certain probationers to State Prison. CCPIF revenue is used for evidence-based probation supervision activities with the goal of reducing recidivism among adult probationers between the ages of 18 and 25. Contra Costa County | FY24-25 Recommended Budget Page 318 398 Organizational Chart The Probation Department's FY24-25 recommended full-time equivalent (FTE) position count of 370.0 re ects a net increase of 12 position that resulted from modi cations that occurred during CY23-24: Probation Programs added one Probation Manager, two Probation Supervisor I, two Deputy Probation Of cer II, one Institutional Services Worker, one Information Systems Technician, one Senior Business Systems Analyst, one Contracts and Grants Specialist, and one Administrative Analyst position(s); established the Probation Community Associate classi cation and added three positions; and deleted one Information Systems Programmer/Analyst III position. Probation Facilities added one Material Manager position and deleted one Account Clerk-Experienced Level position. The Recommended Budget incorporates the transfer of seven positions from Probation Facilities to Probation Programs, to align the staf ng costs under the correct operating program for budgetary purposes. This transfer will result in 216.0 FTE positions assigned to Probation Programs and 154.0 FTE positions assigned to Probation Facilities. The Recommended Budget relies on vacancy cost savings of $1.2 million, approximately 4.4% of total salaries and bene ts cost. FY23-24 Adopted FY24-25 Recommended Change 30 - PROBATION 358.0 370.0 12.0 Chief Probation Of cer Assistant Chief Probation Of cer Supportive Services Community Supervision Specialty Services Intensive Supervision Services Investigations and Court Services Juvenile and Adult Of ce of Reentry & Justice Finance and Administrative Services Assistant Chief Probation Of cer Staff Development Professional Services Information Technology Juvenile Institutions Capital Projects Policy and Continuous Quality Improvement Contra Costa County | FY24-25 Recommended Budget Page 319 399 Expenditures Summary The FY24-25 Recommended Budget re ects total expenditure appropriations of $127,174,775, an increase of $4,626,775, or approximately 3.8% from FY23-24. Expenditures have primarily increased in salaries and bene ts as a result of negotiated wage and other increased compensation costs, rising operational cost of services and supplies, and planned facility improvements. 127,174 ,775 $4,626,775 (3.78% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsFixed Assets Other Charges Expenditure Transfers Services And Supplies Salaries And Benefits FY2023FY2024FY2025$0 $25 $50 $75 $100 $125 $150 Contra Costa County | FY24-25 Recommended Budget Page 320 400 Expense Objects Salaries And Bene ts $57,754,718 $73,634,000 $75,358,168 $1,724,168 2.3% Services And Supplies $20,966,124 $27,026,000 $31,215,236 $4,189,236 15.5% Other Charges $2,490,963 $3,164,000 $1,740,804 -$1,423,196 -45% Expenditure Transfers $11,709,545 $18,724,000 $18,560,567 -$163,433 -0.9% Fixed Assets $229,868 $0 $300,000 $300,000 N/A Total Expense Objects:$93,151,218 $122,548,000 $127,174,775 $4,626,775 3.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Expenditures by Fund All Funds General Fund $81,070,138 $104,385,000 $109,178,711 $4,793,711 4.6% Total General Fund:$81,070,138 $104,385,000 $109,178,711 $4,793,711 4.6% Special Revenue Funds Sup Law Enforcement Svcs Fund $4,149,542 $7,307,000 $6,976,064 -$330,936 -4.5% Care of Wards Fund $15,598 $0 $0 $0 0% Comm Corr Performance Inctv Fund $7,915,939 $10,856,000 $11,020,000 $164,000 1.5% Total Special Revenue Funds:$12,081,079 $18,163,000 $17,996,064 -$166,936 -0.9% Total All Funds:$93,151,218 $122,548,000 $127,174,775 $4,626,775 3.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 321 401 Revenues Summary The FY24-25 Recommended Budget assumes revenues of $127,174,775 for the Probation Department, including all Special Revenue funds. The General Fund portion of the total revenue is $109,178,711 with a General Purpose Revenue allocation (net County cost) of $49,457,000. The Department's net County cost is unchanged from FY 23-24. The Department, is therefore, relying on other major revenue sources, particularly State funding through AB 109 (2011 Public Safety Realignment), SB 678 (Community Corrections Performance Incentives Act), Juvenile Justice Crime Prevention Act (JJCPA), Youthful Offender Block Grant (YOBG), and the Juvenile Justice Realignment Block Grant to balance anticipated expenditure increases. 127,174 ,775 $4,626,775 (3.78% vs. prior year) Revenue by Fund General Fund General Fund $81,070,138 $104,385,000 $109,178,711 $4,793,711 4.6% Total General Fund:$81,070,138 $104,385,000 $109,178,711 $4,793,711 4.6% Special Revenue Funds Sup Law Enforcement Svcs Fund $4,149,542 $7,307,000 $6,976,064 -$330,936 -4.5% Care of Wards Fund $15,598 $0 $0 $0 0% Comm Corr Performance Inctv Fund $7,915,939 $10,856,000 $11,020,000 $164,000 1.5% Total Special Revenue Funds:$12,081,079 $18,163,000 $17,996,064 -$166,936 -0.9% Total:$93,151,218 $122,548,000 $127,174,775 $4,626,775 3.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 322 402 Revenues by Source Budgeted Revenues by Source MillionsFederal Assistance State Assistance General Purpose Revenue Other Local Revenue FY2023FY2024FY2025$0 $25 $50 $75 $100 $125 $150 Revenue Source Federal Assistance $411,796 $550,000 $500,000 -$50,000 -9.1% Total Federal Assistance:$411,796 $550,000 $500,000 -$50,000 -9.1% State Assistance $20,028,191 $18,734,000 $18,813,943 $79,943 0.4% Total State Assistance:$20,028,191 $18,734,000 $18,813,943 $79,943 0.4% Other Local Revenue Charges For Services $829,244 $2,000 $2,000 $0 0% Miscellaneous Revenue $32,985,151 $48,044,000 $52,996,768 $4,952,768 10.3% Fund Balance $1,844,529 $5,761,000 $5,405,064 -$355,936 -6.2% Total Other Local Revenue:$35,658,924 $53,807,000 $58,403,832 $4,596,832 8.5% General Purpose Revenue $37,052,307 $49,457,000 $49,457,000 $0 0% Total General Purpose Revenue:$37,052,307 $49,457,000 $49,457,000 $0 0% Total Revenue Source:$93,151,218 $122,548,000 $127,174,775 $4,626,775 3.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 323 403 Key Budget Updates The Probation Department is a key component of the County’s criminal justice system. The Department supervises adults, juveniles, pretrial detainees, and sentenced persons and is administered by the Chief Probation Of cer, who is appointed by the Board of Supervisors. As a criminal justice sanction, probation is a tool that holds people convicted of crimes accountable and helps oversee their rehabilitation using evidence-based rehabilitation strategies. The goals of probation services are to prevent crime and delinquency, reduce recidivism, restore victims, and promote healthy families and communities. The Probation Department’s FY24-25 Recommended Budget increases expenditure appropriations and revenue by approximately $4.6 million, or 3.8%, to $127,174,775. The net increase in expenditures includes an approximate $4.7 million increase in General Fund programs and a $166,936 decrease in Special Revenue Funds. Salaries and bene ts costs, which account for 60% of the budget, re ect an approximate increase of $1.7 million, which is primarily due to negotiated wage and other compensation cost increases. Services and supplies expenditures in General Fund programs, which account for 24% of the budget, re ect an approximate increase of 15.5%, and include planned of ce expansion and maintenance services for improvements to the Morrow House in Martinez. As approved by the Board in November 2023, the Morrow House will serve as a less restrictive transitional housing program for male youths exiting the Briones Youth Academy program. In addition, expenditures are increased due to contracts, interdepartmental agreements, and overall operational costs. The FY24-25 Recommended Budget provides 370.0 positions for the Probation Department and includes a net increase of 12 positions over FY23-24 Adopted, due to midyear position changes. The Probation Department is not requesting any new positions for FY24-25. The proposed position modi cations are to transfer the following 7 positions from Probation Facilities to Probation Programs: 1 Clerk-Senior Level, 3 Clerk-Specialist Level, 2 Deputy Probation Of cer I, and 1 Deputy Probation Of cer III. The position transfers are necessary to align staf ng costs under the appropriate program budget. The staf ng and budget continues in FY 24-25 for four Probation Of cers assigned to court support services, an important but discretionary program, per the Memorandum of Understanding between the County and the Contra Costa County Superior Court. Revenue estimates in the Department's General Fund programs include a General Purpose Revenue allocation (net County cost) of $49.5 million, unchanged from FY23-24. The Department's revenue increases of approximately $4.6 million will be covered using entitlement funds. Primary revenue sources include state revenue through AB 109 (Public Safety Realignment), SB 678 (Community Corrections Performance Incentives Act), Juvenile Justice Crime Prevention Act (JJCPA), Youthful Offender Block Grant (YOBG), and the Juvenile Justice Realignment Block Grant. The Department continues to be vigilant for any new funding opportunities and is also prudent of any changes to funding levels, particularly in its entitlement programs, resulting from the state budget. The Department's Recommended Budget is balanced and relies on an estimated position vacancy cost savings of $1.2 million, which is equivalent to approximately 8 Juvenile Institution Of cer III positions and nominal considering the 95 vacancies throughout the Department. As Probation continues to work collaboratively with community partners to provide services, the County Administrator's Of ce supports the Department's ongoing efforts to ll vacancies in their most critical functions. Contra Costa County | FY24-25 Recommended Budget Page 324 404 Equity in Service Delivery The Contra Costa County Probation Department has remained thoughtful in its delivery of services to ensure the approach to prevention and supervision is equitable and considers the entirety of the county’s population, as well as the unique needs of individuals and groups within the community. Some of the ways Probation has accomplished this are outlined below: Addressing barriers, providing necessities, and increasing access – Mobile supervision units eliminate transportation and accessibility issues for impacted clients, help increase awareness about Probation and its services in the community, at events, and at court, and aid in the delivery of goods and services to community members. Partnerships with county health and eligibility staff facilitate client enrollment in bene ts like Medi-Cal, and enhanced care management through CalAIM. Sustainability bags that include essential toiletries, and items like socks and warm blankets are provided to clients and community members. A partnership with the Contra Costa County Food Bank ensures nutritional food is available at each of Probation's eld of ces and the juvenile facility. Investing heavily in housing and behavioral health services has increased availability and options for help and care. Thoughtful supervision strategies – Probation has carefully considered the individualized needs of clients, and thoughtfully created caseloads to maximize resources while tailoring delivery of services.Specialized efforts include gender responsive caseloads for adult and youth, transitional aged youth caseloads throughout the county, centralizing the processing out of custody referrals in the juvenile intake unit, and relocating the intensive juvenile supervision unit Community Supervision Pathway to East County, where most of the involved youth reside. Partnerships with community-based organizations allow clients and other community members to become informed about a variety of topics to facilitate access to services, and to prevent entry and escalation in the system, by educating young adults and youth about their rights. For youth in the County's juvenile institutions, equitable service efforts include family bonding services for youth and their families, customized and diverse options for pursuit of vocational skills and higher education, and intentional reentry services, like linkage to health care and continued behavioral health aftercare upon release. An array of treatment options addresses the needs of both pre- and post-adjudicated youth in custody. Voter registration services allow all eligible youth an opportunity to vote, despite their custody status. Employment practices – Recruitment is done widely, and diversity of thought and experience is sought to achieve a talented and diverse workforce. Probation is utilizing new strategies, including digital billboards and visits to career, college, and high school job fairs to recruit potential employees from varying backgrounds across the Bay Area. New recruitment efforts include consideration of our community’s resources and demographics, in relation to the demographics of recruitment staff and selected events. Recruitment also includes efforts to hire people with lived experience and expertise related to the adult or juvenile justice system or child welfare system. The Probation Community Associates will aid Deputy Probation Of cers in delivering quality services to adults and youth in the community and within institutions. Probation has a diverse range of staff involved in the Diversity, Equity, and Inclusion (DEI) committee, who are actively seeking partnerships with renowned DEI professionals to provide assessment and consultation in this area. Pretrial Services, intervention, and prevention – There is increased effort to secure provider and service partnerships speci cally tailored to the needs of youth and families not yet involved in the justice system, as well as adults who are still navigating the court process before conviction and sentencing and are participating in the Pretrial Services program. Recognizing the heightened stressors for individuals in times of crisis, the goals of these services are stability, prevention, and de-escalation during times of uncertainty. Through the Department's “Youth of Promise” Fund and in partnership with the Antioch Community Foundation, an equity-focused approach addresses two critical needs: (1) seeding prevention activities within communities where youth are at-risk of system involvement, and (2) distribution of mini-grants to local and emerging non-pro t organizations within those communities to build broader capacity and support within areas that remain underfunded and under-resourced. Staff Development and Training on Engagement with Special Populations – The Probation Department offers a diverse training program that includes working with clients with various developmental disabilities or mental illness, and substance- use disorders. The training offered allows probation staff to understand the common characteristics and behaviors of developmental disabilities, recognize the symptoms of mental illness, and how to de-escalate situations involving special needs clients in crisis. The department also champions and will be administering youth-focused training for its of cers and those of other law enforcement agencies throughout the county through its partnership with Strategies for Youth. The training offers strategies for effective youth interactions by law enforcement based on developmentally appropriate, trauma-informed, and racially equitable approaches. Development and Support for Systems of Care Targeting Unique Justice Populations – The Probation Department continues to build upon the legacy of and enhance the AB 109 reentry service delivery system within the county through its various partnerships with County and community-based service providers. As a result of its impact, the department has sought to replicate and pilot a similar collective impact model that is speci cally designed to coordinate a network of supportive Contra Costa County | FY24-25 Recommended Budget Page 325 405 services for Transition Aged Youth (TAY) (ages 18-25) on probation. Through this network, known as the TAY Service Network, coordinated services are accessible for the department’s specialized TAY caseloads with a future goal of increasing knowledge and capacity among local justice system stakeholders to better address the unique needs of young adults within the system. Data Collection and Analysis for Assessing Community Impact and Trends – To better understand the quality and impact of the department’s various resources across demographics, Probation continues to invest in its internal capacity for data collection and management, research, data analysis, and program evaluation. Through investments in key software technology, it can streamline performance reporting and data analytics while positioning the department’s readiness for robust equity- centered research and evaluative projects. Goals The Probation Department is committed to the following: Community Engagement Probation widely engages the community through various mechanisms including its advisory bodies, community surveys, stakeholder sessions and numerous community events. Nonetheless, the Department will continue to work with the community to determine current and future priorities. Quality Assurance The Of ce of Reentry & Justice is working to build the Department’s capacity for implementing data-driven decision-making approaches through data tracking and analysis with the goal of improving service quality and delivery. Equitable Practices Probation is mindful throughout its entire operations to ensure there is equity among programs, service delivery, staff recruitment, training opportunities, and funding strategies. Probation also has a Diversity, Equity and Inclusion Committee that dedicates time to these efforts. Contra Costa County | FY24-25 Recommended Budget Page 326 406 Accomplishments Probation is pleased to highlight the following accomplishments: Developed thoughtful and equitable supervision strategies Probation has prioritized intervention efforts with Transitional Aged Youth (TAY) and developed a TAY services network in partnership with a non-pro t organization. The goal is to have a multi-system coordination effort, to create clear County and community points of contact, and a single referral process aimed at increasing connection, support, and success. Probation works collaboratively with service providers to provide support for justice-involved young adults in areas of housing, behavioral health, case management, mentorship, educational support, employment services, and other ancillary reentry services. Probation aims to continue to engage community-based service providers working with juvenile justice and TAY populations through ongoing capacity-building efforts, such as one-on-one consultations for enhancing data-driven service delivery and group convening for shared learning and cross-system collaborations. Invested in client-focused services Probation consistently endeavors to create options for help and care. The department has successfully pioneered a partnership with an online therapy service provider, to provide virtual and comprehensive behavioral health services to probation clients via on-demand virtual presentations, live video appointments, and unlimited text messaging and phone calls with therapists. Additionally, Probation has fostered partnerships with other agencies that specialize in cultural competency and employ licensed therapists with lived experience, to provide community-based mental health services to clients. Continued dedication to intervention and prevention Probation established a partnership with a local youth center to deter entry into the juvenile justice system by offering true diversion services at the time of law enforcement contact, or referral to the Probation Department after arrest. The local youth center offers mentorship, academic support, life skills, community service opportunities, and co-ed athletic options to youth countywide. Probation is continuing to implement the Families First Prevention Services Act (FFPSA), in collaboration with the Employment and Human Services Department and community partners. This collaboration has resulted in the California Department of Social Services approving Contra Costa’s Comprehensive Prevention Plan (CPP). The CPP is a coordinated system of cross- sector prevention services, per Welfare and Institutions Code Section 16588. Contra Costa’s plan demonstrates the Department's commitment to providing prevention and intervention services that strengthen families, enable children to remain safely in their homes in a stable and nurturing environment, and positively impact parents, children, and caregivers in the community. A competitive selection of a Community-Based Organization is underway, as is cross-sector training in the selected Evidence Based Practice. Increased Staff Development During the past year, the Staff Development unit has added the Continuous Quality Improvement (CQI) and Evidence-Based practices (EBP) units to begin concentrating efforts on improving the quality and delity of agency processes, procedures, and services. Currently, Probation is in the process of having the Ohio Youth Assessment System (OYAS) and Ohio Risk Assessment System (ORAS) validated. On the training front, Probation has successfully hosted a multi-agency Prison Rape Elimination Act (PREA) train-the-trainer class. Probation also sent several Field Training Of cers to Mental Health Decision-Making training, pursuant to SB 29, to enhance their de-escalation training. Staff Development is currently collaborating with the Center for Criminal Justice Research and Training to bring the Mental Health Decision-Making training to all eld of cers. Contra Costa County | FY24-25 Recommended Budget Page 327 407 Enhanced Professional Services During the past year, Probation's professional services have secured contracts with several advertising agencies to display billboards throughout the Greater Bay Area highways, which has resulted in a signi cant increase in applicants during recruitment. In addition, recruitment committee members and staff have participated in numerous career fairs on college and university campuses, increasing visibility and awareness of the probation eld. The Information Technology team played an integral part in developing and launching the Department's new Case Management System (CMS) in late October 2023. The CMS will enable the department to refer clients to community-based service providers effectively. The new system will also increase ef ciency by monitoring, tracking, and reviewing probation client record information. Continued Investment in special projects and initiatives Currently, in its second grant year cycle, the Of ce of Reentry and Justice (ORJ), in partnership with the Antioch Community Foundation, established the Youth of Promise Fund in 2022. The purpose of the fund is to provide emerging, local nonpro t organizations in East Contra Costa County with mini-grants to support prevention programs and projects for youth at risk of justice-system involvement or to prevent further entrenchment into the system among justice-involved youth. Supported through the Juvenile Justice Crime Prevention Act (JJCPA) funding, the Probation Department’s initial commitment of $100,000 supports the Department’s goal of expanding the pool of funding for programs that focus on academic success, mentorship, leadership, development, and employment. In 2023, 19 organizations were awarded mini-grants of up to $10,000 each. In the future, the Department expects to expand the funding to serve other regions of the county. Under Measure X, ORJ has developed a community-based restorative justice initiative that aims to embed restorative justice (RJ) practices and programming throughout the county. With a one-time allocation of $2 million in Measure X sales tax funds, the ORJ contracted with a consulting and research group to assess community needs and develop a plan for RJ programming across juvenile and adult justice systems. The consulting team engaged the community in feedback sessions, which included a community-wide survey and a community stakeholder workshop with multiple providers in attendance, including approximately 45 key community leaders representing different parts of the county. A nal report of ndings and recommendations is expected to be released by the second quarter of 2024 and will set the stage for implementing restorative justice principles, practices, and approaches countywide. The Probation Department was also presented with $1.18 million in federal funds last summer in recognition of the Department’s training initiative with Strategies for Youth – a nationally renowned nonpro t training and advocacy organization dedicated to ensuring the best possible outcomes for youth interacting with law enforcement. ORJ sought these federal funding dollars to launch a three-year initiative by providing an evidence-based training program to improve local law enforcement of cers' interactions and engagement with youth. This training program is available to all law enforcement agencies in the county at no cost. With the application of the strategies learned during the training, this initiative seeks to reduce the number of youth arrests across the county. ORJ has also partnered with a university to evaluate the outcomes and impact of the countywide training. The rst training cohort is anticipated to launch in April 2024. Contra Costa County | FY24-25 Recommended Budget Page 328 408 Performance Measures Operations Indicators Contra Costa County | FY24-25 Recommended Budget Page 329 409 Public Defender Ellen McDonnell Public Defender For more information, call 925-335-8000 or visit https://www.cocopublicdefenders.org DEPARTMENT OVERVIEW Department Description The Of ce of the Public Defender is dedicated to ensuring justice for indigent persons accused of crimes in Contra Costa County. Nearly 12,000 cases were referred to the Public Defender for legal representation last year. Public Defender clients are indigent, the vast majority are people of color, many are unhoused and have untreated behavioral health challenges. The Department’s core mission is to provide high quality legal representation. Each client’s case is represented by attorneys that are recognized for providing vigorous and client-centered advocacy. Holistic defense approaches are applied to address the root causes of clients’ system involvement and make connections with community-based resources. These additional supports aid client stabilization efforts conducive to reduced incarceration rates, increased public safety in communities, and ef cient County operations. Program Area Descriptions Felony and Misdemeanor Units Teams of attorneys who represent clients in criminal court in cases ranging from misdemeanors to serious felonies. Youth Defender Unit A team of attorneys and advocates who represent children in juvenile delinquency court and engage in holistic advocacy to provide the best client outcomes. Immigration Unit & Stand Together Contra Costa A team of attorneys who provide legal representation to indigent immigrants facing deportation in immigration court and who work closely with attorney teams to mitigate adverse immigration consequences for Public Defender clients in criminal court. Stand Together Contra Costa (STCC) provides no-cost rapid response support, legal defense services to immigrants in partnership with local community-based organizations. Research & Strategic Litigation Unit A team of attorneys who engage in researching legal issues, litigate under the Racial Justice Act, and handle cases for those who suffered unjust convictions and inequitably lengthy prison sentences and who are now eligible to be resentenced. Mental Heal th Unit A team of attorneys that defend individuals with psychiatric disabilities and who advocate for clients to participate in Mental Health Diversion, Behavioral Health Court, and represent individuals in civil commitment, Conservatorship, Assisted Outpatient Treatment (AOT), Incompetent to Stand Trial, and other mental health related legal proceedings. Investigation Unit Highly trained investigators who support attorneys by providing investigative services to ensure that attorneys have access to all relevant information to effectively defend clients. Client Services Unit A team of advocates and forensic social workers who connect clients to critical community-based services, identify alternatives to custody, and support attorneys in providing multidisciplinary, holistic representation. AB 109 & Innovative Programs A suite of innovative and holistic programs that assist individuals with record clearance through Clean Slate, expand access to counsel through Early Representation and Arraignment Court, and provide access to housing and other critical services through the Holistic Intervention Partnership (HIP) program. Contra Costa County | FY24-25 Recommended Budget Page 330 410 Organizational Chart The FY24-25 Recommended Budget includes 191.5 full-time equivalent (FTE) positions in the Public Defender's Of ce, which is an increase of a 1.0 FTE position compared to the FY23-24 Adopted Budget. The change is the net result of mid-year position adjustments that added 2.0 FTE positions and the proposed elimination of a 1.0 FTE position. Mid-year, the Department added one Public Defender Client Services Specialist to provide Holistic Intervention Partnership grant case coordination and resources and one Deputy Public Defender III-Project to provide Public Defense Pilot Program post-conviction relief services. The Recommended Budget includes the elimination of one Intermediate Clerk-Project due to grant funding cuts to the Public Defense Pilot Program in the Governor’s Proposed Budget. FY23-24 Adopted FY24-25 Recommended Change 43 - PUBLIC DEFENDER 190.5 191.5 1.0 Public Defender Administration & Finance Misdemeanor Unit Strategic Litigation & Research Mental Heal th Unit Post Conviction Unit Investigation Clerical Support Felony Unit Juvenile Unit AB 109 Innovative Programs Immigration Unit Client Services Contra Costa County | FY24-25 Recommended Budget Page 331 411 Expenditures Summary The Recommended Budget re ects total expenditures of $50,716,679, a cost increase of $4,387,449, or 9.47%, compared to the FY23-24 Adopted Budget. 50,716,679 $4 ,387,449 (9.47% vs. prior year) Expenditures by Expense Type The Public Defender's Of ce expenditure allocations assume a net salaries and bene ts cost increase of $4,886,915. Negotiated wage and other bene t costs, the addition of 5 positions, and attorney salary reallocations account for an approximate salaries and bene ts cost increase of over $5.5 million, and cuts to state grant funding reduced salary costs by $525,609. Services and Supplies re ect a net decrease of $451,066, which is primarily due to a reduced contracted temporary services cost of $600,472 in the Department's federally funded Justice Assistance Grant program. Budgeted and Historical Expenditures by Expense Type MillionsExpenditure Transfers Other Charges Fixed Assets Services And Supplies Salaries And Benefits FY2023FY2024FY2025$-10 $0 $10 $20 $30 $40 $50 $60 Contra Costa County | FY24-25 Recommended Budget Page 332 412 Expense Objects Salaries And Bene ts $33,377,163 $40,032,064 $44,872,440 $4,840,376 12.1% Services And Supplies $5,917,157 $6,953,380 $6,502,314 -$451,066 -6.5% Other Charges $57 $98,805 $119,835 $21,030 21.3% Expenditure Transfers -$1,008,375 -$1,075,019 -$1,097,910 -$22,891 2.1% Fixed Assets $0 $320,000 $320,000 $0 0% Total Expense Objects:$38,286,001 $46,329,230 $50,716,679 $4,387,449 9.5% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 333 413 Revenues Summary The summary re ects total revenue of $50,716,679 for the Public Defender's Of ce, a $4,387,449, or 9.47% increase from the FY23-24 Adopted Budget. 50,716,679 $4 ,387,449 (9.47% vs. prior year) Revenues by Source The Recommended Budget re ects a General Purpose Revenue allocation (net County Cost) of $40,240,276, which is approximately 79.3% of the Public Defender's Of ce revenue. The net County Cost includes a Measure X tax revenue allocation of $848,896 for the Department's Stand Together Contra Costa program. Other major funding sources include State 2011 Public Safety Realignment (AB 109) reimbursements of approximately $6.6 million and $2.7 million from federal and state grants. The assumed revenue decrease of $980,000 in grants and donations is primarily due to the federal Justice Assistance Grant funding reduction of $425,399 and state Public Defense Pilot Program funding cut of $504,385. Budgeted Revenues by Source MillionsState Assistance Other Local Revenue General Purpose Revenue FY2023FY2024FY2025$0 $10 $20 $30 $40 $50 $60 Contra Costa County | FY24-25 Recommended Budget Page 334 414 State Assistance State Aid Realignment- VLF $2,128 $2,500 $2,200 -$300 -12% State Aid Realignment- Sales Tax $45,547 $52,000 $50,000 -$2,000 -3.8% State Aid Mandated Expenditures $8,581 $9,000 $36,000 $27,000 300% Miscellaneous State Aid $142,307 $905,734 $551,917 -$353,817 -39.1% Total State Assistance:$198,563 $969,234 $640,117 -$329,117 -34% Other Local Revenue Gen Svc-Bldg Ocpncy Costs $98 $0 $0 N/A Reimbursements- Gov/Gov $5,068,344 $6,581,984 $7,185,280 $603,296 9.2% Misc Grants & Donations $2,512,992 $3,631,012 $2,651,006 -$980,006 -27% Total Other Local Revenue:$7,581,434 $10,212,996 $9,836,286 -$376,710 -3.7% General Purpose Revenue General Purpose Revenue $30,506,005 $35,147,000 $40,240,276 $5,093,276 14.5% Total General Purpose Revenue:$30,506,005 $35,147,000 $40,240,276 $5,093,276 14.5% Total:$38,286,001 $46,329,230 $50,716,679 $4,387,449 9.5% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 335 415 Key Budget Updates The Public Defender’s FY24-25 Recommended Budget increases expenditure appropriations and revenue within the General Fund by approximately $4.4 million. This is a 9.5% increase compared to the Department's FY23-24 Adopted Budget. Salaries and bene ts appropriations re ect a net increase of $4.8 million (12.1%), which accounts for 88% of the budget. Though an increase in this proportion for the Public Defender's Of ce is not typical, the FY23-24 Adopted Budget salaries and bene ts increase exceeded $5.6 million due to substantial staf ng increases totaling 18.0 FTE positions. The Recommended salaries and bene ts cost increases are a result of additional staf ng, salary, and bene t cost changes since the FY23-24 Adopted Budget. Those with the greatest impact are the reclassi cations and salary reallocations completed in August 2023 for the Department's attorney classi cations, negotiated wage and other increased compensation costs, and an appropriation of $1.2 million for the 5.0 FTE positions that were added to address the workload from the re-litigation of criminal cases related to the Racial Justice Act and police misconduct. A reduction of $525,609 to salaries and bene ts costs is due to the Governor's Proposed cut to the Public Defender Pilot Program grant-funding. Due to the Department's existing vacancies in project positions that are speci cally tied to this grant-funded program, the reduction has no impact on existing staf ng levels. The Public Defender's Of ce currently carries 23 vacant positions with an approximate salary and bene t cost of $5.3 million. The Department's FY23-24 Adopted Budget added 18 positions, and the Department has been actively recruiting and lling positions as quickly as possible. Additionally, the Public Defender's Of ce has implemented new recruitment and retention strategies that have rendered greater candidate pools and more structured career pathways for attorneys. The Recommended Budget relies on a vacancy savings of only $33,059 to balance, and the Department's net County Cost increase allows for continued and unrestricted lling of vacant funded positions in FY24-25. The Recommended Budget includes a County General Purpose Revenue allocation (net County Cost) increase of $5,093,276, or 14.5%, compared to the FY23-24 Adopted. The net County Cost includes a Measure X tax revenue allocation of $848,896 for the Department's the Stand Together Contra Costa (STCC) program, which provides legal representation services to indigent immigrant clients in criminal court facing deportation. The program's total expenditure allocation is $2,123,896, and is supported by the following revenue sources: General Purpose Revenue ($1,086,000, or 51%), Measure X ($848,896, or 40%), and 2011 Public Safety Realignment Community Corrections Partnership ($189,000, or 9%). The Department's revenue estimates include cuts to both federal and state funding, which re ect a net decrease of $705,827. The Department's grant-funded programs include project speci c classi cations and positions, and the assumed revenue shortfalls do not impact existing employees. These funding impacts, along with new unfunded Racial Justice Act litigation state mandates and continuing increases in Conservatorship cases may further strain the Department's resources. The County Administrator's Of ce will continue to work closely with the Department on its budget monitoring activities and assessment of state funding impacts from the Governor's May Revise on attorney caseloads. The Public Defender requested the addition of 4.0 FTE positions, which are not being proposed due to the request fully relying on additional General Purpose Revenue allocations. The Department's Recommended salaries and bene ts expenditures include variables such as recent attorney salary reallocation, reclassi cations, and promotion restructuring that may have greater impacts than proposed. In addition, the Department is anticipating caseload growth tied to unfunded mandates, which may require a future comprehensive assessment of staf ng priorities. Contra Costa County | FY24-25 Recommended Budget Page 336 416 Equity in Service Delivery The Public Defender's Of ce runs initiatives and programs that prioritize advancing equity for Contra Costa community members who are served by the Department. The Public Defender ercely and aggressively defends individuals charged with crimes throughout the county. All of Public Defender's clients are indigent, and many are mentally ill and unhoused. Nearly 37% of the Public Defender’s clientele identify as black, and approximately 30% identify as Latinx. Public Defender clients are some of the most vulnerable and marginalized community members in Contra Costa County. In addition to litigation inside the courtroom, the Public Defender's Of ce strives to advance equity and further community stability for thousands of community members each year. The Department aims to achieve this through its holistic defense approach, which features a wide array of specialized programs, units, and partnerships. The Department also prioritizes advancing equity within the workplace, through its commitment to a leadership model and an of ce culture that is focused on diversity and inclusion. Holistic Intervention Partnership (HIP) HIP knits together an integrated, multidisciplinary team of public agencies and community-based organizations. The HIP team provides support and community reentry resources to improve outcomes for community members who struggle with mental illness, substance dependence, and homelessness. The HIP model has been shown to reduce future arrest and system involvement for program participants, many of whom are persons of color. Stand Together Contra Costa (STCC) STCC is a collaborative legal services and public education partnership between the Public Defender's Of ce and local community-based organizations. STCC provides essential immigrant legal services, community outreach, and public education to ensure that immigrant families have access to accurate and trusted information on the rapidly evolving immigration legal landscape. In immigration court, free legal services are not provided for those who cannot afford to pay for an attorney. Before the creation of STCC, there were zero pro bono deportation defense services available in Contra Costa County. Now, approximately 13,016 Contra Costa residents have pending immigration cases. STCC provides no-cost legal representation in deportation proceedings before the immigration court, promoting due process for immigrant community members. Research and Strategic Litigation Unit Launched in 2023, the Research and Strategic Ligation unit merges the Department's post-conviction relief work with the burgeoning Racial Justice Act litigation that began in 2021 when the landmark California Racial Justice Act (RJA) was enacted. The Research and Strategic Ligation unit conducts innovative and cutting-edge litigation on the Racial Justice Act front while continuing to provide individuals serving state prison sentences with critical post-conviction relief. This includes requesting resentencing for those serving inequitably long state prison sentences as well as utilizing new legal reforms to reduce mass incarceration. Since 2022, the Public Defender's Of ce has achieved the resentencing of 108 individuals through its post- conviction litigation. Of these individuals, 56% were Black, 17% were Latinx, and 2% were American Indigenous. The Public Defender's Of ce also accomplished the vacatur of 15 convictions for individuals, 100% of whom are Latinx. Public Defender/Center for Policing Equity Partnership The Department has partnered with The Center for Policing Equity (CPE) to complete a comprehensive study to support and expand the Department’s capacity to litigate under the Racial Justice Act more effectively, as well as to study the social and economic determinants that in uence a client’s interactions with the local criminal legal system. CPE will provide access to social and data scientists, public health experts, and community engagement professionals that will utilize qualitative and quantitative methodologies to develop locally relevant solutions to inequities in policing and public safety systems. Data ndings are expected to center on voices of Black and non-white communities most impacted by disparities in public safety systems. The Department will also rely on ndings from the CPE study to develop interventions in the earliest stages of the criminal process to prevent detrimental downstream impacts on clients, provide additional holistic services that address barriers to justice, and support healthier, safer, and fairer communities. Contra Costa County | FY24-25 Recommended Budget Page 337 417 Clean Slate Program The Clean Slate Unit serves thousands of community members each year and ensures second chances for those who have a criminal conviction by providing record clearance relief. This Unit helps indigent community members overcome barriers to employment, housing, education, and public bene ts created by criminal convictions. In addition to robust community outreach and education efforts, the Clean Slate Unit has expanded its record clearance relief to add newly enacted legal remedies for clients. Youth Early Intervention Partnership (YEIP) Program The YEIP program is a public-private partnership between the Public Defender's Of ce and multiple County agencies and community-based partners. This partnership provides community-based case management, legal advocacy, and support services to youth who have had contact with law enforcement, but have not yet been formally charged with a crime. The program’s goal is to prevent or minimize system involvement for youth whose contact with law enforcement has not yet resulted in involvement with the legal system. Advancing Equity Internally To advance equity externally, the Public Defender's Of ce recognizes that it must also place a priority on advancing equity internally. In 2022, the Department appointed a Public Defender Equity Manager to formalize the Department’s commitment to developing a diversity, equity, and inclusion training framework and to emphasize diversity through recruitment efforts. The Public Defender's Of ce also cultivates a supportive environment which celebrates the diversity of all team members and hosts equity-centered staff events throughout the year. Contra Costa County | FY24-25 Recommended Budget Page 338 418 Goals The Public Defender's Of ce strives to accomplish the following goals for FY24-25: Continue addressing the cases of those impacted by the Antioch Police Department racism scandal. The Public Defender's Of ce has identi ed over 500 individuals currently serving prison sentences or placed on probation who were potentially impacted by the Antioch Police Department scandal. The department will continue screening each of these cases and litigating any constitutional or statutory violations for those impacted by racist policing, excessive force, or other due process violations. Complete a comprehensive technology upgrade to a mobile computing platform for staff providing direct client services, such as attorneys, to access digital les from the online case management system and discovery when in court, in the eld, or while visiting incarcerated clients. Increase litigation support for attorneys through the onboarding of the Case Preparation Assistant positions. These newly staffed positions will support Public Defender attorneys by handling a variety of tasks including reviewing and updating case-related information in the department’s case management system, organizing, and indexing digital case- related discoveries, and preparing digital media in preparation for litigation. Continue to invest in its commitment to department-wide Diversity, Equity, Inclusion, and Belonging (DEI-B) training which will continue to include individual and group leadership training, all staff training, and to continue employing culturally responsive, restorative, and con ict resolution approaches. This internal equity work will ensure that the Public Defender's Of ce continues to advance equity, belonging, and justice throughout the Department. Continue a research partnership with a team of data scientists, public health experts, and community engagement professionals to utilize qualitative and quantitative methodologies to better understand the social and economic determinants that in uence the Public Defender's clients' interactions with the local criminal legal system and to improve services and outcomes for the client population. The Department is also engaging in building its capacity to store and analyze data relevant to the Racial Justice Act litigation. Contra Costa County | FY24-25 Recommended Budget Page 339 419 Accomplishments The Public Defender’s Of ce experienced several notable accomplishments in 2023: Addressing Police Misconduct In the Spring of 2023, a Federal Bureau of Investigation and District Attorney investigation into the Antioch Police Department (APD) revealed hundreds of racist and homophobic text messages involving nearly half of the APD’s of cers. The text messages exposed signi cant police misconduct and demonstrated pervasive racism and the targeting of people of color by APD of cers. This misconduct impacts thousands of clients represented by the Public Defender’s Of ce. In May 2023, the Board of Supervisors added 5 attorney positions to the Public Defender's Of ce to address the thousands of cases impacted by the APD scandal. The Department has diligently and expeditiously recruited and lled the positions to prevent delays with the Department's obligation to litigate Racial Justice Act claims and review cases for conviction integrity. These efforts have been critical to directly addressing police misconduct and systemic racism that widely impacts many Contra Costa community members who have been victimized by the local police. Research and Strategic Litigation Unit Launch In November of 2023, the Public Defender's Of ce launched the Research and Strategic Ligation Unit (RSL). This unit is a merger of the legal research and writing and post-conviction relief work unit with the burgeoning Racial Justice Act litigation that the Department began in 2021 when the landmark California Racial Justice Act was enacted. RSL conducts innovative and cutting-edge litigation on the Racial Justice Act front while continuing to provide individuals serving state prison sentences with critical post-conviction relief. This includes resentencing requests for those serving inequitably long state prison sentences as well as utilizing new legal reforms to reduce mass incarceration. Since 2022, the Department has achieved the resentencing of 108 individuals through its post-conviction litigation. Of these individuals, 56% were Black, 17% were Latinx, and 2% were American Indigenous. The Department has also accomplished the vacatur of 15 convictions for individuals, 100% of whom are Latinx. Reclassi cation of the Entry Level Deputy Public Defender Position In August of 2023, the Board of Supervisors reclassi ed the entry level Deputy Public Defender – Fixed Term classi cation to Deputy Public Defender I (DPD I). The newly created DPD I classi cation eliminated the 36-month employment “contract” system in the previous entry level classi cation and created a more predictable promotional pathway for entry level attorneys. The reclassi cation is consistent with the regional industry standard and has signi cantly strengthened the Department’s attorney recruitment and retention capacity. HIP Grant Launch The Public Defender continues to expand its work in the holistic defense arena. The Department, together with the County Health Department, secured a $6 million grant from the Board of State and Community Corrections (BSCC) in 2022. The grant has allowed the Department to expand its Holistic Intervention Partnership (HIP) program, particularly its most recent focus on securing housing for those at risk of or suffering from homelessness. 800 Ferry Street Remodel In 2023, the Department completed a remodel of the 800 Ferry Street of ce in Martinez. The remodel was necessary to make common areas, including break rooms and restrooms, compliant with the Americans with Disabilities Act standards. The remodel also upgraded the ooring, paint, and all staff workstations, and added new staff workspaces. Contra Costa County | FY24-25 Recommended Budget Page 340 420 Performance Measures Cases Referred in Calendar Year 2023 Type of Case Cases Felonies 2,384 Misdemeanors 4,071 Youth Defense 401 Mental Health/Conservatorship 642 Revocations 1,530 Post-Conviction 140 Clean Slate 3,036 Immigration 142 Total Cases Referred 12,346 Clients Provided with pre-arraignment legal consultation through the Arraignment Court Early Representation Program (ACER) This measure tracks the number of individuals represented in arraignment court. FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 Number of clients represented at arraignment 4,327 3,175 2,184 2,269 3,469 Number of individuals released at arraignment 1,560 1,297 987 806 862 Clean Slate Petitions Filed This measure tracks the number of Clean Slate petitions led for clients. FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 Clean Slate petitions led 4,412 1,700 3,239 3,060 6,266 Clean Slate petitions granted 3,559 675 2,411 2,233 5,058 Operating Indicators These measures track cases referred to the Department by calendar year for each category of case. CY 2018 CY 2019 CY 2020 CY 2021 CY 2022 Total cases referred 18,876 19,786 15,447 13,778 16,752 Misdemeanors 6,980 7,359 5,136 4,681 4,231 Felonies 3,765 3,849 3,527 3,239 2,985 Youth Defense 528 513 412 298 408 LPS (Conservatorship)318 286 255 341 558 Revocations 4,787 5,401 2,869 2,344 1,696 Clean Slate 2,320 2,208 3,147 2,569 6,320 Miscellaneous 178 170 101 306 554 Contra Costa County | FY24-25 Recommended Budget Page 341 421 Sheriff - Coroner David O. Livingston Sheriff - Coroner, Elected For more information, call (925) 655-0000 or visit https://www.cocosheriff.org DEPARTMENT OVERVIEW Department Description The Contra Costa County Of ce of the Sheriff works in partnership with the County's diverse community to safeguard the lives, rights, and property of the people served. With unwavering dedication, the Sheriff's Of ce provides innovative professional law enforcement services by maintaining core values and always operating with the highest ethical standards. Program Area Descriptions Field Operations Bureau Patrol Division Provides 24-hour per day law enforcement services to the unincorporated areas of the County and contracted agencies. Of cers on patrol respond to emergency calls for service through the 911-dispatch function, as well as provide law enforcement services through self-initiated activity. Special Operations Division Provides 24-hour per day law enforcement services to the incorporated cities and Special Districts through contract agreements and other law enforcement contracts. Additionally, this division encompasses marine patrol, helicopter program, and contract facility security services for the Health Services Department and the Employment and Human Services Department. Investigation Division Conducts follow-up investigations of all reported serious crimes that occur in the unincorporated areas of Contra Costa County, as well as in the cities and districts that contract for investigative services. This division also includes the Civil Unit, which carries out legal mandates of the Government Code and Code of Civil Procedure to serve all processes of the courts that are delivered to the Sheriff. Contra Costa County | FY24-25 Recommended Budget Page 342 422 Support Services Bureau Emergency Services Division Provides emergency preparedness planning and coordination, vulnerability assessment, and emergency response to natural and man-made disasters. This division also provides personnel and equipment support for response to critical incidents, major crimes, or other signi cant events and provides direction at the command level. Coroner's Division Investigates and determines the circumstances, manner, and cause of all sudden, violent, unusual, and unattended deaths that occur in the County. The division is responsible for the operation of the County morgue, the functions of which are mandated by state law. Technical Services Division Provides an essential communications link for the public and operations units of the Of ce of the Sheriff, including radio dispatching and processing of computer information requests. The division also provides eet management, maintenance of crime reports, criminal information, and warrant les. Forensic Services Division Provides the objective examination, evaluation, and comparison and interpretation of physical evidence related to the investigation of crimes. The Criminalistics Laboratory provides physical evidence examination to all government agencies in the County, offset by fees paid contractually or on a fee-for-service basis. Custody Services Bureau Constitutionally, humanely, and professionally, the Custody Services Bureau provides housing and custody for sentenced and unsentenced inmates arrested or remanded to the Of ce of the Sheriff by law enforcement agencies and courts within the County. West County Detention Division This division includes the West County Detention Facility (WCDF) and Custody Alternative Facility (CAF), as well as the Food Services and Inmate Services Units, and the future West County Reentry Treatment and Housing Replacement (WRTH) facility. Martinez Detention Division This division includes the Martinez Detention Facility (MDF), Marsh Creek Detention Facility (MCDF), Court Services, and the Administrative Services Unit, including the County Administration Building Security Unit. Administrative Services Bureau Training Division Responsible for the coordination of the training of personnel for the Sheriff ’s regional Basic Law Enforcement Academy operations and in-service training. Professional Standards Division Responsible for the hiring and recruiting process for all classi cations, background investigations, public affairs and photographs, and planning and research tasks. The Planning and Research Unit processes Public Record Act requests, diverse administrative functions related to claims and lawsuits, and manages the Illness Prevention Program. Contra Costa County | FY24-25 Recommended Budget Page 343 423 Personnel and Finance Division Controls the Of ce of the Sheriff's personnel system, including processing hiring, promotion, and separation actions and conducting employee relations activities. This division also prepares and monitors the department budget and administers and monitors all grants and contracts. OTHER FUNDS Central Identi cation Bureau Provides for operation of the statewide Automated Fingerprint Identi cation System for all law enforcement agencies in the County. Monies budgeted in this fund will be spent pursuant to the direction of the Remote Access Network Board. Controlled Substance Analysis Provides criminalistics laboratory analysis of controlled substances in a timely fashion to increase the effectiveness of criminal investigation and prosecution. Countywide Gang & Drug Trust 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 Of cer, and a representative from the County Police Chiefs Association. County Law Enforcement Capital Projects Provides for the replacement and enhancement of a countywide law enforcement communication and helicopter major parts replacement. Narcotic Forfeiture 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. The budget is divided into federal, state and local, and Department of the Treasury forfeited assets. Inmate Welfare Fund Pursuant to Penal Code Section 4025, provides revenues associated with the detention commissary and commission from detention pay telephones. These revenues are used to fund educational opportunities for inmates. Supplemental Law Enforcement Services Funds (SLESF) – Front Line Enforcement and Jail Operations 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. Traf c Safety Provides for the cost of of cial traf c control devices, the maintenance thereof; equipment and supplies for traf c law enforcement and traf c 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 service area. Trial Court Security Provides state AB 109 Public Safety Realignment funding for bailiff and court security services for the Superior Court. Law Enforcement Training Center (Enterprise Fund) Established as a cost-neutral enterprise fund, the Sheriff ’s Of ce with the Contra Costa College District provides specialized training to law enforcement personnel at Los Medanos Community College. Contra Costa County | FY24-25 Recommended Budget Page 344 424 Organizational Chart The Sheriff ’s Of ce FY24-25 Recommended Budget includes a proposed FTE allocation of 1,164.5, which includes 1,141.5 in the General Fund, 17.0 in the Law Enforcement Training Center and 6.0 in the Welfare Fund. The recommended FTE position count of 1,164.5 re ects the net of the following position modi cations: The midyear additions of a Criminalist III position in the Forensic Services Division's Latent Print Unit, three Sheriff's Specialist positions in the Custody Services Bureau, and two Chief of Police-Contract Agency-Exempt positions for promotional city contracted assignments. The proposed additions of six Sheriff's Aide positions and six Deputy Sheriff-40 Hours positions to staff the West County Reentry Treatment and Housing Replacement (WRTH) facility in Richmond. The proposed additions of one Administrative Analyst, one Accountant I, one Clerical Supervisor, four Sheriff ’s Specialist, and one Records Manager positions, and the proposed deletions of two Account Clerk-Advanced Level, one Clerk-Senior Level, one Sheriff ’s Dispatcher II, two Sheriff ’s Aide, one Clerk-Experienced Level, and one Biometric Systems Specialist positions. FY23-24 Adopted FY24-25 Recommended Change 25 - SHERIFF-CORONER 1,146.5 1,164.50 18.0 Sheriff - Coroner Elected Undersheriff Field Operations Bureau Patrol Division Special Operations Division Investigation Division Support Services Bureau Emergency Services Division Coroner's Division Technical Services Division Forensic Services Division Custody Services Bureau West County Detention Division Martinez Detention Division Administrative Services Bureau Training Division Professional Standards Division Personnel & Finance Division Contra Costa County | FY24-25 Recommended Budget Page 345 425 Expenditures Summary The FY24-25 Recommended Budget re ects total expenditure appropriations of $335,872,593, an increase of $17,082,344, or 5.36%, from the FY23-24 Adopted Budget. 335,872,593 $17,082,344 (5.36% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsFixed Assets Expenditure Transfers Other Charges Services And Supplies Salaries And Benefits FY2023FY2024FY2025$0 $100 $200 $300 $400 Expense Objects Salaries And Bene ts $230,329,630 $264,015,244 $274,432,456 $10,417,213 3.9% Services And Supplies $32,350,543 $30,136,556 $31,836,071 $1,699,515 5.6% Other Charges $383,390 $11,284,311 $14,233,319 $2,949,008 26.1% Expenditure Transfers $5,964,964 $8,293,268 $8,626,269 $333,001 4% Fixed Assets $1,182,951 $5,060,871 $6,744,478 $1,683,607 33.3% Total Expense Objects:$270,211,479 $318,790,250 $335,872,593 $17,082,344 5.4% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 346 426 Expenditures by Fund All Funds General Fund $263,716,431 $310,832,904 $327,816,801 $16,983,897 5.5% Total General Fund:$263,716,431 $310,832,904 $327,816,801 $16,983,897 5.5% Special Revenue Funds County Law Enfrcmt-Cap Proj Fund $464 $211,000 $211,000 $0 0% Criminalistics Lab Fund $10 $24,000 $24,000 $0 0% Traf c Safety Fund $10 $16,000 $16,000 $0 0% Sheriff Nar Forfeit- ST/Local Fund $442 $100,000 $100,000 $0 0% Sheriff Forfeit-Fed-DoJ Fund $10 $7,000 $7,000 $0 0% Sup Law Enforcement Svcs Fund $706,824 $1,078,000 $1,100,000 $22,000 2% Sheriff Forfeit-Fed Treasury Fund $10 $2,000 $2,000 $0 0% Prisoners Welfare Fund $718,640 $1,081,795 $1,120,090 $38,295 3.5% CO-Wide Gang and Drug Fund $22,072 $182,000 $182,000 $0 0% Central Identify Bureau Fund $2,567,890 $2,437,000 $2,437,000 $0 0% Total Special Revenue Funds:$4,016,372 $5,138,795 $5,199,090 $60,295 1.2% Enterprise Funds Sheriff Law Enf Training Fund $2,478,676 $2,818,551 $2,856,702 $38,151 1.4% Total Enterprise Funds:$2,478,676 $2,818,551 $2,856,702 $38,151 1.4% Total All Funds:$270,211,479 $318,790,250 $335,872,593 $17,082,344 5.4% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 347 427 Expenditures by Function Expenditures Law & Justice Co Law Enf Comptr Cap-Prj $464 $50,000 $50,000 $0 0% Co Law Enf Comm Cap-Proj $0 $1,000 $1,000 $0 0% Co Law Enf Hlcptr Cap Prj $0 $160,000 $160,000 $0 0% Sher Forfeit-Fed-Doj $10 $7,000 $7,000 $0 0% Sher Narc Frfeit- St/Local $442 $100,000 $100,000 $0 0% Sheriff $147,158,658 $172,367,270 $186,000,307 $13,633,038 7.9% Criminalistic Lab Fund $10 $24,000 $24,000 $0 0% Sheriff Law Enf Trng Cntr $2,478,676 $2,818,551 $2,856,702 $38,151 1.4% Slesf-Jail Constr & Ops $537,722 $586,000 $600,000 $14,000 2.4% Slesf-Front Line Enf- Co $169,102 $492,000 $500,000 $8,000 1.6% Sher Forfeit-Fed Treasury $10 $2,000 $2,000 $0 0% Central Identify Bureau $1,308,344 $1,437,000 $1,437,000 $0 0% Co-Wide Gang And Drug $22,072 $182,000 $182,000 $0 0% Prisoners Welfare $718,640 $1,081,795 $1,120,090 $38,295 3.5% Ab 879 $1,259,546 $1,000,000 $1,000,000 $0 0% Sheriff Contract Svcs $14,166,776 $19,783,664 $19,956,266 $172,602 0.9% Custody Services Bureau $92,579,985 $105,116,146 $107,104,133 $1,987,987 1.9% Coroner $3,873,006 $3,537,078 $3,771,762 $234,684 6.6% Emergency Services $5,938,006 $10,028,747 $10,984,333 $955,586 9.5% Traf c Safety $10 $16,000 $16,000 $0 0% Total Law & Justice:$270,211,479 $318,790,250 $335,872,593 $17,082,344 5.4% Total Expenditures:$270,211,479 $318,790,250 $335,872,593 $17,082,344 5.4% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 348 428 Revenues Summary The FY24-25 Recommended Budget re ects total revenue of $335,872,593 for the Sheriff's Of ce, including all Special Revenue funds. The General Fund portion of revenue is $327,816,801 and includes a General Purpose Revenue allocation (net County cost) of $144,856,831, which is a 10.9% increase compared to the FY23-24 Adopted Budget. The remaining budgeted revenue includes $5,199,090 in the Special Revenue fund and $2,856,702 in the Sheriff Law Enforcement Training Fund. 335,872,593 $17,082,344 (5.36% vs. prior year) Revenues by Source Budgeted Revenues by Source MillionsFederal Assistance Other Local Revenue State Assistance General Purpose Revenue FY2023FY2024FY2025$0 $100 $200 $300 $400 Contra Costa County | FY24-25 Recommended Budget Page 349 429 Revenue Source Federal Assistance $1,778,816 $2,914,333 $2,933,902 $19,569 0.7% Total Federal Assistance:$1,778,816 $2,914,333 $2,933,902 $19,569 0.7% State Assistance $95,291,971 $94,950,281 $96,347,586 $1,397,305 1.5% Total State Assistance:$95,291,971 $94,950,281 $96,347,586 $1,397,305 1.5% Other Local Revenue License/Permit/Franchises $63,945 $32,000 $32,000 $0 0% Fines/Forfeits/Penalties $64,687 $183,000 $183,000 $0 0% Use Of Money & Property $248,013 $108,000 $142,090 $34,090 31.6% Intergovernmental Revenue $1,863,135 $1,769,660 $1,769,660 $0 0% Charges For Services $35,446,476 $38,393,902 $38,625,628 $231,726 0.6% Miscellaneous Revenue $35,591,361 $49,756,030 $50,981,896 $1,225,866 2.5% Fund Balance -$2,381,631 $95,795 $0 -$95,795 -100% Total Other Local Revenue:$70,895,985 $90,338,387 $91,734,274 $1,395,887 1.5% General Purpose Revenue $102,244,706 $130,587,249 $144,856,831 $14,269,582 10.9% Total General Purpose Revenue:$102,244,706 $130,587,249 $144,856,831 $14,269,582 10.9% Total Revenue Source:$270,211,479 $318,790,250 $335,872,593 $17,082,344 5.4% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 350 430 Key Budget Updates The Of ce of the Sheriff's FY24-25 Recommended Budget increases expenditure appropriations and revenue by approximately $17 million, or 5.4%, for a total budget of $335,872,593. The net increase in expenditure appropriations includes a $17 million increase in the General Fund programs portion and less than $100,000 in other funds. The salaries and bene ts cost increase of $10.4 million is mostly attributed to negotiated wages and other increased compensation costs and an approximate $2.2 million General Purpose Revenue allocation for 12.0 FTE positions that will staff the West County Reentry Treatment and Housing (WRTH) facility in Richmond. A decrease in salaries and bene ts costs worth noting, is a $10 million reduction to the Department's overall retirement expense, compared to the FY23-24 Adopted Budget. The Recommended Budget relies on a vacancy factor of $685,492, which is a nominal portion of the cost savings from existing personnel vacancies in the Department. Increases to services and supplies cover the rising costs of doing business and those re ected in other charges are due to a $3.5 million increase in workers' compensation and general liability insurance costs. The Recommended Budget provides 1,164.5 FTE funded positions for the Of ce of the Sheriff, which re ects a net increase of 18.0 FTE positions compared to the FY23-24 Adopted Budget. The position changes incorporate a midyear increase of 6.0 FTE and the proposed net increase of 12.0 FTE positions. The recommended position modi cations include the additional 12.0 FTE positions for the WRTH facility, and the following net zero FTE changes in other divisions: the addition of one Administrative Analyst, one Accountant I, one Clerical Supervisor, four Sheriff ’s Specialist, and one Records Manager positions, and the deletion of two Account Clerk-Advanced Level, one Clerk-Senior Level, one Sheriff ’s Dispatcher II, two Sheriff ’s Aide, one Clerk- Experienced Level, and one Biometric Systems Specialist positions. The Sheriff requested the addition of 4.0 FTE positions to staff a new Information & Intelligence Unit to improve data analysis and reporting requests from the Board. The County Administrator acknowledges the value that deeper data analysis and reporting would provide to better inform law enforcement and custody services operations. However, the position increases are not being recommended due to the Department's current vacancy levels and the request fully relying on more General Purpose Revenue allocations. The Department's current vacancy levels account for approximately $33.6 million, which is equivalent to 201.0 FTE positions. The County Administrator also acknowledges that the Sheriff ’s Of ce has experienced recruitment challenges due to the tight labor market and coupled with normal staff turnover. The Department, in partnership with the Human Resources Department, will identify new and targeted recruitment and selection processes to address its hiring challenges. Position adds will be supported if external revenue sources become available, and a midyear request for position swaps, with a net zero FTE position change, will be considered should the Department identify speci c organizational restructures. The Sheriff ’s Of ce revenue of approximately $336 million, includes a General Purpose Revenue allocation (net County cost) of $144,856,831 million, an increase of approximately $14.3 million from the prior year, which funds 43% of the Department's expenditures. The remaining expenditures are supported by $96 million (29%) in state funding, $92 million (27%) from other local revenues, and $3 million (1%) in federal grants. Federal grant increases are estimated to increase by 0.7%, while state and other local revenue funding increases are budgeted at 1.5% each. The Department's General Purpose Revenue allocation provides a 10.9% increase. The Recommended Budget for the Sheriff's Of ce is balanced, sustains current service levels, and allows for the continued and unrestricted lling of vacant funded positions in FY24-25. Note: The County Administrator has developed recommendations based on service level impacts communicated by the Of ce of the Sheriff-Coroner. It is acknowledged that the Sheriff-Coroner is an elected of cial and has ultimate discretion on how to best deploy resources within his department using appropriations allocated by the Board of Supervisors. Contra Costa County | FY24-25 Recommended Budget Page 351 431 Goals with a Focus on Equity The Of ce of the Sheriff strives to eliminate barriers and promote equity in its internal operations and the service provided to the citizens of Contra Costa County. Some recent examples of increased equity of service include: Field Operations Increased Mental Health Evaluation Team (MHET) deputy staf ng to enhance referral processes for citizens with mental health needs. MHET provides in- eld follow-up visits. The Community Services Unit focuses on community outreach through special events, citizens’ academies, neighborhood watch groups, and performing Crime Prevention Through Environmental Design (CPTED) for residents and business owners. Attended Municipal Advisory Council meetings throughout the County to foster transparency and gather feedback. Custody Services Electronic bulletin boards on housing units broadcast notices with inmate information and services in English and Spanish. Bilingual information is posted for visitors in the public lobbies of the facilities which includes regional transportation information. TDY-based telecommunications equipment is available for inmates with hearing or speech impairments. Construction upgrade projects are ongoing to create ADA-accessible cells. Broke ground on the West County Re-Entry Treatment and Housing (WRTH) facility which includes special mental health housing and a family reuni cation center. Communications Center (Dispatch) Dispatch uses 24/7 translation services paid for by a state contract. Callers can reach the Communications Center using Text-to-911 for emergencies. Text-to-911 allows callers with hearing or speech impairments to communicate with dispatchers in real time. Recruiting Attended hiring fairs focused on diversity, such as the Historically Black Colleges and Universities Legacy Bowl Career Fair in Louisiana. Focused recruiting efforts to attract female candidates, such as KOIT radio advertising and highlighting female employees on print advertisements and social media. Hosted a three-day Junior Women’s Academy for high-school-age girls to promote interest in law enforcement. Hosted a Women in Law Enforcement panel, providing an opportunity for women to meet, hear from, and ask questions of our many female representatives from throughout the ranks and positions within the Of ce of the Sheriff. Accept the National Testing Network written examination in addition to the PELLETB for deputy sheriff candidates, which has resulted in increased diversity in applicants. Training All sworn employees attend Principled Policing training, covering topics such as Procedural Justice and Implicit Bias to improve trust and relationships with the community. All sworn staff attend Crisis Intervention, De-Escalation Training, Racial Diversity, and Cultural Diversity Training. Basic Police Academy Recruits receive training on Cultural Diversity, Victimology, and Crisis Intervention. Contra Costa County | FY24-25 Recommended Budget Page 352 432 Miscellaneous The Of ce of the Sheriff ’s department and recruiting websites are ADA-accessible. There are 70 employees currently bilingual certi ed in seven different languages. Written and audio translation services are utilized by several divisions of the Department. LOCATION OF SERVICES The Of ce of the Sheriff provides law enforcement services to the unincorporated areas of the County, as well as contracted police services to three incorporated cities, special districts, and other security details. The Field Operations Bureau operates four County Patrol stations in the County’s west, central, east, and south areas, as well as in the contract cities of Danville, Lafayette, and Orinda. To enhance community outreach, there are four additional patrol substations located in the communities of Bay Point, Rodeo, Discovery Bay, and the Contra Costa Centre. The Communications Center and the Forensic Services Division provide dispatching and forensic analysis services to many law enforcement agencies in Contra Costa County. As the mutual aid coordinator for the County, the Of ce of the Sheriff receives and processes law requests for emergency assistance from law enforcement agencies throughout the County. Furthermore, the Of ce of the Sheriff maintains the Operational Area Emergency Operations Center (EOC) for Contra Costa County for activation during emergencies. Contra Costa County | FY24-25 Recommended Budget Page 353 433 Accomplishments In 2023, the Sheriff's Of ce achieved several notable advancements. Tablets were introduced in all three Custody Services Bureau detention facilities, enabling virtual communication, and providing access to diverse content for incarcerated individuals. The Martinez Detention Facility's C-Module underwent inclusive upgrades, incorporating ADA cells and improved facilities. The Support Services Bureau implemented AXON Body Worn Cameras (BWCs) and In-Car camera systems, enhancing transparency and accountability. Agency-wide training on BWCs concluded with 611 deployments. Patrol vehicles were equipped with front and rear-facing cameras, totaling 182 In-Car camera systems. Network upgrades streamlined video evidence uploading to a digital cloud source, and infrastructure improvements enhanced connectivity. The Administrative Services Bureau hosted a Women in Law Enforcement Spring Panel. This panel provided an opportunity for women to gain insight into the many career paths offered by the Department, to meet with women who hold a variety of ranks and assignments throughout the organization. The Emergency Services Division (Of ce of Emergency Services (OES)) responded to the winter storms that impacted Contra Costa in January, February, and March. These impacts caused Contra Costa County to be declared a Federal Disaster Area. Federal assistance was approved for public infrastructure and private property recovery and reimbursements. During the response to the winter storms, OES personnel collaborated with Public Works, Health Services, Employment, Human Services, and the Department of Conservation and Development. In January 2024, the Of ce of Emergency Services received recognition for their efforts in the winter storm warning response during the 7th Annual Red Cross Partner Recognition Ceremony. The Of ce of the Sheriff is not only adapting to change but actively shaping a future marked by technology, inclusivity, and community engagement. Challenges Internal to the Of ce of the Sheriff The Of ce of the Sheriff continues to prioritize recruiting deputy sheriff and dispatcher applicants to ll vacancies in these classi cations. The number of candidates applying for these positions has signi cantly decreased over the past 10 years. Over the past two years, the Recruiting Unit has taken steps to attempt to increase interest in the agency and the number of applications received for sworn and professional positions. The Unit will develop and evaluate recruiting strategies to increase the pool of highly quali ed and diverse candidates. Internal to County Operations The Of ce of the Sheriff continues to face the challenges of operating aging detention facilities. While signi cant facility improvements have been made over the last ve years, additional maintenance work is required to modernize the facilities and ful ll ADA requirements. Contra Costa County | FY24-25 Recommended Budget Page 354 434 Operations Indicators Of ce of the Sheriff - Operations Indicators Fiscal Year FY 19-20 Actuals FY20-21 Actuals FY21-22 Actuals FY22-23 Actuals FY23-24 Projected Provide professional effective patrol services to the community we serve that meet our standards of excellence. Number of calls for service 382,796 289,488 339,521 298,427 290,754 Provide an effective and ef cient Civil Process. Number of Evictions performed N/A N/A 569 2,065 1,898 Number of Civil process served N/A N/A 2,847 3,341 3,073 Provide a safe and secure custody system for the incarcerated and staff. Number of bookings 17,797 11,452 14,325 15,588 15,690 Average daily population 1,556 1,494 814 643 994 Number of people assigned to Custody Alternative 1,736 1,039 1,440 1,796 1,967 Total staff assigned N/A N/A 446 429 445 Achieve a professional and transparent organization for the community we serve. Number of Public Records Act requests completed N/A N/A 135 135 112 Number of internal investigations completed N/A N/A 30 18 24 Provide an ef cient and compassionate Coroners function. Staff assigned N/A N/A 9 9 9 Total Coroners cases N/A N/A 7,120 6,839 6,979 Total autopsies N/A N/A 519 474 488 Performance Measures Of ce of the Sheriff - Performance Measures Fiscal Year FY22-23 Actuals FY23-24 Actuals FY24-25 Projected Provide professional effective patrol services to the community we serve that meet our standards of excellence Number if Deputies assigned to County Patrol Services 133 140 138 Response times of Priority 1 calls (initial call to on-scene arrival, in minutes and seconds)15:21 14:00 14:00 Number if A3 referrals (Anyone, Anywhere, Anytime)647 1,200 718 Provide a safe and secure custody system for the incarcerated and staff Hours of education provided to the incarcerated 175,023 175,000 160,000 Achieve a professional and transparent organization for the community we serve Total hours of instruction presented to ALL staff 8,828 14,950 8,006 Number of body-worn cameras deployed 608 700 750 Contra Costa County | FY24-25 Recommended Budget Page 355 435 Justice Programs The Justice Programs section consolidates various non-departmental justice programs funded through the County General Fund and various Special Revenue Funds. The vast majority of these programs serve as funding pass-throughs to operating departments and non-County agencies. General Fund Programs: Justice Programs include the following: Trial Court Programs: Provides 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 collection of court-ordered fees and nes. Civil Grand Jury: A judicial body empaneled by the Superior Court to scrutinize the conduct of public business. Contra Costa County’s civil grand jury is composed of 19 citizens selected by the Superior Court. A new grand jury is empaneled each year. Grand jurors are of cers of the court, and the jury functions as an independent body under the guidance of a Superior Court judge. Apart from the investigations mandated by the California Penal Code, each county’s Grand Jury decides what it will investigate. Investigations may be initiated in response to letters from citizens, newspaper articles and personal knowledge. During their investigations, jurors may inspect and audit books, records, and nancial expenditures; interview civil servants and others who may have pertinent information; inspect government facilities, and then issue reports with ndings and recommendations. After the Presiding Judge reviews these reports to make certain they meet legal requirements, they are sent to the appropriate public of cials, who are required by law to respond. When those of cials agree with the recommendations, they must specify how and when they will implement the recommended changes; if they disagree, they must explain their reasons. The jury then releases the reports to the public via the media and the Board of Supervisors, which generally takes of cial action to adopt the responses at a regular public meeting. Criminal Grand Jury: A judicial body empaneled by the Superior Court to examine evidence presented by the District Attorney and return criminal indictments directly to the Superior Court. The Criminal Grand Jury investigates misfeasance (negligent conduct) and malfeasance (criminal conduct) committed by individuals. Jurors are selected at random from the pool of jurors summoned for jury service. The jury is composed of 19 residents of the County. However, unlike Civil Grand Jurors who serve for one year, Criminal Grand Jurors serve for the duration of one case, which typically lasts one week. During that time, cases are brought to the Criminal Grand Jury by the District Attorney's Of ce for review. While it is generally the District Attorney's Of ce which brings any given case to the attention of the Criminal Grand Jury, it is the Criminal Grand Jury that is ultimately responsible for any investigation they conduct and any decision they make. If the Criminal Grand Jury should return an Indictment or Accusation, it is then the responsibility of the District Attorney to pursue the charges alleged in the Indictment or Accusation. Con ict Defense: Provides Court-ordered legal representation of accused indigents where the Public Defender or Alternate defenders have a legal con ict of interest or are relieved from duty for other reasons. Reasons the Public or Alternate defenders may be relieved include: motions of defendants for reasons other than “Con ict of Interest” (e.g., Marsden); acting as a standby, advisory, or co-counsel in a criminal case. Vehicle Theft Program: Pursuant to California Vehicle Code section 9250.14, provides local funding to the Sheriff's Of ce, District Attorney, and Probation for programs relating to vehicle theft crimes. Special Revenue Fund Programs Dispute Resolution Program: 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 by an $8 portion of court civil ling fees. Services are provided by professional contractors. Contra Costa County | FY24-25 Recommended Budget Page 356 436 Automated ID & Warrant: Special fund to nance automated ngerprint identi cation (CAL-ID) equipment and the Automated Regional Information Exchange System (ARIES), which are managed by the Of ce of the Sheriff. Also provides funding for the countywide automated warrant management system, which is managed by the Of ce of the County Administrator. SLESF - Front Line Law Enforcement-City: Within the County’s Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the pass-through of State Supplemental Law Enforcement funding to Contra Costa cities. DNA Identi cation Fund: As provided by Government Code section 76104.6, adds $1 penalty for every ten dollars upon every ne, 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 Identi cation 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. Criminal Justice Facility Construction: Fund established pursuant to Government Code 76100 to assist 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 ne, 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's Of ce facility in Martinez and for maintenance of criminal justice facilities. Courthouse Construction: Fund established pursuant to Government Code 76100 to assist the County in the acquisition, rehabilitation, construction, and nancing of courtrooms, a courtroom building or buildings that contain facilities necessary or incidental to the operation of the justice system, or court facilities. The fund accumulates deposits of surcharges on every ne, 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 Family Law Center facility in Martinez. Counties may not utilize these funds for any other purpose than debt service on a court facility. Contra Costa County | FY24-25 Recommended Budget Page 357 437 Expenditures Summary 276,976,029 $7,324,206 (2.72% vs. prior year) Expenditures by Fund Budgeted and Historical 2025 Expenditures by Fund MillionsGeneral Fund Special Revenue Funds FY2023FY2024FY2025$0 $50 $100 $150 $200 $250 $300 Contra Costa County | FY24-25 Recommended Budget Page 358 438 General Fund $22,635,543 $24,506,014 $24,251,860 -$254,154 -1% Crim Justice Facility Construct Fund $923,094 $1,828,371 $786,622 -$1,041,749 -57% Courthouse Construct Fund $230,391 $3,857,085 $192,821 -$3,664,264 -95% Dispute Resolution Program Fund $153,568 $160,102 $193,000 $32,898 20.5% Public Protection-Spec Rev Fund $877,851 $2,028,142 $2,028,142 $0 0% Sup Law Enforcement Svcs Fund $3,795,497 $4,140,000 $4,300,000 $160,000 3.9% Cnty Local Rev Fund $209,074,988 $232,907,109 $244,998,584 $12,091,475 5.2% DNA Identi cation Fund $218,337 $225,000 $225,000 $0 0% Total:$237,909,267 $269,651,823 $276,976,029 $7,324,206 2.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Expenditures by Function Budgeted and Historical Expenditures by Function MillionsCourthouse Construction Crim Just Facility Cnstrn Justice System Development/Planning Superior Court Related Functions Public Safety Realignment Public Safety Realignment FY2023FY2024FY2025$0 $50 $100 $150 $200 $250 $300 Contra Costa County | FY24-25 Recommended Budget Page 359 439 Expenditures Law & Justice Capital Improvements Crim Just Facility Cnstrn $923,094 $1,828,371 $786,622 -$1,041,749 -57% Courthouse Construction $230,391 $3,857,085 $192,821 -$3,664,264 -95% Total Capital Improvements:$1,153,484 $5,685,456 $979,443 -$4,706,013 -82.8% Superior Court Related Functions Trial Court Programs $16,664,589 $18,300,014 $18,045,860 -$254,154 -1.4% Civil Grand Jury $40,157 $156,000 $156,000 $0 0% Criminal Grand Jury $0 $50,000 $50,000 $0 0% Total Superior Court Related Functions:$16,704,746 $18,506,014 $18,251,860 -$254,154 -1.4% Justice System Development/Planning Dispute Resolution Program $153,568 $160,102 $193,000 $32,898 20.5% Con ict Defense Services $5,336,263 $5,000,000 $5,000,000 $0 0% Automated Id & Warrant $877,851 $2,028,142 $2,028,142 $0 0% Slesf-Front Line Enf-City $3,795,497 $4,140,000 $4,300,000 $160,000 3.9% Vehicle Theft Program $594,534 $1,000,000 $1,000,000 $0 0% Dna Identi cation Fund $218,337 $225,000 $225,000 $0 0% Total Justice System Development/Planning:$10,976,049 $12,553,244 $12,746,142 $192,898 1.5% Public Safety Realignment Law Enforcement Svcs Acct $63,270,235 $79,241,109 $84,725,584 $5,484,475 6.9% Total Public Safety Realignment:$63,270,235 $79,241,109 $84,725,584 $5,484,475 6.9% Total Law & Justice:$92,104,515 $115,985,823 $116,703,029 $717,206 0.6% Health & Human Services Public Safety Realignment Support Services $145,804,753 $153,666,000 $160,273,000 $6,607,000 4.3% Total Public Safety Realignment:$145,804,753 $153,666,000 $160,273,000 $6,607,000 4.3% Total Health & Human Services:$145,804,753 $153,666,000 $160,273,000 $6,607,000 4.3% Total Expenditures:$237,909,267 $269,651,823 $276,976,029 $7,324,206 2.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 360 440 Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsSalaries And Benefits Services And Supplies Other Charges Expenditure Transfers FY2023FY2024FY2025$0 $50 $100 $150 $200 $250 $300 Expense Objects Salaries And Bene ts $911,773 $997,087 $1,011,720 $14,633 1.5% Services And Supplies $6,748,227 $9,080,477 $8,648,540 -$431,937 -4.8% Other Charges $20,242,694 $24,681,779 $21,237,185 -$3,444,594 -14% Expenditure Transfers $210,006,574 $234,892,480 $246,078,584 $11,186,104 4.8% Total Expense Objects:$237,909,267 $269,651,823 $276,976,029 $7,324,206 2.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 361 441 Revenues Summary 276,976,029 $7,324,206 (2.72% vs. prior year) Revenue by Fund Budgeted and Historical 2025 Revenue by Fund MillionsGeneral Fund Special Revenue Funds FY2023FY2024FY2025$0 $50 $100 $150 $200 $250 $300 Contra Costa County | FY24-25 Recommended Budget Page 362 442 General Fund $22,635,543 $24,506,014 $24,251,860 -$254,154 -1% Special Revenue Funds Crim Justice Facility Construct Fund $923,094 $1,828,371 $786,622 -$1,041,749 -57% Courthouse Construct Fund $230,391 $3,857,085 $192,821 -$3,664,264 -95% Dispute Resolution Program Fund $153,568 $160,102 $193,000 $32,898 20.5% Public Protection-Spec Rev Fund $877,851 $2,028,142 $2,028,142 $0 0% Sup Law Enforcement Svcs Fund $3,795,497 $4,140,000 $4,300,000 $160,000 3.9% Cnty Local Rev Fund $209,074,988 $232,907,109 $244,998,584 $12,091,475 5.2% DNA Identi cation Fund $218,337 $225,000 $225,000 $0 0% Total Special Revenue Funds:$215,273,724 $245,145,809 $252,724,169 $7,578,360 3.1% Total:$237,909,267 $269,651,823 $276,976,029 $7,324,206 2.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues by Source Budgeted and Historical 2025 Revenues by Source MillionsOther Local Revenue General Purpose Revenue State Assistance FY2023FY2024FY2025$-50 $0 $50 $100 $150 $200 $250 $300 Contra Costa County | FY24-25 Recommended Budget Page 363 443 Revenue Source State Assistance Superior Court Related Functions $371,257 $925,000 $702,000 -$223,000 Justice System Development/Planning $1,271,463 $1,000,000 $1,000,000 $0 Public Safety Realignment $72,446,439 $78,016,618 $83,624,412 $5,607,794 Public Safety Realignment $148,890,871 $153,666,000 $160,273,000 $6,607,000 Total State Assistance:$222,980,030 $233,607,618 $245,599,412 $11,991,794 Other Local Revenue Superior Court Related Functions $4,178,168 $4,375,514 $4,344,360 -$31,154 Crim Just Facility Cnstrn $923,094 $1,828,371 $786,622 -$1,041,749 Courthouse Construction $230,391 $3,857,085 $192,821 -$3,664,264 Justice System Development/Planning $5,141,290 $6,553,244 $6,746,142 $192,898 Public Safety Realignment -$9,176,205 $1,224,491 $1,101,172 -$123,319 Public Safety Realignment -$3,086,118 $0 $0 $0 Total Other Local Revenue:-$1,789,379 $17,838,705 $13,171,117 -$4,667,588 General Purpose Revenue Superior Court Related Functions $12,155,321 $13,205,500 $13,205,500 $0 Justice System Development/Planning $4,563,296 $5,000,000 $5,000,000 $0 Total General Purpose Revenue:$16,718,617 $18,205,500 $18,205,500 $0 Total Revenue Source:$237,909,267 $269,651,823 $276,976,029 $7,324,206 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Budget ($ Change) Contra Costa County | FY24-25 Recommended Budget Page 364 444 Revenue by Department Revenue Law & Justice Capital Improvements Crim Just Facility Cnstrn $923,094 $1,828,371 $786,622 -$1,041,749 -57% Courthouse Construction $230,391 $3,857,085 $192,821 -$3,664,264 -95% Total Capital Improvements:$1,153,484 $5,685,456 $979,443 -$4,706,013 -82.8% Superior Court Related Functions Trial Court Programs $16,664,589 $18,300,014 $18,045,860 -$254,154 -1.4% Civil Grand Jury $40,157 $156,000 $156,000 $0 0% Criminal Grand Jury $0 $50,000 $50,000 $0 0% Total Superior Court Related Functions:$16,704,746 $18,506,014 $18,251,860 -$254,154 -1.4% Justice System Development/Planning Dispute Resolution Program $153,568 $160,102 $193,000 $32,898 20.5% Automated Id & Warrant $877,851 $2,028,142 $2,028,142 $0 0% Slesf-Front Line Enf-City $3,795,497 $4,140,000 $4,300,000 $160,000 3.9% Vehicle Theft Program $594,534 $1,000,000 $1,000,000 $0 0% Dna Identi cation Fund $218,337 $225,000 $225,000 $0 0% Con ict Defense Services $5,336,263 $5,000,000 $5,000,000 $0 0% Total Justice System Development/Planning:$10,976,049 $12,553,244 $12,746,142 $192,898 1.5% Public Safety Realignment Law Enforcement Svcs Acct $63,270,235 $79,241,109 $84,725,584 $5,484,475 6.9% Total Public Safety Realignment:$63,270,235 $79,241,109 $84,725,584 $5,484,475 6.9% Total Law & Justice:$92,104,515 $115,985,823 $116,703,029 $717,206 0.6% Health & Human Services Public Safety Realignment Support Services $145,804,753 $153,666,000 $160,273,000 $6,607,000 4.3% Total Public Safety Realignment:$145,804,753 $153,666,000 $160,273,000 $6,607,000 4.3% Total Health & Human Services:$145,804,753 $153,666,000 $160,273,000 $6,607,000 4.3% Total Revenue:$237,909,267 $269,651,823 $276,976,029 $7,324,206 2.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 365 445 Key Budget Updates The Justice Programs section consolidates various non-departmental justice programs funded through the County General Fund and various Special Revenue Funds. The below highlights signi cant budget issues within Justice Programs: Trial Court Programs (General Fund): In 2021 and 2022, the State Legislature repealed a number of criminal justice nes and fees (AB 177 and AB 199) which reduce the nes and fees revenue collected and used to support the Trial Court Programs. Fortunately, the Legislature also provided back ll to counties to compensate for the repealed revenues. The FY24-25 Recommended Budget relies on $702,000 State back ll revenue to maintain nancial support of the Trial Court Program. Con ict Defense (General Fund): The County currently contracts with Independent Counsel, Inc., to provide con ict legal defense services through a network of independent attorneys to defendants who are unable to be represented by the County Public Defender due to a con ict of interest. Costs have been trending upward due to contracted annual rate increases. Effective July 1, 2023, a new agreement with Independent Counsel, Inc. commenced which included the referral of cases due to the Public Defender ’s lack of capacity. This has resulted in a reduction in cases that have been referred to this program. The Recommended Budget includes expenditure appropriations of $5,000,000. This appropriation level is expected to provide suf cient appropriations for the continuation of con ict legal defense services in FY24-25. The level of service for this program is mandated pursuant to constitutional requirements. Should the recommended expenditure appropriations prove insuf cient to fund the requisite level of defense services, it will be necessary to shift resources to this budget center from other programs or the County reserve. Automated ID & Warrant (Special Revenue Fund): In September 2021, the County migrated the countywide automated warrant management system from the County mainframe to a web-based vendor-hosted system. The warrant system was originally funded and has been maintained since 1988 through a penalty assessment on failure to appear/pay on Vehicle Code violations (section 40508.5). The penalty assessment revenue was meant to be supplemented, if necessary, by city and county contributions in order to operate a coordinated countywide warrant management system. However, in the 30+ years of warrant system operation, the County has neither required nor requested agency contributions for system development, operation and maintenance. In 2021, the State Legislature repealed a number of criminal justice nes and fees (AB 177), including VC 40508.5, the sole support of the countywide warrant management system. Fortunately, the Legislature also provided back ll to counties to compensate for the repealed revenues. The FY24-25 Recommended Budget relies on $225,000 of State back ll revenue to maintain and enhance the automated warrant management system. Public Safety Realignment (Special Revenue Fund): The 2011 Local Revenue Fund is a fund within the County Treasury mandated by statute to facilitate the transfer of sales tax and vehicle license fee revenue from the State to the County in public safety and health and human services departments as authorized by the 2011 Realignment legislation. The FY24-25 Recommended Budget projects a countywide allocation of approximately $243.9 million from the State based on the Governor’s January Proposed Budget. This gure is based on allocation factors used by various State agencies speci c to each of the Public Safety Realignment funding streams. The Governor’s projections will likely change in the State’s May Revised Budget. The County Administrator will continue to monitor impacts to the County from such changes during the state budget process. Contra Costa County | FY24-25 Recommended Budget Page 366 446 Special Districts The county has 37 agencies referred to as county special districts and service areas. Each is established by the county for the purpose of providing speci c services in a de ned geographic area. Their board members are the same as the county Board of Supervisors and management of the primary government has operational responsibility for the component units. The 37 agencies and the special revenue fund in which each is included are: Contra Costa County Fire Protection District; Crockett- Carquinez Fire Protection District; Flood Control - Flood Control District, Storm Drainage District, Storm Drain District No. Z- 19; Service Areas - Service Areas D-2, EM-1, L-100, LIB-2, LIB-10, LIB-12, LIB-13, M-1, M-16, M-17, M-20, M-23, M-28, M-29, M-30, M- 31, R-4, R-7A, R-9, R-10, RD-4, Public Transit-Service Area T 1, CFD 2006-1, CFD 2008-1, CFD 2010-1, and Discovery Bay West Parking District; Law Enforcement Service Areas - Crockett Cogeneration (formerly P-1), P-2 (zones A and B), P-5 and P-6; West Contra Costa Healthcare District; and Contra Costa County Water Agency. Expenditures Summary 679,171,346 $69,930,120 (11.48% vs. prior year) Expenditures by Function Budgeted and Historical Expenditures by Function MillionsStorm Drainage Districts Service Area -Road Maintenance Service Area-Library Service Area-Drainage Miscellaneous Districts Service Area-Recreation Service Area-Lighting Emergency Medical Services Service Area-Police Stormwater Utility Districts Service Area-Miscellaneous Flood Control Fire Protection FY2023FY2024FY2025$0 $200 $400 $600 $800 Contra Costa County | FY24-25 Recommended Budget Page 367 447 Expenditures Special District Fire Protection $249,408,203 $308,825,130 $351,017,328 $42,192,198 Flood Control $17,211,544 $149,151,999 $181,074,999 $31,923,001 Storm Drainage Districts $0 $2,000 $2,000 $0 Emergency Medical Services $8,737,373 $18,169,000 $17,008,550 -$1,160,450 Stormwater Utility Districts $22,370,135 $39,099,997 $34,883,587 -$4,216,410 Service Area-Police $6,195,516 $35,134,598 $34,864,392 -$270,206 Service Area-Lighting $1,480,832 $10,694,000 $11,252,105 $558,105 Service Area-Miscellaneous $14,625,001 $39,485,000 $39,489,135 $4,134 Service Area-Recreation $1,156,195 $6,595,001 $7,463,749 $868,748 Service Area-Library $2,182 $369,500 $360,682 -$8,818 Service Area-Drainage $349 $474,000 $499,000 $25,000 Service Area -Road Maintenance $336 $151,000 $166,261 $15,261 Miscellaneous Districts $614,705 $1,090,000 $1,089,558 -$442 Total Special District:$321,802,372 $609,241,226 $679,171,346 $69,930,120 Total Expenditures:$321,802,372 $609,241,226 $679,171,346 $69,930,120 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) Contra Costa County | FY24-25 Recommended Budget Page 368 448 Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsFixed Assets Expenditure Transfers Other Charges Salaries And Benefits Services And Supplies FY2023FY2024FY2025$0 $200 $400 $600 $800 Expense Objects Salaries And Bene ts $156,306,407 $185,777,228 $206,449,467 Services And Supplies $96,102,263 $299,730,184 $345,008,533 Other Charges $36,771,673 $37,749,880 $47,867,163 Expenditure Transfers $26,209,721 $46,589,894 $47,796,297 Fixed Assets $6,412,309 $39,394,039 $32,049,886 Total Expense Objects:$321,802,372 $609,241,226 $679,171,346 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Revenues Summary 679,171,347 $69,930,120 (11.48% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 369 449 Revenues by Source Revenue Source Federal Assistance $0 $2,638,000 $2,961,868 Total Federal Assistance:$0 $2,638,000 $2,961,868 State Assistance $3,024,101 $1,256,246 $1,229,036 Total State Assistance:$3,024,101 $1,256,246 $1,229,036 Other Local Revenue Taxes Current Property $204,309,828 $222,572,573 $235,140,238 Taxes Other Than Cur Prop $8,085,009 $7,910,003 $7,967,998 License/Permit/Franchises $3,168,002 $2,083,000 $5,225,000 Fines/Forfeits/Penalties $10,684 $16,700 $16,700 Use Of Money & Property $4,479,538 $3,958,460 $6,607,460 Intergovernmental Revenue $4,648,979 $5,976,605 $5,935,462 Charges For Services $127,028,726 $127,387,498 $156,810,109 Miscellaneous Revenue $42,432,532 $31,174,463 $38,044,231 Fund Balance $0 $204,267,678 $219,233,245 Total Other Local Revenue:$394,163,298 $605,346,980 $674,980,443 Total Revenue Source:$397,187,399 $609,241,226 $679,171,347 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Contra Costa County | FY24-25 Recommended Budget Page 370 450 Contra Costa County Fire Protection District Lewis T. Broschard III Fire Chief For more information, call (925) 941-3300 or visit https://www.cccfpd.org/ DEPARTMENT OVERVIEW The Contra Costa County Fire Protection District (Con Fire) provides re and emergency medical services to nearly one million people across its 304-square-mile district area, and through mutual aid, in and around the 19 cities and unincorporated communities of Contra Costa County, California. With few exceptions, County emergency ambulance transport services are provided by Con Fire through its unique subcontractor Alliance model. Mission The Contra Costa County Fire Protection District exists to provide individuals, families and the community with professional services dedicated to the preservation of life, property, and the environment. Vision The Contra Costa County Fire Protection District is a recognized re service leader that strives to become the premier re organization that honors the past, recognizes the challenges of the present, and will continue to raise the bar of excellence into the future. Contra Costa County | FY24-25 Recommended Budget Page 371 451 Organizational Chart The FY24-25 Recommended Budget includes 607.0 full-time equivalent (FTE) positions in the Contra Costa County Fire Protection District, which is a net increase of 5.4 FTE positions compared to the FY23-24 Adopted Budget. The FY24-25 Recommended FTE count of 607.0 re ects the net 5.4 FTE position increase resulting from the following position modi cations: Mid-year position adjustments resulted in a net 2.0 FTE position increase due to the addition of one Fire District Fiscal Specialist, one Geographic Information Systems Analyst, and one Information Systems Technician II positions, and the deletion of one Information Systems Programmer Analyst III position. The proposed net increase of 3.4 positions for FY24-25, to add one Account Clerk Advanced-Level, one Secretary Advanced-Level, one Clerk Senior-Level, one Fire District Fiscal Specialist, and one Information Systems Programmer/Analyst IV positions, and to delete one Fire Prevention Technician and one part-time (24/40) Fire Prevention Specialist to offset a portion of the costs for the requested position additions. FY23-24 Adopted FY24-25 Recommended Change 70 - FIRE PROTECTION 601.6 607.0 5.4 Fire Chief Operations Emergency Medical Services, Training/Safety, Special Operations Planning and Development Fire Prevention, Pinole Fire Contract Administration Administrative Services, Communications/IT, Support Services Contra Costa County | FY24-25 Recommended Budget Page 372 452 Expenditures Summary The FY24-25 Recommended Budget for the Contra Costa County Fire Protection District includes a total of $349,919,728 in expenditures, which is an increase of $42,059,798, or 13.66% from the FY23-24 Adopted Budget. 349,919,728 $42,059,798 (13.66% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsExpenditure Transfers Fixed Assets Other Charges Services And Supplies Salaries And Benefits FY2023FY2024FY2025$0 $100 $200 $300 $400 Salaries And Bene ts $152,041,744 $180,669,120 $201,446,201 $20,777,081 11.5% Services And Supplies $59,311,027 $69,816,475 $87,050,986 $17,234,511 24.7% Other Charges $12,167,358 $15,180,596 $28,107,161 $12,926,565 85.2% Expenditure Transfers $7,733,968 $9,307,700 $8,743,975 -$563,725 -6.1% Fixed Assets $5,971,271 $32,886,039 $24,571,405 -$8,314,634 -25.3% Total:$237,225,368 $307,859,930 $349,919,728 $42,059,798 13.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 373 453 Expenditures by Function Expenditures Special District Fire Protection Ccfpd Pob Stabilztn Fund $0 $1,000 $1,000 $0 0% Cccfpd Captl Construction $1,787,270 $16,200,000 $17,000,000 $800,000 4.9% Ccfpd Capital Outlay- Consolid $196,881 $617,189 $617,189 $0 0% Cccfpd New Devlpmt Fee Fd $13,279 $1,737,555 $1,737,555 $0 0% Ccfpd Pittsburg Special Fund $102,087 $9,491 $9,491 $0 0% Cccfpd Ems Transport Fund $52,729,368 $69,946,695 $92,000,000 $22,053,305 31.5% Ccc Fire District- Consolidated $182,396,483 $219,348,000 $238,554,493 $19,206,493 8.8% Total Fire Protection:$237,225,368 $307,859,930 $349,919,728 $42,059,798 13.7% Total Special District:$237,225,368 $307,859,930 $349,919,728 $42,059,798 13.7% Total Expenditures:$237,225,368 $307,859,930 $349,919,728 $42,059,798 13.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary The FY24-25 Recommended Budget assumes revenues of $349,919,728 for the Contra Costa County Fire Protection District, including all Special Revenue funds. The major changes in the base budget include recognizing a new base of property tax revenues due to an unplanned additional 2% growth for FY23-24 and an anticipated 3% growth for FY24-25. 349,919,728 $42,059,798 (13.66% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 374 454 Revenue by Fund CCC FIRE PROTECT- CONSOLID $192,157,083 $219,348,000 $238,554,493 $19,206,493 8.8% CCCFPD POB STABILZTN FUND $2,604,175 $1,000 $1,000 $0 0% CCCFPD CAPTL CONSTRUCTION $9,382,495 $16,200,000 $17,000,000 $800,000 4.9% CCCFPD CAP OUTLAY- CONSOLID $298,431 $617,189 $617,189 $0 0% CCCFPD NEW DEVLPMT FEE FD $243,763 $1,737,555 $1,737,555 $0 0% CCCFPD PITTSBURG SPECIAL FUND $2,323 $9,491 $9,491 $0 0% CCCFPD EMS TRANSPORT FUND $71,051,151 $69,946,695 $92,000,000 $22,053,305 31.5% Total:$275,739,422 $307,859,930 $349,919,728 $42,059,798 13.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues by Source Budgeted Revenues by Source MillionsState Assistance Federal Assistance Other Local Revenue FY2023FY2024FY2025$0 $100 $200 $300 $400 Contra Costa County | FY24-25 Recommended Budget Page 375 455 Federal Assistance $0 $2,638,000 $2,961,868 $323,868 12.3% State Assistance $2,708,503 $900,000 $927,000 $27,000 3% Taxes Current Property $161,583,106 $181,060,890 $190,113,935 $9,053,045 5% Taxes Other Than Cur Prop -$840,158 -$800,000 -$800,000 $0 0% Use Of Money & Property $2,323 $31,000 $31,000 $0 0% Intergovernmental Revenue $3,826,920 $4,756,900 $4,899,607 $142,707 3% Charges For Services $80,734,167 $82,912,210 $113,587,621 $30,675,411 37% Miscellaneous Revenue $27,724,561 $24,587,700 $30,135,423 $5,547,723 22.6% Fund Balance $0 $11,773,230 $8,063,274 -$3,709,956 -31.5% Total:$275,739,422 $307,859,930 $349,919,728 $42,059,798 13.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 376 456 Key Budget Updates The Contra Costa County Fire Protection District aims to continue to provide essential Emergency Medical Services (EMS), re, rescue, and rst responder services while maintaining the health and safety of rst responders, support staff, and the community. The FY24-25 Recommended Budget of $349,919,728, funds 31 engine companies, seven (7) truck companies, and one (1) rescue company, providing services from 35 re stations. Additionally, the District continues to utilize a re station in the City of Martinez as a facility for the hand crew program and a re station in the Briones area for the reserve program. The increase of $42 million in expenditures is primarily associated with salaries and bene ts, and services and supplies costs, which include county operating costs, other increases related to service contracts, and overall costs of doing business. Funding is provided for 587 FTE positions in the District’s General Operating Fund and 20 FTE positions in the District’s EMS Transport Fund. As with prior years, the Recommended Budget includes funding for negotiated wages and other increased compensation costs, lease-purchase payments for apparatus replacement, debt service payments on revenue bonds for station construction projects, and the continuation of the District’s hand crew program, a four-person staf ng at certain truck companies, and a 24/7 hazardous materials team. The proposed budget includes allocations of approximately $1.4 million in salaries and bene ts costs for upcoming staf ng reorganizations within administrative, human resources, scal, and dispatch units. The District will return to the Board at a later time with the position modi cation requests necessary to adequately staff these supporting units that are critical to recent and upcoming operation expansions. Proposed EMS Transport expenditures re ect a net increase of $22 million (31.5%), which includes an approximate $14.2 million increase to contracted ambulance transport services and a $10 million increase to workers' compensation and general liability insurance costs. Also included in the expenditures, is a $10 million proposal for payments to the California Department of Health Care Services (DHCS) for the District's continued participation in the Public Provider Ground Emergency Medical Transport Intergovernmental Transfer program, which will be offset by supplemental Medi-Cal public provider reimbursements for Medi-Cal ambulance transport services. The District has assumed a reimbursement of $25 million due to the signi cant number of Medi-Cal transports within the District's ambulance operating area. The District continues to be the County’s exclusive operator of emergency ambulance services (not including the areas covered by the Moraga-Orinda Fire Protection District and the San Ramon Valley Fire Protection District), with ambulance fees fully offsetting the cost of providing this service. The District is primarily funded by property tax revenue. In FY23-24, the District experienced a 6.12% growth in secured property assessed valuation and received additional property tax distributions due to the dissolution of redevelopment agencies. The FY24-25 Recommended Budget anticipates a 3% growth in secured property assessed valuation and revenue from the continued unwinding of the redevelopment areas. The Recommended Budget continues to include newer sources of revenue, such as an allocation of sales tax revenue from Measure X and grant funding. Measure X revenues of $15.6 million are budgeted to support wildland fuel reduction and mitigation programs, the construction of an East County re station, and the staf ng of an additional re company once construction is completed. In addition, the District is implementing a district-wide fee study to review user fees, impact fees, and community facilities district fees. The District will implement a shaded fuel break grant for Lafayette and Walnut Creek and a $2.5 million grant from the State of California for re ghter mental health awareness. Contra Costa County | FY24-25 Recommended Budget Page 377 457 The District will use $8 million in Fund Balance, primarily to offset costs associated with the construction of two new re station projects in Brentwood, and will continue with the remodel of the Communications Center in Pleasant Hill. Efforts will also continue for the planned replacement of Fire Station 9 in Pacheco. The District will continue to invest in building and grounds maintenance, repair projects, and replacing capital and non-capital equipment as needed. The FY24-25 Recommended Budget for Contra Costa County Fire Protection District is balanced and anticipated to have no programmatic, operational, or staf ng impacts. The District looks forward to the completion of major construction and modernization projects, which will increase the presence of re services and resources throughout the County. Contra Costa County | FY24-25 Recommended Budget Page 378 458 Accomplishments The Contra Costa County Fire Protection District is pleased to highlight these recent accomplishments: Implemented the service contract with the City of Pinole, reopening Fire Station 74 and assuming responsibility for re services in the City. Acquired the Byron Boys Ranch (Orin Youth Allen Youth Rehabilitation Facility), formerly used by the County's Probation Department, to be reutilized as a wildland re center supporting the District’s wildland programs. Throughout the total contracted service area, ambulances transported 83,161 patients in calendar year CY2023, representing a 2.0% increase in transports compared to CY2022. Continued as responsible stewards of Measure X funding by utilizing the funding source to support various endeavors, including new construction projects, acquiring re apparatus, and implementing new initiatives to enhance community safety against the threat of wild res. Staffed an additional re company in Antioch, adding a second crew to Fire Station 81. Staffed an additional re company in Brentwood, adding Truck 92 and providing ladder truck service to Oakley, Brentwood, and the surrounding communities. Staffed a dedicated four-person rescue unit in Bay Point from Fire Station 86, funded by a FEMA grant. Implemented fuel reduction and wild re mitigation programs to protect communities from wild re threats. Hired and conducted Fire ghter Recruit Academy 60. Continued lling new positions within the re prevention bureau to meet mandates and standards for code enforcement. Continued converting to a new records management, inspection, and invoicing system in the re prevention bureau. Continued to train and deploy re personnel as rst responders at the specialist level to hazardous materials incidents. Contra Costa County | FY24-25 Recommended Budget Page 379 459 Continued replacement of capital equipment, such as heavy re apparatus, ambulance vehicles, and support equipment. Provided direct nancial support to continue the Zonehaven evacuation program, enhancing the countywide community warning system. Recruited and lled a grant-funded re safe coordinator position to support increased collaboration between re agencies and re safe councils. Finalized negotiations with IAFF Local 1230 and the United Chief Of cers Association for agreements expiring June 30, 2023. Collaborated with AFSCME, IAFF Local 1230, and AMR management on strategies to mitigate emergency ambulance response delays due to hospital and paramedic staf ng constraints. Worked to implement a new emergency ambulance deployment model, including increased use of basic life support (BLS) units to improve system performance and reliability. Contra Costa County | FY24-25 Recommended Budget Page 380 460 Goals During FY24-25, the Contra Costa County Fire Protection District aims to: Start construction on two new re stations in Brentwood, which will include completing a hazardous materials remediation project on the site of future Fire Station 90. Complete a Standards of Cover and Master Plan study. Submit a proposal to Contra Costa County for the exclusive rights to provide 911 ambulance services to most of the County. Work to complete construction drawings for a replacement of Fire Station 9 at the existing station, in Pacheco. Begin construction on the Communications Center remodel and modernization project, in Pleasant Hill. Continue periodically replacing capital equipment, such as heavy re apparatus and support equipment. Continue facility and grounds maintenance projects, such as remodeling, painting, roo ng, and asphalt repair. Complete a master facility assessment report and present it to the Board. Work with an information services of cer to complete a review of the re district public protection classi cation rating. Conduct an internal review and analysis of accounting practices and obtain recommendations for future operations. Pursue new funding mechanisms such as development impact fees and creating community facilities districts in new development areas. Continue working with the City of Concord and the master developer for the former Concord Naval Weapons project. Continue to work with the Navy and County partners to plan for the transfer of Navy land for the public safety reuse project. Evaluate the recruitment needs for additional re ghters and conduct a Fire ghter Recruit Academy as necessary. Pursue grant funding opportunities as they become available. Continue to manage and implement several Measure X- funded wild re mitigation programs. Continue work on a $3 Million Cal-Fire-funded fuel break project in the Rossmoor area. Continue disaster planning, internal preparation, and public education for large wildland res and evacuation planning. Continue collaborating with our labor partners, AFSCME, IAFF, and Local 1230, and the area hospital executives to implement solutions to the County's growing ambulance of oad delay issues. Contra Costa County | FY24-25 Recommended Budget Page 381 461 Performance Measures The Contra Costa County Fire Protection District is pleased to present the Fire Prevention dashboard for 2023: Contra Costa County | FY24-25 Recommended Budget Page 382 462 Operations Indicators Number of incidents reported for 2023 by the Emergency Response and Fire Prevention Units Emergency Response Total # of Fire Alarms 5,857 Total # of res, all types 5,125 Total # of EMS responses 70,922 Total # of ambulance only calls 31,786 Total # of vehicle accident and rescue calls 4,350 Total # of other emergencies 8,347 Total # of Emergency Responses 126,387 Ambulance Transports 83,161 Fire Prevention Total # of annual occupancy inspections 8,389 Total # of new construction plan reviews 2,384 Total # of new construction and life safety system inspections 4,159 Total # of exterior hazard inspections 2,753 Total # of new Firewise communities 22 Total # of re investigations 778 Total # of arson arrests 13 Total # of Fire Prevention cases 18,498 Contra Costa County | FY24-25 Recommended Budget Page 383 463 Crockett-Carquinez Fire Protection District Dean Colombo Fire Chief The Crockett-Carquinez Fire Protection District is a volunteer, paid-on-call district responsible for providing re suppression, emergency, and non-emergency services to the communities of Crockett, Port Costa, Valona, and Tormey. Services include incidents requiring medical assistance, rescue, hazard management, weed abatement, and public education. Fire services have existed in the community since at least 1909, and the most recent iteration of the Crockett-Carquinez Fire District was formed in 1965. Contra Costa County | FY24-25 Recommended Budget Page 384 464 Organizational Chart The Crockett-Carquinez Fire Protection District has three re stations in Crockett, centrally located to support the surrounding areas. The service area includes residences and small businesses along with heavy industry, a major highway and bridge, and sizable wildland acreage. With under 50 volunteer staff, the District provides re, rescue, and basic life support through a combination of day crew shifts and on-call personnel. Station 77 49 Canyon Lake Drive, Port Costa Serves as a re house for the community of Port Costa, housing engine 277. Station 78 746 Loring Avenue, Crockett Serves as the primary rehouse and has living space, training classrooms, and Chief Fire Of cer of ce space. Station 79 1423 Lillian Street, Crockett Houses equipment and trucks, the weed abatement of ce, the Fire Marshal's of ce, and re ghter accomodations Crockett-Carquinez Fire Protection District Fire Station 77 Fire Station 78 (Headquarters) Fire Station 79 Contra Costa County | FY24-25 Recommended Budget Page 385 465 Expenditures Summary The Crockett-Carquinez Fire Protection District's Recommended Budget increases net expenditures by $132,400 from the current year adopted budget primarily due to one-time capital projects and additional equipment and repair services for the refurbishment of two apparatus. 1,097,600 $132,400 (13.72% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsFixed Assets Services And Supplies Salaries And Benefits Other Charges FY2023FY2024FY2025$0 $1 $0.25 $0.5 $0.75 $1.25 Expense Objects Salaries And Bene ts $339,675 $328,200 $323,900 -$4,300 -1.3% Services And Supplies $249,948 $243,200 $264,600 $21,400 8.8% Other Charges $417,442 $393,800 $399,100 $5,300 1.3% Fixed Assets $0 $0 $110,000 $110,000 N/A Total Expense Objects:$1,007,065 $965,200 $1,097,600 $132,400 13.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 386 466 Revenues Summary The Recommended Budget assumes total revenue in the amount of $1,097,600 for FY24-25, with property tax as the primary revenue source. 1,097,600 $132,400 (13.72% vs. prior year) Revenues by Source Budgeted Revenues by Source MillionsState Assistance Other Local Revenue FY2023FY2024FY2025$0 $1 $0.25 $0.5 $0.75 $1.25 Revenue Source State Assistance $122,751 $154,000 $103,500 -$50,500 -32.8% Total State Assistance:$122,751 $154,000 $103,500 -$50,500 -32.8% Other Local Revenue Taxes Current Property $730,072 $737,000 $802,000 $65,000 8.8% Taxes Other Than Cur Prop -$3,505 -$2,800 -$2,900 -$100 3.6% Intergovernmental Revenue $178,246 $0 $50,000 $50,000 N/A Charges For Services $6,478 $7,000 $0 -$7,000 -100% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 387 467 Miscellaneous Revenue $17,009 $70,000 $145,000 $75,000 107.1% Fund Balance $0 $0 $0 $0 -100% Total Other Local Revenue:$928,300 $811,200 $994,100 $182,900 22.5% Total Revenue Source:$1,051,051 $965,200 $1,097,600 $132,400 13.7% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Key Budget Updates The CY23-24 Adopted Budget for Crockett-Carquinez Fire Protection District includes a one-time allocation of $205,000 in revenues, as approved by the Board, for the purchase of an electric vehicle, to support facility improvement projects, and to replace Personal Protective Equipment (PPE) that is necessary to comply with State law. The FY24-25 Recommended Budget for the District re ects a net increase of $132,400 from $965,200 to $1,097,600, and sustains the District's current service levels. Current year expenditures include the last of four debt service payments for a water tanker that was funded by the District's local community foundation. Increases in expenditures are mainly attributed to funding for xed assets and services and supplies. The increase in services and supplies is primarily due to anticipated maintenance and refurbishment of existing re apparatus to prolong their use and life span. This is the District's desired approach, as it is more cost-effective to service the equipment that the District already owns, than acquiring new equipment. Expenditures also include ongoing PPE expenses to ensure the District replaces PPE every 10 years, regardless of condition, to comply with State requirements. Revenues for special districts, such as Crockett-Carquinez Fire, tend to be limited and unpredictable. Given that re season activity has decreased in the current year, State mutual aid funding has been reduced. Mutual aid reimbursement is cost neutral and will not negatively impact the District's FY24-25 budget. Completion of one-time projects and equipment purchases and an assumed slight increase in property tax revenues afford the District a balanced budget with no anticipated impacts to its operations. The District continuously seeks opportunities to bring additional resources into its communities and has successfully obtained donations to support emergent re equipment and operational needs throughout the year. The District looks forward to supporting Crockett and its surrounding areas in 2024. Crockett-Carquinez Fire, like so many agencies, continues to work on improving staff retention. The District's leadership is focused on recruiting and retaining members who can effectively and ef ciently respond to calls on a regular basis. The District strives to provide a welcoming, supportive, diverse, and rewarding work environment, and build a solid workforce to continue serving the community. Contra Costa County | FY24-25 Recommended Budget Page 388 468 Goals The Crockett-Carquinez Fire Protection District strives to achieve the following goals in the upcoming year: Increase re inspections of high hazard occupancy buildings that accommodate, on a regular basis, a large group of people such as schools, senior living facilities and businesses. Conduct facility improvements at Station 78 by updating 2 showers dating back to 1957 - installing modern split-system climate control, and retiring an old boiler system. Continue to recruit for and train a new academy of approximately 8-10 recruits. Continue to pursue new grants and donations, and speci cally seek assistance from FEMA to purchase 8 new portable radios. Continue upgrading several areas of its operation, including digital report writing and documentation of training hours and equipment maintenance records. Accomplishments The Crockett-Carquinez Fire Protection District is pleased to highlight the following accomplishments: Trained 4 new Fire Inspectors to provide investigative support to the District. Placed in service a new water tender and command vehicle. Replaced 20 large aluminum single-pane framed windows with more energy ef cient vinyl, double-pane windows in the classroom and of ce areas of Station 78. Completed the much-needed parking area at Station 77. With the help of the County in the current year budget, secured funding for 1 new electric command vehicle, replacement of Personal Protective Equipment (PPE), and partial costs of a new water tender. Contra Costa County | FY24-25 Recommended Budget Page 389 469 Performance Indicators Listed below are the call types by volume for the most common calls received by the Crockett-Carquinez Fire District: Contra Costa County | FY24-25 Recommended Budget Page 390 470 Emergency Medical Services - Ambulance Service Area Anna Roth Health Services Director The mission of the Emergency Medical Services Division of the Health Services Department is to ensure that quality emergency medical services are available for all people in Contra Costa County, and that emergency medical care is provided in a coordinated, professional and timely manner. The Emergency Medical Services (EMS) Ambulance Service Area is a public private partnership that acts to deliver 9-1-1 services to communities under Local EMS Agency policies and procedures to provide a uniform level of response and prompt patient transport to emergency departments and specialty centers for de nitive care. In compliance with Title 22 for medical and quality oversight of high-performance Emergency Medical Services (EMS) Systems, this Division is the statutory designated Local EMS Authority (LEMSA) responsible for providing regulatory and medical oversight of medical dispatch, prehospital patient care delivered by re and law rst responders, and ambulance personnel. EMS is also charged with conducting emergency and non- emergency ambulance permitting and emergency ambulance contract compliance. EMS sets standards to assure that prehospital personnel are properly trained and equipped to provide medical care in a timely, ef cient, and professional manner. EMS is responsible for the authorization and oversight of Air Medical Providers, Continuing Education, and EMT and Paramedic training programs in the County, and the administrative and levy collection costs associated with Measure H parcel levies collected with property taxes. Measure H, passed by the voters in 1988, created a countywide parcel charge for enhancements to the emergency medical service system. Zone A covers the San Ramon Valley area, and Zone B is comprised of the rest of the county. Assessment rates refer to the rate per "bene t unit." Residential parcels are assessed based upon the number of dwelling units, with a single-family residence assessed at one bene t unit. Commercial and industrial parcels are assessed from three bene t units up to 500 bene t units for heavy industry. Rates have been at $3.94 and $10.00 per bene t unit in Zone A and B, respectively, since FY 1996-97. These rates cannot be increased without being approved by the voters. Zone A: Ambulance Service Area – Measure H Description: Includes support for enhancements in rst responder and paramedic service, equipment, and technology; EMS and disaster communications; community CPR and Public Access De brillation; speci ed 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 the territory of the San Ramon Valley Fire Protection District (San Ramon, Danville, and surrounding unincorporated areas). Zone B: Ambulance Service Area – Measure H Description: Includes support for enhancements in rst responder and paramedic service, equipment, and technology; EMS and disaster communications; community CPR and Public Access De brillation; speci ed 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 the remaining incorporated and unincorporated territory of the County not included in Zone A. Expenditures Summary 5,706,350 -$1,184,650 (-17.19% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 391 471 Expenditures by Function Budgeted and Historical Expenditures by Function MillionsServ Area Em-1 Zone A Serv Area Em-1 Zone B FY2023FY2024FY2025$0 $2 $4 $6 $8 Expenditures Special District Emergency Medical Services Serv Area Em-1 Zone A $219,931 $239,000 $242,938 $3,938 1.6% Serv Area Em-1 Zone B $5,019,604 $6,652,000 $5,463,412 -$1,188,588 -17.9% Total Emergency Medical Services:$5,239,535 $6,891,000 $5,706,350 -$1,184,650 -17.2% Total Special District:$5,239,535 $6,891,000 $5,706,350 -$1,184,650 -17.2% Total Expenditures:$5,239,535 $6,891,000 $5,706,350 -$1,184,650 -17.2% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 392 472 Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsExpenditure Transfers Services And Supplies Salaries And Benefits Other Charges FY2023FY2024FY2025$0 $2 $4 $6 $8 Expense Objects Salaries And Bene ts $1,956,161 $2,258,000 $2,327,504 $69,504 3.1% Services And Supplies $918,785 $1,659,000 $998,928 -$660,072 -39.8% Other Charges $2,364,589 $2,411,000 $2,379,918 -$31,082 -1.3% Expenditure Transfers $0 $563,000 $0 -$563,000 -100% Total Expense Objects:$5,239,535 $6,891,000 $5,706,350 -$1,184,650 -17.2% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary 5,706,350 -$1,184,650 (-17.19% vs. prior year) Revenue by Special District Contra Costa County | FY24-25 Recommended Budget Page 393 473 Budgeted and Historical 2024 Revenue by Department MillionsServ Area Em-1 Zone A Serv Area Em-1 Zone B FY2023FY2024FY2025$0 $2 $4 $6 $8 Revenue Special District Emergency Medical Services Serv Area Em-1 Zone A $238,584 $239,000 $242,938 $3,938 1.6% Serv Area Em-1 Zone B $4,716,165 $6,652,000 $5,463,412 -$1,188,588 -17.9% Total Emergency Medical Services:$4,954,749 $6,891,000 $5,706,350 -$1,184,650 -17.2% Total Special District:$4,954,749 $6,891,000 $5,706,350 -$1,184,650 -17.2% Total Revenue:$4,954,749 $6,891,000 $5,706,350 -$1,184,650 -17.2% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 394 474 Library Special Districts Alison McKee County Librarian For more information, call (800) 984-4636 or visit https://ccclib.org/ . The Contra Costa County Library brings people and ideas together. The Library Department’s primary goal is to provide facilities and collections that meet the variety of educational, recreational, and cultural information needs of the community and to provide access to high-quality services for children, teens, and adults. COUNTY SERVICE AREAS FOR LIBRARY SERVICES OVERVIEW There are four County Service Areas (CSAs) in Contra Costa County that serve as nancing mechanisms for library facilities and/or extended library services in a speci c area, CSAs: LIB-2 (El Sobrante), LIB-10 (Pinole), LIB-12 (Moraga) and LIB-13 (Ygnacio Valley). The CSAs were created before 1970 at the request of area residents and operate as dependent special districts governed by the County Board of Supervisors. Detailed nancing information for each CSA can be found in the charts and tables to follow. Library CSAs are primarily nanced through property taxes and interest earnings. The library CSAs' budgets are managed by the Contra Costa County Library. The Library’s nance manager formulates and monitors budgets, and coordinates and oversees infrastructure improvements and installation speci c to each district. The Contra Costa County Library collectively plans services for all library outlets served. Library staff plan programs to meet community needs based on community pro les and partnership organizations. For more information about the County Library System, see the Library Department section of the Recommended Budget. Expenditures Summary 360,682 -$8,818 (-2.39% vs. prior year) Expenditures by Fund SVC AREA LIB-2 EL SOBRANTE $944 $159,941 $156,098 -$3,843 -2.4% SVC AREA LIBRARY-10 PINOLE $9 $1,544 $1,507 -$37 -2.4% SVC AREA LIBRARY-12 MORAGA $77 $13,044 $12,728 -$316 -2.4% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 395 475 SVC AREA LIBRARY-13 YGNACIO $1,152 $194,971 $190,349 -$4,622 -2.4% Total:$2,182 $369,500 $360,682 -$8,818 -2.4% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary 360,682 -$8,818 (-2.39% vs. prior year) Revenues by Source Library CSAs are primarily nanced through property taxes and interest. CSAs are not authorized to issue bonded debt. CSAs engage in joint nancing arrangements in that the CSAs supplement standard funding sources for County libraries. Revenue Source State Assistance $1,681 $415 $405 -$10 -2.4% Total State Assistance:$1,681 $415 $405 -$10 -2.4% Other Local Revenue Taxes Current Property $366,776 $370,392 $361,542 -$8,850 -2.4% Taxes Other Than Cur Prop -$1,795 -$1,772 -$1,730 $42 -2.4% Use Of Money & Property $0 $460 $460 $0 0% Intergovernmental Revenue $12 $5 $5 $0 0% Fund Balance $0 $0 $0 $0 -100% Total Other Local Revenue:$364,993 $369,085 $360,277 -$8,808 -2.4% Total Revenue Source:$366,674 $369,500 $360,682 -$8,818 -2.4% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 396 476 Police County Service Areas The County has four (4) county service areas established for the purpose of providing police services in de ned geographic areas: Crockett Cogeneration (formerly P-1), P-2 (zones A and B), P-5 and P-6. Police Service Crockett Cogeneration: Provided police services (1.0 FTE) to the unincorporated area of Crockett. Service Area P-2 (zones A and B): Provides police services to the unincorporated areas of Blackhawk (4.0 FTEs) and Alamo (1.0 FTE). Service Area P-5: Provides police services to the unincorporated area Round Hill (2.0 FTE). Service Area P-6: Provides increased police protection services throughout the unincorporated County. Expenditures Summary 34 ,864 ,392 -$270,206 (-0.77% vs. prior year) Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsOther Charges Salaries And Benefits Services And Supplies Expenditure Transfers FY2023FY2024FY2025$0 $10 $20 $30 $40 Contra Costa County | FY24-25 Recommended Budget Page 397 477 Expense Objects Salaries And Bene ts $1,968,827 $2,521,908 $2,351,862 -$170,046 -6.7% Services And Supplies $18,664 $15,018,013 $14,765,465 -$252,547 -1.7% Other Charges $245,899 $367,735 $362,596 -$5,139 -1.4% Expenditure Transfers $3,962,127 $17,226,943 $17,384,469 $157,526 0.9% Total Expense Objects:$6,195,516 $35,134,598 $34,864,392 -$270,206 -0.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 398 478 Revenues Summary 34 ,864 ,392 -$270,206 (-0.77% vs. prior year) Revenues by Source Revenue Source State Assistance Intergovernmental Revenue $29,356 $45,131 $45,131 $0 0% Total State Assistance:$29,356 $45,131 $45,131 $0 0% Other Local Revenue Taxes Current Property $7,549,489 $6,237,392 $6,237,392 $0 0% Taxes Other Than Cur Prop $4,172,015 $3,911,274 $4,038,028 $126,754 3.2% Fines/Forfeits/Penalties $10,684 $16,700 $16,700 $0 0% Use Of Money & Property $501,148 $61,000 $61,000 $0 0% Intergovernmental Revenue $3,507 $3,600 $3,600 $0 0% Charges For Services $132,110 $307,288 $307,288 $0 0% Miscellaneous Revenue $2,521,418 $2,783,763 $2,783,763 $0 0% Fund Balance $0 $21,768,450 $21,371,490 -$396,960 -1.8% Total Other Local Revenue:$14,890,371 $35,089,467 $34,819,261 -$270,206 -0.8% Total Revenue Source:$14,919,727 $35,134,598 $34,864,392 -$270,206 -0.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 399 479 Revenue by Special District Revenue Special District Service Area-Police Svc Area P6 Zone 0211 $2,591 $2,541 $2,668 $127 5% Svc Area P6 Zone 0502 $157,203 $154,187 $161,920 $7,733 5% Svc Area P6 Zone 1614 $2,372 $2,326 $2,443 $117 5% Svc Area P6 Zone 1804 $1,694 $1,661 $1,745 $84 5.1% Svc Area P6 Zone 2201 $42,953 $42,132 $44,241 $2,109 5% Svc Area P6 Zone 0501 $96,541 $94,695 $99,438 $4,743 5% Svc Area P6 Zone 1613 $1,718 $1,685 $1,770 $85 5% Svc Area P6 Zone 2200 $4,467 $4,382 $4,601 $219 5% Svc Area P6 Zone 2502 $2,710 $2,658 $2,792 $134 5% Svc Area P6 Zone 2801 $20,617 $20,223 $21,236 $1,013 5% Svc Area P6 Zone 1609 $4,545 $4,458 $4,682 $224 5% Svc Area P6 Zone 1610 $4,545 $4,458 $4,682 $224 5% Svc Area P6 Zone 1611 $19,999 $19,617 $20,599 $982 5% Svc Area P6 Zone 1612 $1,818 $1,783 $1,873 $90 5% Svc Area P6 Zone 2501 $22,544 $22,113 $23,220 $1,107 5% Svc Area P6 Zone 2800 $1,818 $1,783 $1,873 $90 5% Svc Area P6 Zone 1514 $5,167 $5,068 $5,323 $255 5% Svc Area P6 Zone 1101 $2,182 $2,140 $2,247 $107 5% Svc Area P-6 Zone 1803 $5,660 $5,552 $5,830 $278 5% Svc Area P6 Zone 1700 $161,509 $158,412 $166,354 $7,942 5% Svc Area P6 Zone 2000 $755 $740 $777 $37 5% Svc Area P6 Zone 2903 $2,175 $2,000 $2,241 $241 12.1% Svc Area P6 Zone 1505 $1,887 $1,851 $1,943 $92 5% Svc Area P6 Zone 1506 $3,774 $3,701 $3,887 $186 5% Svc Area P-6 Zone 1001 $10,264 $10,068 $10,572 $504 5% Svc Area P-6 Central Admin Base $2,712,367 $16,302,798 $16,302,798 $0 0% Svc Area P-6 Zone 1607 $1,887 $1,851 $1,943 $92 5% Svc Area P-6 Zone 1504 $3,396 $3,331 $3,499 $168 5% Svc Area P-6 Zone 2702 $755 $740 $777 $37 5% Svc Area P-6 Zone 1606 $790 $774 $813 $39 5% Svc Area P-6 Zone 1605 $7,501 $7,357 $7,726 $369 5% Svc Area P-6 Zone 1503 $790 $774 $813 $39 5% Svc Area P-6 Zone 0400 $814 $799 $838 $39 4.9% Svc Area P-6 Zone 0702 $3,868 $3,794 $3,984 $190 5% Svc Area P-6 Zone 1502 $814 $799 $838 $39 4.9% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 400 480 Svc Area P-6 Zone 3100 $34,200 $33,546 $35,226 $1,680 5% Svc Area P-6 Zone 2500 $814 $799 $839 $40 5% Svc Area P-6 Zone 0701 $814 $799 $838 $39 4.9% Svc Area P-6 Zone 0202 $20,267 $19,879 $20,874 $995 5% Svc Area P-6 Zone 1501 $3,378 $3,313 $3,480 $167 5% Svc Area P-6 Zone 1604 $844 $828 $869 $41 4.9% Svc Area P-6 Zone 1801 $844 $828 $869 $41 4.9% Svc Area P-6 Zone 2901 $814 $799 $838 $39 4.9% Svc Area P-6 Zone 1603 $7,600 $7,455 $7,828 $373 5% Svc Area P-6 Zone 1200 $1,629 $1,597 $1,677 $80 5% Police Svc-Crockett Cogen $133,835 $780,561 $620,728 -$159,833 -20.5% Police Area 2 Danville $652 $10,752 $10,752 $0 0% Svc Area P-2 Zone A $1,382,540 $1,805,412 $1,582,687 -$222,725 -12.3% Svc Area P6 Zone 2902 $2,541 $2,492 $2,617 $125 5% Police Area 5 Rnd Hill $689,712 $702,426 $678,387 -$24,039 -3.4% Svc Area Pl6 $6,954,967 $12,678,361 $12,678,361 $0 0% Svc Area P-2 Zone B $524,742 $386,687 $396,324 $9,637 2.5% Svc Area P-6 Zone 0206 $17,889 $18,727 $18,426 -$301 -1.6% Svc Area P-6 Zone 0207 $2,405 $2,359 $2,477 $118 5% Svc Area P-6 Zone 0200 $18,892 $18,531 $19,459 $928 5% Svc Area P-6 Zone 0212 $16,565 $16,247 $17,062 $815 5% Svc Area P-6 Zone 2504 $1,065 $812 $1,096 $284 35% Svc Area P-6 Zone 1203 $0 $1,946 $0 -$1,946 -100% Svc Area P-6 Zone 0505 $436 $428 $449 $21 4.9% Svc Area P-6 Zone 0209 $6,915 $6,783 $7,123 $340 5% Svc Area P-6 Zone 1005 $49,910 $48,955 $51,406 $2,451 5% Svc Area P-6 Zone 0201 $134,791 $132,207 $138,835 $6,628 5% Svc Area P-6 Zone 2700 $878 $861 $905 $44 5.1% Svc Area P-6 Zone 2606 $432 $424 $444 $20 4.7% Svc Area P-6 Zone 0700 $858 $841 $883 $42 5% Svc Area P-6 Zone 1100 $5,576 $5,469 $5,743 $274 5% Svc Area P-6 Zone 1600 $2,992 $861 $904 $43 5% Svc Area P-6 Zone 2601 $858 $841 $884 $43 5.1% Svc Area P-6 Zone 0500 $162,561 $159,443 $167,437 $7,994 5% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 401 481 Svc Area P-6 Zone 1000 $31,173 $30,576 $32,109 $1,533 5% Svc Area P-6 Zone 2900 $6,434 $6,310 $6,627 $317 5% Svc Area P-6 Zone 1006 $3,307 $3,244 $3,406 $162 5% Svc Area P-6 Zone 1601 $858 $841 $883 $42 5% Svc Area P-6 Zone 2300 $858 $841 $883 $42 5% Svc Area P-6 Zone 1602 $25,333 $24,849 $26,093 $1,244 5% Svc Area P-6 Zone 1800 $17,800 $17,459 $18,334 $875 5% Svc Area P-6 Zone 2600 $1,287 $1,262 $1,325 $63 5% Svc Area P-6 Zone 2701 $2,533 $2,485 $2,610 $125 5% Svc Area P-6 Zone 1500 $429 $421 $441 $20 4.7% Svc Area P-6 Zone 3000 $36,733 $36,030 $37,835 $1,805 5% Svc Area P-6 Zone 0503 $438,260 $429,873 $451,409 $21,536 5% Svc Area P-6 Zone 3103 $7,249 $7,111 $7,467 $356 5% Svc Area P6 Zone 0900 $1,995 $1,957 $2,055 $98 5% Svc Area P6 Zone 1509 $3,325 $3,262 $3,425 $163 5% Svc Area P6 Zone 3101 $3,824 $3,751 $3,939 $188 5% Svc Area P6 Zone 1615 $2,660 $2,609 $2,740 $131 5% Svc Area P6 Zone 1511 $1,663 $1,631 $1,712 $81 5% Svc Area P6 Zone 1510 $5,986 $5,871 $6,165 $294 5% Svc Area P6 Zone 0203 $23,725 $23,271 $24,437 $1,166 5% Svc Area P6 Zone 1002 $10,545 $10,343 $10,861 $518 5% Svc Area P6 Zone 2602 $1,648 $1,293 $1,697 $404 31.2% Svc Area P6 Zone 0204 $2,966 $2,909 $3,055 $146 5% Svc Area P6 Zone 1003 $3,530 $3,462 $3,635 $173 5% Svc Area P6 Zone 1201 $2,246 $2,203 $2,314 $111 5% Svc Area P6 Zone 2203 $277,401 $268,480 $285,724 $17,244 6.4% Svc Area P6 Zone 3001 $55,512 $54,451 $57,178 $2,727 5% Svc Area P6 Zone 3102 $1,663 $1,631 $1,713 $82 5% Svc Area P6 Zone 3104 $6,739 $6,610 $6,940 $330 5% Svc Area P6 Zone 0504 $65,139 $63,894 $67,093 $3,199 5% Svc Area P6 Zone 2202 $124,502 $122,122 $128,236 $6,114 5% Svc Area P6 Zone 0205 $622 $610 $640 $30 4.9% Svc Area P6 Zone 0301 $143,416 $144,178 $147,719 $3,541 2.5% Svc Area P6 Zone 1004 $5,272 $5,171 $5,431 $260 5% Svc Area P6 Zone 2603 $2,486 $2,439 $2,560 $121 5% Svc Area P6 Zone 2703 $8,391 $8,230 $8,642 $412 5% Svc Area P6 Zone 3112 $10,331 $10,134 $10,641 $507 5% Svc Area P6 Zone 3108 $0 $0 $0 $0 0% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 402 482 Svc Area P6 Zone 3109 $866 $849 $891 $42 4.9% Svc Area P6 Zone 3110 $721 $708 $743 $35 4.9% Svc Area P6 Zone 1513 $4,617 $4,528 $4,755 $227 5% Svc Area P6 Zone 1512 $3,458 $3,391 $3,561 $170 5% Svc Area P6 Zone 1616 $14,732 $14,451 $15,174 $723 5% Svc Area P6 Zone 2704 $1,804 $1,475 $1,858 $383 26% Svc Area P6 Zone 2604 $1,443 $1,415 $1,486 $71 5% Svc Ara P6 Zone 2605 $37,222 $36,510 $38,338 $1,828 5% Svc Area P6 Zone 3003 $2,597 $2,547 $2,674 $127 5% Svc Area P-6 Zone 3004 $577 $566 $594 $28 4.9% Svc Area P6 Zone 0210 $3,462 $3,396 $3,566 $170 5% Svc Area P6 Zone 3002 $2,405 $3,539 $2,477 -$1,062 -30% Svc Area P6 Zone 3105 $301 $295 $310 $15 5.1% Svc Area P6 Zone 3106 $301 $295 $310 $15 5.1% Svc Area P6 Zone 3107 $601 $590 $619 $29 4.9% Svc Area P6 Zone 1508 $0 $0 $0 $0 0% Svc Area P-6 Zone 1007 $1,680 $1,236 $1,730 $494 40% Svc Area P-6 Zone 3113 $315 $309 $324 $15 4.8% Svc Area P-6 Zone 2905 $1,155 $412 $1,190 $778 189% Svc Area P6 Zone 1608 $0 $0 $0 $0 0% Svc Area P6 Zone 1802 $0 $0 $0 $0 0% Svc Area P-6 Zone 2904 $763 $748 $786 $38 5.1% Svc Area P6 Zone 1204 $1,680 $0 $1,731 $1,731 N/A Svc Area P6 Zone 3005 $680 $0 $700 $700 N/A Svc Area P6 Zone 3007 $2,800 $0 $2,884 $2,884 N/A Total Service Area- Police:$14,919,727 $35,134,598 $34,864,392 -$270,206 -0.8% Total Special District:$14,919,727 $35,134,598 $34,864,392 -$270,206 -0.8% Total Revenue:$14,919,727 $35,134,598 $34,864,392 -$270,206 -0.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 403 483 Municipal Special Districts Warren Lai Public Works Director Flood Control Districts: Accounts for activities related to regional drainage facility planning, collection and analysis of rainfall data, and related projects. Funded by drainage fees, property tax assessments and interest earnings. Storm Drainage Districts: Accounts for accumulated monies received by speci c property tax levies for the payment of storm drainage bonds. Stormwater Utility Districts: Accounts 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). Funded by Stormwater Utility parcel assessments. Drainage Service Areas: Accounts for the correction of drainage problems and provision of drainage services in unincorporated Walnut Creek. Funded by drainage fees, permits, and interest earnings. Road Maintenance Service Areas: Accounts for the maintenance of Dutch Slough Road, Jersey Island Road to Bethel Island Road (in Bethel Island). Funded by property tax assessments. Recreation Service Areas: Accounts for recreation facility maintenance in speci c areas of the County. Funded by property tax assessments, facility rental fees, and interest earnings. Lighting Service Areas: Accounts 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. Miscellaneous Districts: Accounts, primarily, for the development of the County’s water policy and oversight of ship navigation projects (Contra Costa Water Agency). It also accounts for support of a park and ride program in Discovery Bay. Funded by property tax assessments, interagency agreements, and interest earnings. All of the municipal special districts are managed by the Public Works Department with the exception of the Contra Costa Water Agency (part of the Miscellaneous Districts) that is managed by the Department of Conservation and Development. More details can be found in the Public Works Department section. Expenditures Summary The difference between the actual expenditure gures for FY22-23 and the budgets for FY23-24 and FY24-25 re ect the budgeting of the prior year's fund balance as an anticipated expenditure ($190 million). 275,920,394 $29,177,396 (11.83% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 404 484 Expenditures by Fund Budgeted and Historical 2025 Expenditures by Fund MillionsStorm Drainage Districts Service Area-Road Maintenance Service Area-Drainage Miscellaneous Districts Service Area-Recreation Service Area-Lighting Stormwater Utility Districts Service Area-Miscellaneous Flood Control FY2023FY2024FY2025$0 $50 $100 $150 $200 $250 $300 Service Area-Lighting $1,480,832 $10,694,000 $11,252,105 $558,105 5.2% Service Area-Miscellaneous Ccc Cfd 2022-1 $0 $128,373 $128,373 N/A Total Service Area- Miscellaneous:$14,625,001 $39,485,000 $39,489,135 $4,134 0% Stormwater Utility Districts $22,370,135 $39,099,997 $34,883,587 -$4,216,410 -10.8% Service Area-Road Maintenance $336 $151,000 $166,261 $15,261 10.1% Flood Control $17,211,544 $149,151,999 $181,074,999 $31,923,001 21.4% Storm Drainage Districts $0 $2,000 $2,000 $0 0% Service Area-Drainage $349 $474,000 $499,000 $25,000 5.3% Service Area-Recreation $1,156,195 $6,595,001 $7,463,749 $868,748 13.2% Miscellaneous Districts Disc Bay West Parking $873 $23,000 $22,558 -$442 -1.9% C C C WATER AGENCY $613,832 $1,067,000 $1,067,000 $0 0% Total Miscellaneous Districts:$614,705 $1,090,000 $1,089,558 -$442 0% Total:$57,459,098 $246,742,998 $275,920,394 $29,177,396 11.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 405 485 Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsFixed Assets Other Charges Expenditure Transfers Services And Supplies FY2023FY2024FY2025$0 $50 $100 $150 $200 $250 $300 Expense Objects Services And Supplies $34,397,983 $207,124,496 $236,033,554 $28,909,058 14% Total Services And Supplies:$34,397,983 $207,124,496 $236,033,554 $28,909,058 14% Other Charges $8,106,450 $13,837,000 $11,060,438 -$2,776,561 -20.1% Total Other Charges:$8,106,450 $13,837,000 $11,060,438 -$2,776,561 -20.1% Expenditure Transfers $14,513,627 $19,273,501 $21,457,921 $2,184,420 11.3% Total Expenditure Transfers:$14,513,627 $19,273,501 $21,457,921 $2,184,420 11.3% Fixed Assets CSA M17 Mtlvn ADA Parking $8,762 $0 $400,000 $400,000 N/A CSA R7 Livorna Plygd LDSC $32,553 $0 $300,000 $300,000 N/A Total Fixed Assets:$441,038 $6,508,000 $7,368,480 $860,480 13.2% Total Expense Objects:$57,459,098 $246,742,998 $275,920,394 $29,177,396 11.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 406 486 Revenues Summary The difference between the actual revenue gures for FY22-23 and the budgets for FY23-24 and FY24-25 re ect the budgeting of the prior year's fund balance as a revenue source ($190 million). 275,920,394 $29,177,396 (11.83% vs. prior year) Revenue by Fund Budgeted and Historical 2025 Revenue by Fund MillionsStorm Drainage Districts Service Area-Road Maintenance Service Area-Drainage Miscellaneous Districts Service Area-Recreation Service Area-Lighting Stormwater Utility Districts Service Area-Miscellaneous Flood Control FY2023FY2024FY2025$0 $50 $100 $150 $200 $250 $300 Service Area-Lighting $2,342,336 $10,694,000 $11,252,105 $558,105 5.2% Service Area-Miscellaneous Ccc Cfd 2022-1 $0 $128,373 $128,373 N/A Total Service Area- Miscellaneous:$25,219,476 $39,485,000 $39,489,135 $4,135 0% Stormwater Utility Districts $22,432,320 $39,099,997 $34,883,587 -$4,216,411 -10.8% Service Area-Road Maintenance $10,507 $151,000 $166,261 $15,261 10.1% Flood Control $31,404,313 $149,151,999 $181,075,000 $31,923,001 21.4% Storm Drainage Districts $0 $2,000 $2,000 $0 0% Service Area-Drainage $25,013 $474,000 $499,000 $25,000 5.3% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 407 487 Service Area-Recreation $1,600,487 $6,595,001 $7,463,749 $868,748 13.2% Miscellaneous Districts Disc Bay West Parking $349 $23,000 $22,558 -$442 -1.9% C C C WATER AGENCY $929,862 $1,067,000 $1,067,000 $0 0% Total Miscellaneous Districts:$930,210 $1,090,000 $1,089,558 -$442 0% Total:$83,964,663 $246,742,998 $275,920,394 $29,177,396 11.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues by Source Revenue Source State Assistance $133,149 $156,700 $153,000 -$3,700 -2.4% Other Local Revenue $83,831,514 $246,586,298 $275,767,395 $29,181,096 11.8% Total Revenue Source:$83,964,663 $246,742,998 $275,920,394 $29,177,396 11.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 408 488 West Contra Costa Heal thcare District Anna Roth Health Services Director The West Contra Costa Healthcare District (WCCHD) struggled nancially for decades, experiencing increasing costs, declining reimbursements, and growing service demand from uninsured and underinsured populations. On January 2, 2018 the Bankruptcy court approved the District’s Plan of Adjustment, allowing the District to repay certain creditors over a series of years. To minimize the District’s operating cost under the bankruptcy plan, the District transitioned to an appointed board of directors. California Senate Bill 522 dissolved the District’s existing Board, and the County Board of Supervisors became the District’s governing board effective January 1, 2019. Expenditures Summary 11,302,200 $24,200 (0.21% vs. prior year) Expenditures by Fund WCC HLTHCARE DIST $3,494,738 $8,161,000 $8,187,000 $26,000 0.3% WCCHCD DEBT SVC $3,100 $3,117,000 $3,115,200 -$1,800 -0.1% Total:$3,497,838 $11,278,000 $11,302,200 $24,200 0.2% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 409 489 Expenditures by Function Budgeted and Historical Expenditures by Function MillionsWcchcd Debt Svc Wcc Hlthcare Dist FY2023FY2024FY2025$0 $2.5 $5 $7.5 $10 $12.5 Expenditures Special District Emergency Medical Services Wcc Hlthcare Dist $3,494,738 $8,161,000 $8,187,000 $26,000 0.3% Wcchcd Debt Svc $3,100 $3,117,000 $3,115,200 -$1,800 -0.1% Total Emergency Medical Services:$3,497,838 $11,278,000 $11,302,200 $24,200 0.2% Total Special District:$3,497,838 $11,278,000 $11,302,200 $24,200 0.2% Total Expenditures:$3,497,838 $11,278,000 $11,302,200 $24,200 0.2% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 410 490 Expenditures by Expense Type Budgeted and Historical Expenditures by Expense Type MillionsOther Charges Services And Supplies FY2023FY2024FY2025$0 $2.5 $5 $7.5 $10 $12.5 Expense Objects Services And Supplies $1,205,855 $5,869,000 $5,895,000 $26,000 0.4% Other Charges $2,291,983 $5,409,000 $5,407,200 -$1,800 0% Total Expense Objects:$3,497,838 $11,278,000 $11,302,200 $24,200 0.2% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues Summary 11,302,200 $24,200 (0.21% vs. prior year) Contra Costa County | FY24-25 Recommended Budget Page 411 491 Revenues by Source Revenue Source State Assistance Intergovernmental Revenue $28,661 $0 $0 $0 0% Total State Assistance:$28,661 $0 $0 $0 0% Other Local Revenue Taxes Current Property $5,776,289 $5,569,000 $6,045,070 $476,070 8.5% Taxes Other Than Cur Prop -$30,421 $0 $0 $0 0% Use Of Money & Property $145,963 $93,000 $456,000 $363,000 390.3% Intergovernmental Revenue $195 $0 $0 $0 0% Charges For Services -$27,003 $3,112,000 $3,110,200 -$1,800 -0.1% Miscellaneous Revenue $12,487 $21,000 $18,600 -$2,400 -11.4% Fund Balance $0 $2,483,000 $1,672,330 -$810,670 -32.6% Total Other Local Revenue:$5,877,509 $11,278,000 $11,302,200 $24,200 0.2% Total Revenue Source:$5,906,170 $11,278,000 $11,302,200 $24,200 0.2% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 412 492 Revenue by Department Budgeted and Historical 2025 Revenue by Department MillionsWcchcd Debt Svc Wcc Hlthcare Dist FY2023FY2024FY2025$0 $2.5 $5 $7.5 $10 $12.5 Revenue Special District Emergency Medical Services Wcc Hlthcare Dist $5,906,170 $8,161,000 $8,187,000 $26,000 0.3% Wcchcd Debt Svc $0 $3,117,000 $3,115,200 -$1,800 -0.1% Total Emergency Medical Services:$5,906,170 $11,278,000 $11,302,200 $24,200 0.2% Total Special District:$5,906,170 $11,278,000 $11,302,200 $24,200 0.2% Total Revenue:$5,906,170 $11,278,000 $11,302,200 $24,200 0.2% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget vs. FY2025 Recommended Budget ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 413 493 CAPITAL IMPROVEMENTS Contra Costa County | FY24-25 Recommended Budget Page 414 494 Capital Facilities Master Plan (CFMP) Contra Costa County completed and adopted a 20-year Capital Facilities Master Plan (CFMP) on September 20, 2022 to guide budget decisions on capital facilities spending in subsequent scal years. Previously, Contra Costa County had not had an adopted Capital Facilities Master Plan since the Fiscal Year 1999-2000 plan was approved by the Board on January 25, 2000. At the July 13, 2021 meeting, the Board authorized staff to contract with Gensler to produce a new strategic Master Facilities Plan to guide capital planning for County departments other than Health Services and the detention facilities. Health Services has its own Facilities Master Plan which is in the process of being updated. Detention facilities are currently being examined pursuant to a consent decree and other internal planning efforts. During the year-long development of the CFMP Gensler conducted extensive research, surveys and interviews with the County departments and employees in the facilities covered by the plan. Those efforts included: 2,177 Employee Survey Responses (35% Response Rate) 51 Sites Toured 20 Department Leadership Questionnaire Responses 22 Department Leadership Interviews Three Steering Committee Workshops (10 members) Board of Supervisors Retreat Workshop Board of Supervisors hearing on policy options Interviews with each Board Member on District speci c capital priorities 100+ County Documents, Reports, etc. Final Board of Supervisors hearing and adoption of the plan In addition to Gensler’s work, and to provide a current baseline of facilities condition for the Gensler team, the County also completed a Facilities Condition Assessment (FCA) of the entire County portfolio. The FCA was completed by Gordian, and it identi es a deferred maintenance need of $159.3 million dollars in the next ve years for the 75 facilities (44 owned, 31 leased) comprising approximately 1.49 million square feet in the Master Facilities Plan. The Plan also includes 26 other facilities, measuring approximately 240,000 square feet, where the County operates but the facility is maintained by other jurisdictions. Most of these are libraries where a city owns the building, but the County staffs the library. The total County portfolio has 274 facilities, comprising 3.79 million square feet, with a total identi ed ve-year deferred maintenance need of $536.0 million dollars. The Master Facilities Plan includes 27% of the County facilities by count, 47% by square footage, and 30% by deferred maintenance needs. As a reminder, the vast majority of the County facilities not included in this Master Facilities Plan are in Health Services or are detention facilities. The CFMP presents a 20-year future strategic vision for capital planning and budgeting to accomplish this transition. Following the Board meeting determining the strategic vision the Board preferred, staff and the Gensler team conducted individual interviews with Board members to discuss speci c district needs and priorities for inclusion in the nal report. Gensler, in coordination with the County Administrator's Of ce, prepared a proposed nancing plan to estimate the capital budgeting needs for the plan over its proposed 20-year plan horizon, with emphasis on the initial ve-year implementation period. In addition to the written plan, the implementation plan also includes an electronic version of the nancing model, which the County will use annually to prepare the proposed capital budget and update as parts of the plan are completed. FY24-25 is the second year of the rst implementation period covered by the Capital Facilities Master Plan . The capital improvements recommended budget for FY24-25 totals $25 million. Of the total, $10 million is allocated towards the FY24-25 General Fund projects identi ed in this budget, $5 million for the initial projects identi ed in the rst implementation period of the CFMP, $5 million for ADA improvements at the West County Detention Facility and $5 million in general facilities maintenance and emergency capital repairs during the scal year. The $10 million for Capital Projects is detailed in the FY24-25 Capital Projects tab in the Capital Improvements section of the budget book. Projects listed with a funding source of General Fund are the projects covered in this allocation. The $5 million for CFMP projects will cover the initial planning and programming for the rst two capital projects called for in the rst implementation phase of the CFMP. Speci cally, those projects are the East County Service Hub and the Central Storage Facility. The Central Storage Facility is an approximately 35,000 square foot document storage facility and new elections storage and processing facility for the County. The East County Service Hub will be an approximately 70,000 square foot service center for east county residents to conveniently access all county services with less travel required to reach existing service centers. The $5 million for ADA improvements is designed to add more ADA rated beds to the overall supply of the Contra Costa County detention system. The County is engaged in a broad effort to increase the ADA accessibility of the County wide detention system and this allocation will support the addition of 16 ADA beds in the West County Detention Facility. The nal allocation of $5 million dollars will support the emergency repair needs that arise each year that cannot be planned, such as unexpected elevator repairs, emergent re and life safety issues, and repairs after storm events or other disasters. Contra Costa County | FY24-25 Recommended Budget Page 415 495 Fiscal Year 24-25 Major Projects In FY 2024-25, the County will have one major project under construction and two new Capital facilities Master Plan projects in the advanced planning phases of development. The County will be completing construction of the West County Re-Entry, Treatment and Housing (WRTH) project, a mental health treatment center with 96 beds for incarcerated individuals with mental health issues and re-entry classroom and program space along with 192 housing beds at the West County Detention Facility. A description of and funding sources for each major capital project follows. West County Reentry, Treatment and Housing The County awarded a design-build construction contract in FY 2021-22 for the West County Re-Entry, Treatment and Housing Project (WRTH). This project will partially replace space in the older Martinez Detention Facility, 288 general population beds, while increasing the capacity to treat detainees with mental health issues in a more appropriate setting. No expansion of the total number of detainee beds is planned as an equal number of beds will be removed from MDF after WRTH is completed. This will reduce the number of detainees at the Martinez facility allowing that facility to prolong its useful life. The total construction project is budgeted at $95.5 million made up of a grant from the State of California for $70.0 million and a $25.5 million match from the County (appropriated in FY 2017-18). There is no ongoing impact on the operating budget from this non-recurring capital expenditure. Contra Costa County | FY24-25 Recommended Budget Page 416 496 Central Storage Facility The need for a central storage facility to allow departments to store physical documents and records that need to be maintained was identi ed as an immediate need in the Capital Facilities Master Plan. Survey and consultation with County departments indicates that an approximately 35,000 square foot facility is needed to support County functions. Land is available at the County's Waterbird Way corporation yard facility to construct a building of this size without impacting existing functions. The facility will also feature an area for the Clerk-Recorder's Election Division to have a modern facility for storing and processing election materials. This has been a need for several years to upgrade the Elections Divisions facility to meet modern code requirements. The facility is currently estimated to cost between $30-32 million dollars. This scal year the preliminary planning will be completed and the County will procure a progressive design build team to nalize the design and costing of the project in order to secure nal Board approval for the construction of the facility. Final sources of funding will be determined at that time depending on nal cost proposals. East County Service Center The East County Service Center is designed to bring an opportunity for service delivery to residents in the far eastern areas of Contra Costa County. The center will have multiple County departments with a presence that will allow access with fewer vehicle miles traveled and save residents time by having them access services closer to their residents rather than having to travel to more centrally located service areas. The Center will be an approximately 70,000 square foot facility built on County owned land on Technology Way in the city of Brentwood. Currently, initial programming is underway with interested departments to de ne the nal size and scope of the services that will be offered at this location. The County anticipates nalizing the progressive design build procurement for a design and construction team by the end of FY 24-25. At that time nal approval of the project will be before the Board. The current project estimate is $75 million for the total project expense and sources of funding will be determined when the Board's nal approval is sought. Contra Costa County | FY24-25 Recommended Budget Page 417 497 FY24-25 Capital Projects Agency Project Title Location Project Type Proposed Budget Funding Source Estimated Completion Clerk-Recorder- Elections Clerk-Recorder-Elections Building Renovation Project 555 Escobar Street, Martinez Enhancement $ 100,000 General Fund 2025 District Attorney 800 Ferry Street Fire Alarm Panel Replacement 800 Ferry Street, Martinez Facilities Maintenance $ 250,000 General Fund 2025 District Attorney Exterior Building Wood Facade Maintenance 900 Ward Street, Martinez Facilities Maintenance $ 86,000 General Fund 2025 DoIT 30 Douglas Drive Exterior Painting 30 Douglas Drive, Martinez Facilities Maintenance $ 150,000 General Fund 2025 DoIT Kreagor Peak Access Road Slope Stabilization Kreagor Peak, access via Nortonville Road, Pittsburg Enhancement $ 500,000 General Fund 2026 EHSD Balboa Children's Center Fire Alarm Panel Replacement 1001 57th Street, Richmond Facilities Maintenance $ 250,000 General Fund 2025 EHSD Facility Fire Egress Update 4545 Delta Fair Boulevard, Antioch Facilities Maintenance $ 50,000 General Fund 2025 EHSD Install Security Enhancements for EHSD Service Facilities EHSD 10 Public Facing Buildings, Contra Costa County Enhancement $ 250,000 General Fund 2025 EHSD 1305 MacDonald Avenue Painting and Sealing Building Exterior 1305 MacDonald Avenue, Richmond Enhancement $ 450,000 General Fund 2025 EHSD Ellinwood Way Campus Renewals - Replace roo ng , heat pumps, lighting, exterior siding Ellinwood Way Campus, Pleasant Hill, Bldgs. 300, 400, 500 Enhancement $ 513,633 General Fund 2025 Health Services 2425 Bisso Lane Building Exterior Painting 2425 Bisso Lane, Concord Facilities Maintenance $ 95,000 Self-supporting 2026 Health Services 2311 Loveridge Road FIre Alarm Panel Replacement 2311 Loveridge Road, Pittsburg Facilities Maintenance $ 250,000 Self-supporting 2026 Health Services 1220 Morello HVAC Replacement 1220 Morello Avenue, Martinez Facilities Maintenance $ 400,000 Self-supporting 2025 Health Services Exterior Security Lighting Upgrade, Replacement, and LED Conversion 2047 Arnold Industrial Way, Martinez Facilities Maintenance $ 100,000 Self-supporting 2025 Health Services Roof and Rain Gutter Replacement 1391 Shell Avenue, Martinez Facilities Maintenance $ 200,000 Self-supporting 2025 Health Services Hope House Relocation & Building Foundation Repair 300 Ilene Street, Martinez Enhancement $ 5,000,000 Self-supporting 2025 Health Services Building Renovation for Behavioral Health Shared Housing 2025 Sherman Drive, Pleasant Hill Enhancement $ 400,000 Self-supporting 2024/2025 Health Services Clinical Laboratory Improvement Amendments (CLIA) - Regulatory Compliance Improvements All Detention Facilities- Marsh Creek, Martinez, West County, Juvenile Hall, Contra Costa County Enhancement $ 500,000 Self-supporting 2026 Health Services Contra Costa Regional Medical Center Elevator Modernization 2500 Alhambra Avenue, Martinez Renewal/ Replacement $ 15,000,000 Self-supporting 2026 Health Services Contra Costa Regional Medical Center Vacuum Pumps Replacement 2500 Alhambra Avenue, Martinez Renewal/ Replacement $ 500,000 Self-supporting 2025 Health Services West County Health Center Mammography Unit Accessibility Improvements 13601 San Pablo Avenue, San Pablo Renewal/ Replacement $ 500,000 Self-supporting 2025 Multiple 1111 Ward Street FIre Alarm Panel Replacement 1111 Ward Street, Martinez Facilities Maintenance $ 250,000 General Fund 2025 Contra Costa County | FY24-25 Recommended Budget Page 418 498 Agency Project Title Location Project Type Proposed Budget Funding Source Estimated Completion Probation 100 Glacier Drive Fire Alarm Panel Replacement 100 Glacier Drive, Martinez Facilities Maintenance $ 250,000 General Fund 2025 Probation Morrow House Renovations 1026 Escobar Street, Martinez Other $ 100,000 General Fund 2026 Public Works 2467 Waterbird Way Building Exterior Paint 2467 Waterbird Way, Martinez Facilities Maintenance $ 175,000 General Fund 2026 Public Works 2474 Waterbird Way Building A Exterior Paint 2474 Waterbird Way, Martinez Bldg. A Facilities Maintenance $ 45,000 General Fund 2026 Public Works 2474 Waterbird Way Building B Exterior Paint 2474 Waterbird Way Bldg. B, Martinez Facilities Maintenance $ 55,000 General Fund 2026 Public Works 2474 Waterbird Way Building C Exterior Paint 2474 Waterbird Way Bldg. C, Martinez Facilities Maintenance $ 65,000 General Fund 2026 Public Works 171 John Glen Drive Buchanan Field Tower Exterior Seal Coating 171 John Glenn Drive, Concord (Buchanan Field Tower)Facilities Maintenance $ 150,000 General Fund 2025 Sheriff West County Detention Facility - Trough Drains Installation 5555 Giant Highway, Richmond Facilities Maintenance $ 200,000 General Fund 2025 Sheriff West County Detention Facility- Exterior Coating & Seal 5555 Giant Highway, Richmond Facilities Maintenance $ 1,000,000 General Fund 2025 Sheriff West County Detention Facility- Building 6 Foundation Seal and Waterproo ng 5555 Giant Highway, Richmond Facilities Maintenance $ 1,250,000 General Fund 2026 Sheriff 1960 Muir Fire Alarm Panel Replacement 1960 Muir Road, Martinez Facilities Maintenance $ 250,000 General Fund 2026 Sheriff 40 Glacier Drive UPS Battery Replacement 40 Glacier Drive, Martinez Facilities Maintenance $ 200,000 General Fund 2025 Sheriff West County Detention Facility ARC Flash Study 5555 Giant Highway, Richmond Facilities Maintenance $ 500,000 General Fund 2025 Sheriff Marsh Creek Detention Facility Water Heater Replacement 12000 Marsh Creek Road, Clayton Facilities Maintenance $ 20,000 General Fund 2025 Sheriff Marsh Creek Detention Facility HVAC Replacement 12000 Marsh Creek Road, Clayton Facilities Maintenance $ 250,000 General Fund 2025 Sheriff West County Detention Facility - Building 6 Interior Rebuild 5555 Giant Highway, Richmond Facilities Maintenance $ 600,000 General Fund 2025 Various 50 Douglas Dr Exterior Paint 50 Douglas Drive, Martinez Facilities Maintenance $ 145,000 General Fund 2025 Various County Facilities GFCI Outlet Protection Replacement Various Facilities Maintenance $ 100,000 General Fund 2025 Various 10 Douglas Drive Gutter Re-Coat 10 Douglas Drive, Martinez Facilities Maintenance $ 100,000 General Fund 2025 Contra Costa County | FY24-25 Recommended Budget Page 419 499 Capital Asset Accounting and Budgeting The County policy for capital asset accounting and budgeting conforms to State de nitions and regulations as set forth in the manual of Accounting Procedures for Counties and re ects current values. The policy establishes the basis for nancial classi cation. Capital assets are assets of signi cant value having a utility that extends beyond the current year. An improvement is replacement of a component part of a capital asset by an improved or superior part, an addition of new parts, or an alteration or a structural change to a capital asset that results in a functional improvement over its original state that materially adds to the value of the asset or appreciably extends its life. Capital expenditures are de ned as those expenditures incurred for the improvement to or acquisition of land, facilities and infrastructure. Land improvements enhance the value of land itself (such as grading or ditching for drainage). Ground improvements add other items to the basic land. Examples of grounds improvements are lawns, trees and shrubs, sprinkler systems, and paving. The following capital assets are to be capitalized and individually budgeted and controlled: Land: All land acquisitions and land improvements, without regard to cost. Structures and Improvements: Permanent structures costing $100,000 or more; additions, structural betterments and ground improvements that cost $100,000 or more. Equipment: Equipment includes movable personal property with a unit cost of $5,000 or more, including sales tax, and delivery and installation charges; additions to capitalized equipment costing $5,000 or more per item. Infrastructure: Infrastructure assets are long-lived assets that normally are stationary in nature and can be preserved for a signi cantly greater number of years than other capital assets; infrastructure assets include roads, bridges, tunnels, drainage systems, water and sewer systems, dams, and lighting systems. Intangibles: Intangible assets lack physical substance, have a non- nancial nature, and have a useful life that extends beyond a single reporting period; examples of intangible assets include: easements, water rights, timber rights, patents, trademarks, and computer software, including internally generated software. Capitalization thresholds for intangible assets are as follows: $100,000 for all intangible assets acquired after June 30, 2009 – excluding internally developed or modi ed software and other internally developed intangibles. $1,000,000 for all internally developed intangible assets acquired after June 30, 2009. $1,000,000 for retroactive reported intangible assets. Contra Costa County | FY24-25 Recommended Budget Page 420 500 DEBT Contra Costa County | FY24-25 Recommended Budget Page 421 501 Government-wide Debt Overview 27,078 ,319 -$2,138,819 (-7.32% vs. 2024 year) ANNUAL DEBT SERVICE REQUIREMENT As of June 30, 2023, the County had a total of $193.5 million of lease revenue bonds outstanding. This represents a decrease of $31 million from the previous year when factoring in scheduled decreases in lease revenue bond debt service. The FY24-25 Recommended Budget includes appropriations to fund $27.1 million of scheduled debt service costs related to the County's debt management program. The table below illustrates debt obligations outstanding as of June 30, 2023. Note that these are debt obligations of the County and do not include separate legal entities such as Special Districts or Redevelopment Successor Agency obligations (also excluded are capital leases). Some portions of annual debt service costs may be reimbursed from funds outside the General Fund depending on the capital project; however, County lease revenue bonds are secured by the credit of the General Fund. County of Contra Costa (County Only) Debt Service Requirements for Outstanding Lease Revenue Bonds (as of June 30, 2023) Fiscal Year Ending 6/30 Principal Interest Total 2024 22,020,000 7,197,138 29,217,138 2025 20,650,000 6,428,319 27,078,319 2026 19,120,000 5,678,516 24,798,516 2027 18,590,000 5,011,534 23,601,534 2028 12,930,000 4,356,806 17,286,806 2029 12,080,000 3,896,874 15,976,874 2030 12,500,000 3,483,884 15,983,884 2031 12,930,000 3,054,467 15,984,467 2032 13,360,000 2,621,454 15,981,454 2033-2041 49,335,000 9,889,288 59,224,288 TOTAL $ 193,515,000 $ 51,618,280 $ 245,133,280 Contra Costa County | FY24-25 Recommended Budget Page 422 502 OUTSTANDING DEBT The County’s entire debt portfolio is comprised of xed-rate debt issues. The County Debt Management Policy (https://www.contracosta.ca.gov/2142/Financial-Policies) permits variable rate nancial products such as variable rate demand obligations (VRDOs) only under special circumstances and does not presently permit derivatives such as swaps at any time. Even prior to the implementation of its formal Debt Management Policy, the County took a conservative approach to its debt portfolio and had issued only xed rate debt. This continued approach shields the County from the various risks associated with derivative instruments, ensuring a level of certainty in long term nancial and capital project planning. A detailed list of outstanding lease revenue bonds as of June 30, 2023 is shown below. County of Contra Costa (County Only) Outstanding Lease Revenue Bonds and True Interest Cost (as of June 30, 2023) ($ in thousands) Bond Issues Date of Issue Final Maturity Date Principal Amount Issued Outstanding Principal True Interest Cost (%) 2015 Series A (Capital Projects)08/25/15 06/01/35 19,055 11,160 3.18% 2015 Series B (Refunding)08/25/15 06/01/28 52,060 12,810 2.40% 2017 Series A (Refunding & Capital Projects)03/03/17 06/01/27 99,810 17,780 2.33% 2017 Series B (Capital Projects) 2021 Series A (Capital Projects) 05/26/17 03/18/21 06/01/32 06/01/41 100,285 63,540 64,385 59,560 2.39% 2.26% 2021 Series B (Refunding)03/18/21 TOTAL 06/01/38 33,880 $368,630 27,820 $193,515 1.80% The chart below titled "Debt by Fund" illustrates the annual debt service requirement, by scal year, for the County's outstanding Lease Revenue Bonds secured by the General Fund. Contra Costa County | FY24-25 Recommended Budget Page 423 503 Debt by Fund MillionsCounty-WideFY2023FY2024FY2025FY2026FY2027FY2028FY2029FY2030FY2031FY2032FY2 033FY2034FY2035FY2036FY2037FY2038FY2039FY2040FY20410 10 20 30 40 50 FY2023 FY2024 FY2025 % Change $ Change All Funds Actual Scheduled Recommended County-Wide $39,234,513 $29,217,138 $27,078,319 -7.3%$-2,138,819 Total All Funds:$39,234,513 $29,217,138 $27,078,319 -7.3%$-2,138,819 County-Wide Lease Revenue Bonds are secured by the County General Fund and are therefore appropriated for payment from the General Fund, which is a Governmental Fund. Some portions of annual debt service costs may be reimbursed from funds outside of the General Fund depending on the capital project.F…FY2025FY2027FY2029FY2031FY2033FY2035FY2037FY2039FY2041FY2023 FY2024 FY2025 % Change $ Change County-Wide Actual Scheduled Recommended Governmental Funds $39,234,513 $29,217,138 $27,078,319 -7.3%$-2,138,819 Total County-Wide:$39,234,513 $29,217,138 $27,078,319 -7.3%$-2,138,819 Contra Costa County | FY24-25 Recommended Budget Page 424 504 Credit Ratings 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 nancial strength and ability to repay its debt on a timely basis and are one of the most important indicators of creditworthiness readily available to the investment community. For this reason, credit ratings have a direct impact on the borrowing rates paid by the County when issuing bonds. Contra Costa County maintains credit ratings from Moody's Investors Service and S&P Global Ratings. Each rating agency provides an Issuer Credit Rating (ICR) and a rating for speci c bonds, including Lease Revenue Bonds (LRBs). The chart to the right illustrates the County's current issuer and bond ratings from Moody's and S&P. Refunding Savings According to the Municipal Standards Rulemaking Board (MSRB), refunding of bonds is a procedure whereby an issuer (such as the County) re nances outstanding bonds by issuing new bonds. There are generally two major reasons for refunding: to reduce the issuer’s interest costs or to remove burdensome or restrictive conditions imposed by the terms of the bonds being re nanced. The proceeds of the new bonds are either deposited in escrow to pay the debt service on the outstanding bonds when due in an “advance refunding” or used to promptly (typically within 90 days) retire the outstanding bonds in a “current refunding.” The new bonds are referred to as the “refunding bonds,” and the outstanding bonds being re nanced are referred to as the “refunded bonds” or the “prior issue.” In Contra Costa County, market conditions are monitored for refunding opportunities that will produce at least 2% net present value savings for each maturity of bonds refunded and a minimum of 4% overall net present value savings, pursuant to the County's Debt Management Policy. Over the past 20+ years, this has resulted in signi cant net present value savings totaling $30.6 million in the County's Lease Revenue Bond program. The vast majority of these savings have been realized over the period 2015-2021 due to historically low interest rates. The chart illustrates the net present value cost savings for each refunded bond issue over the past 20 year period. Contra Costa County, Refunding Savings (millions) 2017 Series A Lease Revenue Bond $9.1 2021 Series B Lease Revenue Bond $7.3 2015 Series B Lease Revenue Bond $4.6 2007 Series A Lease Revenue Bond $3.8 2007 Series B Lease Revenue Bond $2.9 2010 Series B Lease Revenue Bond $1.1 2007 Series A Lease Revenue Bond $0.9 2002 Series B Lease Revenue Bond $0.9 Contra Costa County | FY24-25 Recommended Budget Page 425 505 Bonded Debt Limitation and Assessed Valuation Growth The statutory debt limitation for counties is 5% of assessed valuation (pursuant to 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 prior to the implementation of Proposition 13. For FY22-23, the County’s total assessed valuation base was $264.5 billion and the growth rate of net assessed valuation in the County was 7.79%. 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 net assessed value of taxable property was $256.3 billion ($264.5 billion gross less exemptions of $8.2 billion), resulting in a statutory bonded debt limitation of $12.8 billion (calculated by taking 5% of the net assessed value of taxable property) and a California Constitution limit of $3.2 billion (calculated by taking 1.25% of the net assessed value of taxable property). 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, lease revenue bond debt and assessment district debt are not required to be included. Consequently, as of June 30, 2023, the County has no outstanding bonded debt meeting the technical de nition, leaving a statutory margin of $12.8 billion and a Constitutional margin of $3.2 billion. Contra Costa County | FY24-25 Recommended Budget Page 426 506 Debt Snapshot 27,078 ,319 -$2,138,819 (-7.32% vs. 2024 year) The FY24-25 Recommended Budget appropriates $27.1 million to fund County Lease Revenue Bond debt service, which re ects a decrease of $2.1 million over the current year. The $2.1 million decrease re ects a scheduled decline of 2017 Series A debt service costs. Debt by Type MillionsLease Revenue BondsFY2023FY2024FY2025FY2026FY2027FY2028FY2029FY2030FY2031FY2032FY2033F Y2034FY2035FY2036FY2037FY2038FY2039FY2040FY20410 10 20 30 40 50 FY2023 FY2024 FY2025 % Change $ Change Debt Actual Scheduled Recommended Lease Revenue Bonds $39,234,513 $29,217,138 $27,078,319 -7.3%$-2,138,819 Total Debt:$39,234,513 $29,217,138 $27,078,319 -7.3%$-2,138,819 Contra Costa County | FY24-25 Recommended Budget Page 427 507 Lease Revenue Bonds The County issues Lease Revenue Bonds (LRBs) to fund a variety of capital projects. A Project Summary of each outstanding LRB is presented below with information about speci c projects funded by bond proceeds. Debt service on LRBs is secured by the County General Fund and the County’s LRBs are issued by the County of Contra Costa Public Financing Authority. Over the next 10 years the 2017 Series A , 2017 Series B and 2015 Series B bonds will reach full maturity. See summary of outstanding Lease Revenue Bonds in the Spreadsheet Breakdown and details below:F…FY2025FY2027FY2029FY2031FY2033FY2035FY2037FY2039FY2041FY2023 FY2024 FY2025 % Change $ Change Lease Revenue Bonds Actual Scheduled Recommended 2017 Series B $8,033,325 $8,036,870 $8,036,715 0%$-155 2017 Series A $13,103,194 $6,494,274 $4,347,610 -33.1%$-2,146,664 2015 Series A $1,783,694 $1,782,194 $1,777,694 -0.3%$-4,500 2021 Series A $4,891,650 $4,895,150 $4,888,400 -0.1%$-6,750 2015 Series B $6,825,000 $3,410,500 $3,427,000 0.5%$16,500 2021 Series B $4,597,650 $4,598,150 $4,600,900 0.1%$2,750 Total Lease Revenue Bonds:$39,234,513 $29,217,138 $27,078,319 -7.3%$-2,138,819 Contra Costa County | FY24-25 Recommended Budget Page 428 508 Lease Revenue Bonds, 2021 Series A & B - Project Summary The 2021 Lease Revenue Bonds included funding for the following capital projects: Construction of New Buchanan Field Airport Terminal (Concord). This project consists of the construction of an approximately 21,000 square foot, one-story multi-function facility to be located at Buchanan Field Airport, a public airport located in Concord, California, which will replace an existing terminal facility and include an approximately 12,525 square foot aircraft rescue and re ghting facility; approximately 2,750 square feet of administrative of ce space; and an approximately 5,460 square foot general aviation terminal. Construction was originally anticipated to be completed in Summer 2023, but is now scheduled for Summer 2024. Construction of County Administration Building "B" (Martinez). This project consists of demolition of the decommissioned County Administration Building at 651 Pine Street and the County Jail at 650 Pine Street. The vacated sites will be replaced by a Satellite Administration Building and Public Plaza located at 1026 Escobar Street, Martinez. The Satellite Administration Building will be three stories with 74 parking spaces and a tenant space (likely a café) on Level One. Levels Two and Three will provide approximately 42,000 square feet to house various County departments. The plaza will be a series of outdoor spaces - intimate areas will provide quiet retreat while larger spaces will support various public events. The project is pursuing a LEED Gold certi cation and Total Resource & Ef ciency (TRUE) Gold certi cation, the rst such government project to achieve this certi cation. Construction is expected to be completed by June 2024. Fire Station No. 86 (Bay Point). This project consisted of the construction of an approximately 10,000 square foot one-story re station to be located at Willow Pass Road and Goble Drive in unincorporated Bay Point, California. This re station contains approximately 5,000 square feet of living area, including seven re ghter dorm rooms and three gender-neutral restrooms; approximately 5,000 square feet containing three apparatus bays, a separate support area for turnout, SCBA , and cleanup spaces; and visitor parking spaces, secured re ghter parking, and a generator and an emergency fuel tank. Construction was completed ahead of schedule and the Station was placed into service in August 2022. Fire Station No. 9 (Pacheco). This project consisted of the construction of an approximately 10,000 square foot one-story re station to be located at Center Avenue and Willow Street in unincorporated Pacheco, California, immediately adjacent to the Buchanan Field Municipal Airport. After further site review was completed, it was determined that construction of the new station should take place on the Fire Station No. 9 parcel located at 209 Center Street, Pacheco; however planning for that project is still underway. Ultimately, the remainder of the bond proceeds will be allocated towards a replacement Emergency Communications Facility project. The construction Request for Proposals (RFP) process is planned to conclude in April 2024 and the facility has an anticipated completion date of 2026. Debt Service schedules for the 2021 Lease Revenue Bonds are available for download below. Contra Costa County | FY24-25 Recommended Budget Page 429 509 Lease Revenue Bonds, 2017 Series A - Project Summary The 2017 Series A Lease Revenue Bonds included funding for the following capital projects: Contra Costa Regional Medical Center. This project consisted of a redesign of the Pharmacy spaces and Labor & Delivery unit within the County Hospital located in Martinez, California. Total bond funding of $2.36 million was provided for this project. Pittsburg Health Center. This project consisted of a comprehensive renovation of the medical of ce spaces and replacement of elevators at the Pittsburg Health Center located in Pittsburg, California. Total bond funding of $5.49 million was provided for this project. Roof Replacements. This project consisted of roof replacements at Health Services department facilities located at 595 and 597 Center Ave. in Martinez, California. Total bond funding of $884,499 was provided for this project. Women, Infants & Children (WIC) Program Tenant Improvements. This project consisted of tenant improvements completed at the new, 7,500 square foot WIC program facility located in San Pablo, California, which replaced an aging facility previously located in Richmond, California. Total bond funding of $1.2 million was provided for this project. It is important to note that the 2017 Series A bonds primarily funded the refunding of previously issued bonds for cost savings. A small portion of the bond proceeds were used to fund the minor capital projects outlined above. Debt Service schedules for the 2017 Series A Lease Revenue Bonds are available for download below. Contra Costa County | FY24-25 Recommended Budget Page 430 510 Lease Revenue Bonds, 2017 Series B - Project Summary The 2017 Series B Lease Revenue Bonds included funding for the following capital projects: County Administration Building. This project consists of a four-story, 72,000 square foot, building that is home to the Board of Supervisors, the Board Chamber where the Supervisors meet, County Administration, County Counsel and Human Resources departments. The project began in March 2018 and was built using the design-build method by Hensel Phelps Construction with construction management provided by Vanir Construction Management. The building is LEED Gold certi ed and gets 95% of its electrical power from the solar arrays on the County parking lot across the street. The project achieved LEED Gold certi cation and was occupied in August 2020. Emergency Operations Center. This project consisted of a two-story, 38,000-square foot building equipped with state-of-the- art disaster management and public safety technology. Sheriff ’s Administration, Fiscal, Personnel, and Emergency Services are located in this building. facility is designed to operate independently during an emergency if city utilities become unavailable. The property was designed and built with sustainability in mind by implementing bio-retention basins and pervious paving to manage 100% of the anticipated rainwater runoff, keeping it out of the county storm water system. The building utilizes hardscaping, lighting, led lighting and variable air volume fans for a small carbon footprint and an estimated 35% reduced water usage through low ow xtures. The building’s energy is provided by photovoltaic panels (PV) that generate enough energy load to cover the building’s use, to include electric vehicle powering stations and return energy into the power grid. The project achieved LEED Gold certi cation and was occupied in June 2020. Debt Service schedules for the 2017 Series B Lease Revenue Bonds are available for download below. Contra Costa County | FY24-25 Recommended Budget Page 431 511 Lease Revenue Bonds, 2015 Series A & B - Project Summary The 2015 Lease Revenue Bonds included funding for the following capital projects: Solar Photovoltaic Panels. This project consisted of the acquisition and installation of solar photovoltaic panels that generate an aggregate capacity of approximately 1,742 kilowatts and an estimated 2,952,000 kilowatt-hours per year. The solar photovoltaic panels were installed on canopies located on six sites within the County, including: the Juvenile Hall; the Sheriff Coroner-Forensic Science Center; the Sheriff's Of ce of Emergency Services; the Sheriff's Field Operations Bureau facility; the Public Works Department Administrative of ce building; and the West County Health Center. The solar photovoltaic panels have an expected useful life of 25 years. Behavioral Heal th and Medical Clinic Expansion. This project consisted of the construction, acquisition, installation and equipping of an approximately 12,000 square foot behavioral health facility and expansion of a medical clinic on an approximately 0.93 acre parcel located adjacent and connected to the County’s West County Health Center in San Pablo, California. Construction of the Behavioral Health and Medical Expansion was completed in February 2020. Debt Service schedules for the 2015 Lease Revenue Bonds are available for download below. Contra Costa County | FY24-25 Recommended Budget Page 432 512 FUNDING SOURCES Contra Costa County | FY24-25 Recommended Budget Page 433 513 Funding Sources Summary For FY24-25, budgeted revenues for the County total $5.98 billion, increasing 8.5% over the FY23-24 current year budget. The major revenue sources by fund include $3.14B in governmental funds, $2.14B in enterprise funds, $21.8M in internal service funds, and $679.2M related to special districts. The net increase in budgeted revenue growth is mostly attributed to enterprise fund increases in state and federal reimbursements for the delivery of health services ($143.6M), and general fund increases due to state and federal reimbursements for public safety and the delivery of social services, plus growth in property tax revenues and interest income ($219.5M). The revenue projections are based upon departmental analysis of caseloads projections, programmatic changes, and other revenue trends; economic consultant analysis of projected assessed values for property taxes and general economic market conditions; and tax consultant analysis of countywide sales taxes. General Purpose Revenue for FY24-25 totals $783.1 million, an increase of 8.0% over the prior year budget. Of the major revenue sources, property taxes are the largest category and total $520.6 million, based on an assumed 1.5% growth over current year projected collections. The next largest sources are Measure X sales tax at $120.2 million, interest income at $60 million, and sales and use taxes at $21.7 million. Interest income is budgeted at double the amount for FY23-24 due to increased interest rates; this economic bene t may not last and actual interest earnings will be monitored during the new scal year. Measure X funding included in the recommended budget for FY24-25 was previously approved by the Board of Supervisors and is included at a total of $120.2 million. For more information regarding Measure X allocations see the General County department section. 5,979,624 ,260 $469,170,000 (8.51% vs. prior year) Revenue by Fund Budgeted and Historical 2025 Revenue by Fund MillionsInternal Service Funds Special Districts Enterprise Funds Governmental Funds FY2023FY2024FY2025$0 $1000 $2000 $3000 $4000 $5000 $6000 $7000 Contra Costa County | FY24-25 Recommended Budget Page 434 514 General Fund $1,937,330,359 $2,237,322,763 $2,456,857,771 $219,535,008 9.8% Special Revenue Funds $484,487,191 $642,256,688 $680,136,817 $37,880,129 5.9% Capital Project Funds $334 $339,000 $358,000 $19,000 5.6% Debt Service Funds $2,759,911 $2,760,000 $0 -$2,760,000 -100% Enterprise Funds $2,304,472,830 $1,998,615,582 $2,141,275,773 $142,660,191 7.1% Fleet Internal Service Fund $16,866,168 $19,919,000 $21,824,553 $1,905,553 9.6% Special Districts $397,187,399 $609,241,226 $679,171,347 $69,930,120 11.5% Total:$5,143,104,192 $5,510,454,260 $5,979,624,260 $469,170,000 8.5% NameName FY2023 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adopted Budget FY2025 Recommended Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenues by Source Budgeted and Historical 2025 Revenues by Source MillionsGeneral Purpose Revenue Federal Assistance State Assistance Other Local Revenue FY2023FY2024FY2025$-1000 $0 $1000 $2000 $3000 $4000 $5000 $6000 $7000 Revenue Source Federal Assistance Intergovernmental Revenue $355,746,983 $462,239,623 $477,646,040 $15,406,417 3.3% Charges For Services $2,953,627 $3,107,646 $0 -$3,107,646 -100% Medicare Patient Services $52,926,949 $40,639,000 $44,747,338 $4,108,338 10.1% Total Federal Assistance:$411,627,560 $505,986,269 $522,393,378 $16,407,109 3.2% State Assistance Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 435 515 Intergovernmental Revenue $832,938,885 $864,230,090 $961,946,155 $97,716,065 11.3% Charges For Services $629,435 $1,093,143 $847,064 -$246,079 -22.5% Medi-Cal Patient Services $343,795,871 $371,706,000 $389,470,811 $17,764,811 4.8% Other Hospital Revenues $5,983,502 $5,255,005 $4,725,000 -$530,005 -10.1% External Health Plan Revenue $1,508,244,707 $1,127,988,426 $1,189,110,526 $61,122,100 5.4% Total State Assistance:$2,691,592,400 $2,370,272,664 $2,546,099,556 $175,826,892 7.4% Other Local Revenue Taxes Current Property $734,828,022 $756,570,600 $795,847,872 $39,277,272 5.2% Taxes Other Than Cur Prop $161,214,369 $157,385,682 $157,916,711 $531,029 0.3% License/Permit/Franchises $39,773,085 $36,218,245 $39,951,542 $3,733,297 10.3% Fines/Forfeits/Penalties $8,848,129 $28,364,204 $28,814,791 $450,587 1.6% Use Of Money & Property $88,758,969 $46,585,334 $81,452,401 $34,867,067 74.8% Intergovernmental Revenue $36,524,116 $34,826,189 $29,222,487 -$5,603,702 -16.1% Charges For Services $331,904,171 $331,314,443 $379,330,587 $48,016,144 14.5% Miscellaneous Revenue $467,905,711 $542,023,769 $620,176,781 $78,153,011 14.4% Hlth Plan Patient Svcs $113,876,012 $112,297,000 $154,276,011 $41,979,011 37.4% Private Pay Patient Svcs $20,503,295 $21,513,000 $22,575,219 $1,062,219 4.9% Interdept Patient Svcs $6,547,660 $2,712,000 $3,271,694 $559,694 20.6% Other Patient Svcs $0 $0 $0 $0 0% Other Hospital Revenues $114,123,559 $57,287,000 $51,217,652 -$6,069,348 -10.6% Charges To Gen Fund Units $58,344,147 $51,261,705 $61,861,401 $10,599,696 20.7% External Health Plan Revenue $96,549,849 $78,026,767 $90,798,488 $12,771,721 16.4% Enterprise Fund Subsidy $117,981,000 $119,981,000 $120,239,000 $258,000 0.2% Fund Balance -$188,755,880 $257,828,389 $274,178,690 $16,350,301 6.3% Total Other Local Revenue:$2,208,926,214 $2,634,195,327 $2,911,131,326 $276,935,999 10.5% General Purpose Revenue -$169,041,982 $0 $0 $0 96% Total General Purpose Revenue:-$169,041,982 $0 $0 $0 96% Total Revenue Source:$5,143,104,192 $5,510,454,260 $5,979,624,260 $469,170,000 8.5% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Revenue by Functional Group Contra Costa County | FY24-25 Recommended Budget Page 436 516 Budgeted and Historical 2024 Revenue by Functional Group MillionsSpecial District General Government Law & Justice Health & Human Services FY2023FY2024FY2025$0 $1000 $2000 $3000 $4000 $5000 $6000 $7000 General Government $549,608,536 $626,618,330 $704,306,966 $77,688,637 12.4% Law & Justice $555,897,305 $678,714,583 $715,541,495 $36,826,912 5.4% Health & Human Services $3,640,410,952 $3,595,880,122 $3,880,604,452 $284,724,331 7.9% Special District $397,187,399 $609,241,226 $679,171,347 $69,930,120 11.5% Total:$5,143,104,192 $5,510,454,260 $5,979,624,260 $469,170,000 8.5% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 437 517 Projected Changes in Fund Balances (thousands) Fund balance represents unconstrained resources or other liquid/cash convertible assets in excess of fund liabilities. For budgetary purposes, this represents the sum of over-realized or unanticipated revenues and unspent appropriations or reserves at the end of each scal year. The County Administrator’s Of ce reviews variances in projected fund balances each year over or under 10%. Presented in the table above are the County’s Major Governmental Funds individually (General Fund and CCC Fire Protection District Special Revenue Fund), all other Non-Major Funds in the aggregate, and the total Governmental Fund balance. The County’s General Fund had a FY23-24 beginning fund balance of $808.2 million, representing a 23.9% increase from the previous year, largely due to the carryforward of unspent appropriations for Measure X continuing capital and programmatic projects. The Fire Protection District fund balance increased 45.7% to $204.1 million, and all other non- major funds increased 4.7% to $784.5 million. The total Governmental Funds FY23-24 beginning fund balance increased 16.8% over the prior year to $1.87 billion, and is projected to increase to $1.88 billion by the end of the scal year due to unspent appropriations for contingency. Contra Costa County | FY24-25 Recommended Budget Page 438 518 Proprietary Funds Changes in Net Position (thousands) For reporting purposes, propriety funds utilize “net position” instead of fund balance. Net position is broken down into the following categories: Net Investment in Capital Assets; Restricted; and Unrestricted. Major Proprietary Funds: The County’s major proprietary funds are the County Hospital and HMO Enterprise Funds. Non-Major Proprietary Funds: The County’s non-major propriety funds are the Airport; Sheriff Law Enforcement Training Center; Child Care Enterprise; HMO Commercial Plan; and Major Risk Medical Insurance Enterprise Funds. Internal Service Funds: The County’s Internal Service Funds are Fleet Services; Employee Dental Insurance; Long-Term Disability Insurance; Workers’ Compensation Insurance County General: Workers’ Compensation Insurance Fire Protection; Automotive Liability Insurance; Public Liability Insurance; State Unemployment Insurance; Medical Liability Insurance; and Special District Property Insurance. Aside from Fleet Services, these are all Self-Insurance Funds. Contra Costa County | FY24-25 Recommended Budget Page 439 519 FUND SUMMARIES Contra Costa County | FY24-25 Recommended Budget Page 440 520 All Funds Summary This section provides a high level summary of all fund types. For more details about funding sources , individual funds, and funds by department, or an overview of the County's fund structure , please see those respective sections. Summary Contra Costa County is projecting $5.98B of revenue in FY2025, which represents a 8.5% increase over the prior year. Budgeted expenditures are projected to increase by 8.5% or $469.17M to $5.98B in FY2025. Actual Revenue Source Budgeted Revenue Source Actual Expenditures Budgeted Expenditures FY2023 FY2024 FY2025 $0 $2B $4B $6B $8B All Funds Summary Comprehensive Summary Beginning Fund Balance:$710,213,000 N/A N/A Revenues Federal Assistance $411,627,560 $505,986,269 $522,393,378 State Assistance $2,691,592,400 $2,370,272,664 $2,546,099,556 Other Local Revenue $2,208,926,214 $2,634,195,327 $2,911,131,326 General Purpose Revenue -$169,041,982 $0 $0 Total Revenues:$5,143,104,192 $5,510,454,260 $5,979,624,260 Expenditures Salaries And Bene ts $1,727,747,975 $2,040,477,428 $2,186,145,556 Services And Supplies $2,479,965,526 $2,446,041,828 $2,701,499,527 Other Charges $613,994,394 $653,925,052 $658,664,513 Expenditure Transfers $175,992,131 $261,146,435 $306,779,817 Fixed Assets $70,018,339 $93,863,517 $106,534,846 Provisions For Contingencies $801 $15,000,000 $20,000,000 Total Expenditures:$5,067,719,166 $5,510,454,260 $5,979,624,260 Total Revenues Less Expenditures:$75,385,026 $0 $1 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Contra Costa County | FY24-25 Recommended Budget Page 441 521 Ending Fund Balance:$785,598,026 N/A N/A Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Expenditures by Function Budgeted and Historical Expenditures by Functional Grouping MillionsSpecial District General Government Law & Justice Health & Human Services FY2023FY2024FY2025$0 $1000 $2000 $3000 $4000 $5000 $6000 $7000 General Government Board Of Supervisors $8,757,685 $9,049,193 $9,302,812 $253,618 2.8% General County Services $9,238,715 $15,297,164 $2,293,800 -$13,003,364 -85% County Administrator $32,138,363 $40,390,594 $30,661,634 -$9,728,960 -24.1% Human Resources $10,100,431 $13,656,088 $13,077,189 -$578,899 -4.2% Auditor-Controller $10,157,804 $13,764,002 $12,920,294 -$843,708 -6.1% Capital Improvements $59,422,669 $25,000,000 $25,000,000 $0 0% Treasurer-Tax Collector $6,578,341 $7,081,122 $7,862,509 $781,386 11% DOIT - Telecom $13,646,343 $31,005,330 $31,005,330 N/A Assessor $17,480,120 $24,999,891 $26,584,203 $1,584,312 6.3% County Counsel $7,441,977 $8,884,459 $9,859,647 $975,188 11% Risk Management $51,509,629 $47,121,592 $47,121,592 N/A Employment & Human Services $2,658,608 $3,840,158 $4,076,794 $236,636 6.2% Clerk-Recorder Elections $18,501,201 $27,841,547 $28,889,037 $1,047,490 3.8% Agriculture- Weights/Measures $6,601,455 $7,833,871 $9,157,190 $1,323,320 16.9% Racial Equity And Social Justice $0 $1,290,240 $1,290,240 N/A Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 442 522 Conservation & Development $45,188,912 $94,895,964 $97,479,767 $2,583,802 2.7% Public Works $210,583,816 $277,707,877 $283,746,843 $6,038,966 2.2% Library $39,602,467 $41,376,399 $43,978,087 $2,601,688 6.3% Contingency Reserve $0 $15,000,000 $20,000,000 $5,000,000 33.3% Total General Government:$549,608,536 $626,618,330 $704,306,966 $77,688,637 12.4% Law & Justice County Administrator $685,922 $2,129,942 $2,126,431 -$3,511 -0.2% Capital Improvements $1,153,484 $5,685,456 $979,443 -$4,706,013 -82.8% Superior Court Related Functions $16,704,746 $18,506,014 $18,251,860 -$254,154 -1.4% Justice System Development/Planning $10,976,049 $12,553,244 $12,746,142 $192,898 1.5% Sheriff-Coroner $270,211,479 $318,790,250 $335,872,593 $17,082,344 5.4% Probation $93,151,218 $122,548,000 $127,174,775 $4,626,775 3.8% Animal Services $12,272,950 $15,468,968 $18,268,207 $2,799,239 18.1% District Attorney $49,185,220 $57,462,370 $64,679,781 $7,217,411 12.6% Public Defender $38,286,001 $46,329,230 $50,716,679 $4,387,449 9.5% Public Safety Realignment $63,270,235 $79,241,109 $84,725,584 $5,484,475 6.9% Total Law & Justice:$555,897,305 $678,714,583 $715,541,495 $36,826,912 5.4% Health & Human Services Health Services $2,935,308,477 $2,787,240,985 $2,983,345,681 $196,104,696 7% Employment & Human Services $537,937,455 $632,571,137 $714,499,259 $81,928,122 13% Child Support Services $19,722,681 $20,141,000 $20,141,769 $769 0% Public Safety Realignment $145,804,753 $153,666,000 $160,273,000 $6,607,000 4.3% Veterans Service $1,637,586 $2,261,000 $2,344,744 $83,744 3.7% Total Health & Human Services:$3,640,410,952 $3,595,880,122 $3,880,604,452 $284,724,331 7.9% Special District Fire Protection $249,408,203 $308,825,130 $351,017,328 $42,192,198 13.7% Flood Control $17,211,544 $149,151,999 $181,074,999 $31,923,001 21.4% Storm Drainage Districts $0 $2,000 $2,000 $0 0% Emergency Medical Services $8,737,373 $18,169,000 $17,008,550 -$1,160,450 -6.4% Stormwater Utility Districts $22,370,135 $39,099,997 $34,883,587 -$4,216,410 -10.8% Service Area-Police $6,195,516 $35,134,598 $34,864,392 -$270,206 -0.8% Service Area-Lighting $1,480,832 $10,694,000 $11,252,105 $558,105 5.2% Service Area-Miscellaneous $14,625,001 $39,485,000 $39,489,135 $4,134 0% Service Area-Recreation $1,156,195 $6,595,001 $7,463,749 $868,748 13.2% Service Area-Library $2,182 $369,500 $360,682 -$8,818 -2.4% Service Area-Drainage $349 $474,000 $499,000 $25,000 5.3% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 443 523 Service Area -Road Maintenance $336 $151,000 $166,261 $15,261 10.1% Miscellaneous Districts $614,705 $1,090,000 $1,089,558 -$442 0% Total Special District:$321,802,372 $609,241,226 $679,171,346 $69,930,120 11.5% Total:$5,067,719,166 $5,510,454,260 $5,979,624,260 $469,170,000 8.5% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 444 524 General Fund 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 duciary funds. General Fund is a type of governmental fund and is used to account for the general operations of government and any activity not accounted for in another fund. Summary Contra Costa County is projecting $2.46B of revenue in FY2025, which represents a 9.8% increase over the prior year. Budgeted expenditures are projected to increase by 9.8% or $219.54M to $2.46B in FY2025. Actual Revenue Source Budgeted Revenue Source Actual Expenditures Budgeted Expenditures FY2023 FY2024 FY2025 $0 $500M $1B $1.5B $2B $2.5B $3B General Fund Comprehensive Summary Beginning Fund Balance:$710,213,000 N/A N/A Revenues Federal Assistance $326,457,748 $418,566,883 $434,690,243 State Assistance $470,714,490 $465,780,790 $528,882,583 Other Local Revenue $1,309,200,102 $1,352,975,090 $1,493,284,945 General Purpose Revenue -$169,041,982 $0 $0 Total Revenues:$1,937,330,359 $2,237,322,763 $2,456,857,771 Expenditures Salaries And Bene ts $954,384,664 $1,179,455,719 $1,246,822,315 Services And Supplies $727,603,681 $821,149,745 $906,243,790 Other Charges $360,344,354 $360,589,951 $390,151,267 Expenditure Transfers -$167,236,255 -$175,214,130 -$145,757,561 Fixed Assets $62,233,114 $36,341,478 $39,397,960 Provisions For Contingencies $801 $15,000,000 $20,000,000 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Contra Costa County | FY24-25 Recommended Budget Page 445 525 Total Expenditures:$1,937,330,359 $2,237,322,763 $2,456,857,771 Total Revenues Less Expenditures:$0 $0 $0 Ending Fund Balance:$710,213,000 N/A N/A Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Expenditures by Function Budgeted and Historical Expenditures by Function MillionsGeneral Government Law & Justice Health & Human Services FY2023FY2024FY2025$0 $500 $1000 $1500 $2000 $2500 $3000 Expenditures General Government Board Of Supervisors $7,891,328 $8,241,028 $8,502,812 $261,783 3.2% General County Services $6,478,803 $12,537,164 $2,293,800 -$10,243,364 -81.7% County Administrator $32,138,363 $40,390,594 $30,661,634 -$9,728,960 -24.1% Human Resources $10,100,431 $13,656,088 $13,077,189 -$578,899 -4.2% Auditor-Controller $9,957,804 $13,564,002 $12,720,294 -$843,708 -6.2% Capital Improvements $59,422,669 $25,000,000 $25,000,000 $0 0% Treasurer-Tax Collector $6,578,341 $7,081,122 $7,862,509 $781,386 11% DOIT - Telecom $13,646,343 $31,005,330 $31,005,330 N/A Assessor $17,480,120 $21,822,136 $23,406,448 $1,584,312 7.3% County Counsel $7,441,977 $8,884,459 $9,859,647 $975,188 11% Risk Management $51,509,629 $47,121,592 $47,121,592 N/A Employment & Human Services $1,678,223 $2,108,574 $2,765,334 $656,760 31.1% Clerk-Recorder Elections $16,382,177 $16,980,853 $18,677,264 $1,696,411 10% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 446 526 Agriculture- Weights/Measures $6,601,455 $7,833,871 $9,157,190 $1,323,320 16.9% Racial Equity And Social Justice $0 $1,290,240 $1,290,240 N/A Conservation & Development $6,064,459 $37,180,785 $34,937,685 -$2,243,100 -6% Public Works $131,137,170 $140,878,748 $141,212,242 $333,494 0.2% Contingency Reserve $0 $15,000,000 $20,000,000 $5,000,000 33.3% Total General Government:$384,509,292 $371,159,424 $439,551,209 $68,391,785 18.4% Law & Justice County Administrator $685,922 $2,129,942 $2,126,431 -$3,511 -0.2% Superior Court Related Functions $16,704,746 $18,506,014 $18,251,860 -$254,154 -1.4% Justice System Development/Planning $5,930,797 $6,000,000 $6,000,000 $0 0% Sheriff-Coroner $263,716,431 $310,832,904 $327,816,801 $16,983,897 5.5% Probation $81,070,138 $104,385,000 $109,178,711 $4,793,711 4.6% Animal Services $12,086,643 $14,444,000 $17,828,207 $3,384,207 23.4% District Attorney $47,869,256 $54,899,370 $62,269,781 $7,370,411 13.4% Public Defender $38,286,001 $46,329,230 $50,716,679 $4,387,449 9.5% Total Law & Justice:$466,349,934 $557,526,460 $594,188,470 $36,662,010 6.6% Health & Human Services Health Services $584,936,701 $718,450,082 $759,391,980 $40,941,898 5.7% Employment & Human Services $499,896,846 $587,925,797 $661,381,368 $73,455,571 12.5% Veterans Service $1,637,586 $2,261,000 $2,344,744 $83,744 3.7% Total Health & Human Services:$1,086,471,133 $1,308,636,879 $1,423,118,092 $114,481,213 8.7% Total Expenditures:$1,937,330,359 $2,237,322,763 $2,456,857,771 $219,535,008 9.8% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 447 527 Special Revenue Special Revenue Funds are used to account for resources legally designated for speci c purposes and separately reported. Summary Contra Costa County is projecting $680.14M of revenue in FY2025, which represents a 5.9% increase over the prior year. Budgeted expenditures are projected to increase by 5.9% or $37.88M to $680.14M in FY2025. Actual Revenue Source Budgeted Revenue Source Actual Expenditures Budgeted Expenditures FY2023 FY2024 FY2025 $0 $200M $400M $600M $800M Special Revenue Comprehensive Summary Beginning Fund Balance:N/A N/A N/A Revenues Federal Assistance $25,709,732 $43,225,386 $39,953,429 State Assistance $359,485,670 $398,059,197 $432,499,575 Other Local Revenue $99,291,789 $200,972,105 $207,683,813 Total Revenues:$484,487,191 $642,256,688 $680,136,817 Expenditures Salaries And Bene ts $80,931,245 $100,389,232 $103,613,319 Services And Supplies $50,505,151 $101,236,865 $121,349,068 Other Charges $34,736,329 $47,668,106 $46,946,050 Expenditure Transfers $316,941,549 $390,542,485 $405,132,380 Fixed Assets $1,372,916 $2,420,000 $3,096,000 Total Expenditures:$484,487,191 $642,256,688 $680,136,817 Total Revenues Less Expenditures:$0 $0 $0 Ending Fund Balance:N/A N/A N/A Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Contra Costa County | FY24-25 Recommended Budget Page 448 528 Expenditures by Function Budgeted and Historical Expenditures by Function MillionsLaw & Justice General Government Health & Human Services FY2023FY2024FY2025$0 $200 $400 $600 $800 Expenditures General Government Board Of Supervisors $866,357 $808,165 $800,000 Auditor-Controller $200,000 $200,000 $200,000 Assessor $0 $3,177,755 $3,177,755 Employment & Human Services $980,385 $1,731,584 $1,311,460 Clerk-Recorder Elections $2,119,024 $10,860,694 $10,211,773 Conservation & Development $39,124,453 $57,715,179 $62,542,082 Public Works $56,665,570 $109,515,000 $114,226,117 Library $39,602,467 $41,376,399 $43,978,087 Total General Government:$139,558,257 $225,384,777 $236,447,274 Law & Justice Capital Improvements $1,153,484 $5,685,456 $979,443 Justice System Development/Planning $5,045,252 $6,553,244 $6,746,142 Sheriff-Coroner $4,016,372 $5,138,795 $5,199,090 Probation $12,081,079 $18,163,000 $17,996,064 Animal Services $186,307 $1,024,968 $440,000 District Attorney $1,315,965 $2,563,000 $2,410,000 Public Safety Realignment $63,270,235 $79,241,109 $84,725,584 Total Law & Justice:$87,068,696 $118,369,572 $118,496,323 Health & Human Services Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Contra Costa County | FY24-25 Recommended Budget Page 449 529 Health Services $54,292,196 $80,124,000 $91,660,560 Employment & Human Services $38,040,609 $44,571,340 $53,117,891 Child Support Services $19,722,681 $20,141,000 $20,141,769 Public Safety Realignment $145,804,753 $153,666,000 $160,273,000 Total Health & Human Services:$257,860,239 $298,502,339 $325,193,220 Total Expenditures:$484,487,191 $642,256,688 $680,136,817 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Expenditures by Fund County Law Enfrcmt-Cap Proj Fund $464 $211,000 $211,000 $0 0% Recorder Modernization Fund $2,119,024 $10,860,694 $10,211,773 -$648,921 -6% Fish and Game Fund $80,644 $242,000 $242,000 $0 0% Land Development Fund $3,265,034 $3,253,000 $3,200,000 -$53,000 -1.6% Criminalistics Lab Fund $10 $24,000 $24,000 $0 0% Survey Monument Preservation Fund $9,830 $451,000 $488,121 $37,121 8.2% Crim Justice Facility Construct Fund $923,094 $1,828,371 $786,622 -$1,041,749 -57% Courthouse Construct Fund $230,391 $3,857,085 $192,821 -$3,664,264 -95% Road Fund $51,904,003 $84,332,000 $85,456,957 $1,124,957 1.3% Transportation Improvement Fund $2,682,684 $4,000,000 $4,013,000 $13,000 0.3% Private Activity Bond Fund $1,665,694 $1,526,000 $1,833,290 $307,290 20.1% Affordable Housing Spec Rev Fund $0 $410,000 $410,000 $0 0% Navy Trans Mitigation Fund $8,459 $4,768,000 $5,084,711 $316,711 6.6% Tosco/Solano Trns Mitig Fund $737 $101,000 $101,000 $0 0% Child Development Fund $35,311,483 $41,335,907 $49,441,208 $8,105,301 19.6% HUD NSP Fund $0 $1,110,000 $1,110,000 $0 0% Used Oil Recycling Grant Fund $33,312 $60,000 $60,000 $0 0% Conservation & Development Fund $33,868,710 $44,648,000 $49,240,290 $4,592,290 10.3% CDD/PWD Joint Review Fee Fund $102,435 $315,000 $367,275 $52,275 16.6% Drainage De ciency Fund $289 $2,734,000 $2,881,000 $147,000 5.4% Public Works Fund $150,121 $600,000 $687,420 $87,420 14.6% DA Consumer Protection Fund $437,923 $800,000 $550,000 -$250,000 -31.2% Domestic Violence Victim Asst Fund $472,351 $311,236 $233,000 -$78,236 -25.1% Dispute Resolution Program Fund $153,568 $160,102 $193,000 $32,898 20.5% Zero Tolerance- Domestic Violence Fund $508,034 $1,420,348 $1,078,460 -$341,888 -24.1% DA Revenue Narcotics Fund $49,307 $66,000 $66,000 $0 0% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 450 530 DA Environment/OSHA Fund $476,052 $460,000 $523,000 $63,000 13.7% DA Forfeiture-Fed-DOJ Fund $0 $1,000 $1,000 $0 0% Walden Green Maintenance Fund $205,635 $280,000 $77,927 -$202,073 -72.2% R/Estate Fraud Prosecution Fund $351,055 $650,000 $520,000 -$130,000 -20% CCC Dept Child Support Svcs Fund $19,722,681 $20,141,000 $20,141,769 $769 0% Emergency Med Svcs Fund $1,002,927 $1,200,000 $1,253,045 $53,045 4.4% Traf c Safety Fund $10 $16,000 $16,000 $0 0% Public Protection-Spec Rev Fund $877,851 $2,028,142 $2,028,142 $0 0% Sheriff Nar Forfeit-ST/Local Fund $442 $100,000 $100,000 $0 0% Sheriff Forfeit-Fed-DoJ Fund $10 $7,000 $7,000 $0 0% Sup Law Enforcement Svcs Fund $8,653,491 $13,111,000 $13,126,064 $15,064 0.1% Sheriff Forfeit-Fed Treasury Fund $10 $2,000 $2,000 $0 0% PROP 63 MH Svcs Fund $53,001,940 $77,724,000 $89,157,515 $11,433,515 14.7% Prisoners Welfare Fund $718,640 $1,081,795 $1,120,090 $38,295 3.5% Care of Wards Fund $15,598 $0 $0 $0 0% Automated Sys Development Fund $200,000 $200,000 $200,000 $0 0% Property Tax Admin Fund $0 $3,177,755 $3,177,755 $0 0% Cnty Local Rev Fund $209,074,988 $232,907,109 $244,998,584 $12,091,475 5.2% IHSS Public Authority Fund $2,519,527 $3,015,433 $3,445,683 $430,250 14.3% DNA Identi cation Fund $218,337 $225,000 $225,000 $0 0% Comm Corr Performance Inctv Fund $7,915,939 $10,856,000 $11,020,000 $164,000 1.5% NO Rich Wst&Rcvy Mitigation Fee Fund $866,357 $808,165 $800,000 -$8,165 -1% L/M HSG Asset Fd-LMI Fund $279,324 $2,376,000 $2,376,000 $0 0% Bailey Rd Mntc Surcharge Fund $79,081 $3,840,000 $4,251,629 $411,629 10.7% Home Invstmt Prtnrshp Act Fund $0 $900,000 $900,000 $0 0% CASP Cert & Training Fund $9,896 $39,000 $40,000 $1,000 2.6% County Library Fund $39,602,467 $41,375,399 $43,978,087 $2,602,688 6.3% Casey Library Gift Fund $0 $1,000 $0 -$1,000 -100% West County Area of Bene t $4 $6,000 $6,000 $0 0% North Richmond AOB $33,882 $764,000 $706,000 -$58,000 -7.6% Martinez Area of Bene t $15,204 $51,000 $125,500 $74,500 146.1% Briones Area of Bene t $75 $6,000 $6,000 $0 0% Central Co Area/Bene t $67,361 $79,000 $21,000 -$58,000 -73.4% So Wal Crk Area of Bene t $22 $0 $0 $0 0% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 451 531 Alamo Area of Bene t $596 $756,000 $6,000 -$750,000 -99.2% South Co Area of Bene t $21,902 $6,000 $51,000 $45,000 750% East County Area of Bene t $12,097 $321,000 $1,016,000 $695,000 216.5% Bethel Isl Area of Bene t $0 $8,000 $5,000 -$3,000 -37.5% County Childrens Fund $209,599 $220,000 $231,000 $11,000 5% Animal Bene t Fund $186,307 $1,024,968 $440,000 -$584,968 -57.1% CO-Wide Gang and Drug Fund $22,072 $182,000 $182,000 $0 0% Livable Communities Fund $317,988 $1,904,180 $1,817,502 -$86,678 -4.6% CDBG Small Bus&Microent Loan Fund $125 $0 $0 $0 0% ARRA HUD Bldg Insp NPP Fund $186,075 $500,000 $500,000 $0 0% Central Identify Bureau Fund $2,567,890 $2,437,000 $2,437,000 $0 0% SPRW Fund $454,106 $4,817,000 $5,467,951 $650,951 13.5% RD Dvlpmnt Discovery Bay Fund $10 $6,000 $6,000 $0 0% Road Imprvmnt Fee Fund $331,278 $1,856,000 $3,805,000 $1,949,000 105% Rd Devlpmnt Rich/El Sobrt $871 $51,000 $46,034 -$4,966 -9.7% Road Development Bay Point $2,471 $105,000 $357,592 $252,592 240.6% Rd Devlpmnt Pacheco Area $67 $9,000 $5,000 -$4,000 -44.4% PROP 36-Sub Abuse Cp Fund $1,389 $0 $0 $0 0% LOS MEDANOS COMM HC $285,941 $1,200,000 $1,250,000 $50,000 4.2% Total:$484,487,191 $642,256,688 $680,136,817 $37,880,129 5.9% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 452 532 Enterprise Funds Enterprise Funds are a type of proprietary fund and account for operations that are nanced through charges for services (e.g. water, gas and electric utilities; health services, airports; parking garages; or transit systems). The governmental body is structured to provide goods and services to the public on a continuing basis nanced or recovered primarily through user charges. Summary Contra Costa County is projecting $2.14B of revenue in FY2025, which represents a 7.1% increase over the prior year. Budgeted expenditures are projected to increase by 7.1% or $142.66M to $2.14B in FY2025. Actual Revenue Source Budgeted Revenue Source Actual Expenditures Budgeted Expenditures FY2023 FY2024 FY2025 $0 $500M $1B $1.5B $2B $2.5B Enterprise Funds Comprehensive Summary Beginning Fund Balance:N/A N/A N/A Revenues Federal Assistance $59,460,079 $41,556,000 $44,787,838 State Assistance $1,858,368,139 $1,505,176,431 $1,583,488,362 Other Local Revenue $386,644,611 $451,883,151 $512,999,573 Total Revenues:$2,304,472,830 $1,998,615,582 $2,141,275,773 Expenditures Salaries And Bene ts $533,695,894 $571,334,248 $625,659,722 Services And Supplies $1,595,392,376 $1,215,255,034 $1,318,813,523 Other Charges $175,149,089 $200,598,115 $169,500,365 Expenditure Transfers $235,471 $279,185 $270,163 Fixed Assets $0 $11,149,000 $27,032,000 Total Expenditures:$2,304,472,830 $1,998,615,582 $2,141,275,773 Total Revenues Less Expenditures:$0 $0 $0 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Contra Costa County | FY24-25 Recommended Budget Page 453 533 Ending Fund Balance:N/A N/A N/A Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Expenditures by Function Expenditures Public Works $5,914,573 $7,056,129 $6,125,931 -$930,198 -13.2% Sheriff-Coroner $2,478,676 $2,818,551 $2,856,702 $38,151 1.4% Health Services $2,296,079,581 $1,988,666,903 $2,132,293,140 $143,626,237 7.2% Employment & Human Services $0 $74,000 $0 -$74,000 -100% Total Expenditures:$2,304,472,830 $1,998,615,582 $2,141,275,773 $142,660,191 7.1% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Expenditures by Fund Airport Enterprise Fund $5,914,573 $7,056,129 $6,125,931 -$930,198 -13.2% Sheriff Law Enf Training Fund $2,478,676 $2,818,551 $2,856,702 $38,151 1.4% Childcare Enterprise Fund $0 $74,000 $0 -$74,000 -100% Hospital Enterprise Fund $768,650,009 $807,131,000 $882,802,363 $75,671,363 9.4% HMO Enterprise Fund $1,445,258,462 $1,101,813,034 $1,169,749,161 $67,936,127 6.2% HMO Enterprise -Comm Plan Fund $82,171,110 $79,722,869 $79,741,616 $18,747 0% Total:$2,304,472,830 $1,998,615,582 $2,141,275,773 $142,660,191 7.1% Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted vs. FY2025 Recommended ($ Change) FY2024 Adopted vs. FY2025 Recommended (% Change) Contra Costa County | FY24-25 Recommended Budget Page 454 534 Internal Services Fund Internal Service Funds are proprietary funds used to account for the nancing of goods or services provided by one department to other departments of the County or other governmental units, on a cost reimbursement basis. This page captures budgeted revenues and expenses for the Fleet Internal Services Fund managed by the Public Works Department. Summary Actual Revenue Source Budgeted Revenue Source Actual Expenditures Budgeted Expenditures FY2023 FY2024 FY2025 $0 $5M $10M $15M $20M $25M Internal Services Fund Comprehensive Summary Beginning Fund Balance:N/A N/A N/A Revenues Other Local Revenue $16,866,168 $19,919,000 $21,824,553 Total Revenues:$16,866,168 $19,919,000 $21,824,553 Expenditures Salaries And Bene ts $2,429,766 $3,521,000 $3,600,734 Services And Supplies $10,362,056 $8,334,000 $9,733,613 Other Charges $4,232,969 $4,558,000 $4,198,668 Expenditure Transfers -$158,622 -$1,053,000 -$667,462 Fixed Assets $0 $4,559,000 $4,959,000 Total Expenditures:$16,866,168 $19,919,000 $21,824,553 Total Revenues Less Expenditures:$0 $0 $0 Ending Fund Balance:N/A N/A N/A Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Contra Costa County | FY24-25 Recommended Budget Page 455 535 Expenditures by Function Expenditures Public Works Isf Fleet Services $16,866,168 $19,919,000 $21,824,553 Total Public Works:$16,866,168 $19,919,000 $21,824,553 Total Expenditures:$16,866,168 $19,919,000 $21,824,553 Name FY2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget Contra Costa County | FY24-25 Recommended Budget Page 456 536 ADDENDUM Contra Costa County | FY24-25 Recommended Budget Page 457 537 Department - Name Job Class Name FTE Min Salary Max Salary 01 - BOARD OF SUPERVISORS 0001 - DEPARTMENT OF SUPERVISORS ADA1 BD OF SUPVR MEMBER 5.00 151,059 151,059 J993 BD OF SUPVR ASST-GEN SECRETARY 2.00 75,762 101,528 J994 BD OF SUPVR ASST-SPECIALIST 20.00 96,657 111,892 J995 BD OF SUPVR ASST-CHIEF ASST 5.00 111,911 123,382 0001 - DEPARTMENT OF SUPERVISORS 0001 - DEPARTMENT OF SUPERVISORS 32.00 01 - BOARD OF SUPERVISORS 32.00 03 - COUNTY ADMINISTRATOR 0002 - CLERK OF THE BOARD ADDH SR DEPUTY COUNTY ADMNISTRATOR 1.00 147,162 228,296 ADTD SENIOR MANAGEMENT ANALYST 1.00 99,724 154,705 J3H2 EXEC ASST II TO CO ADMINIS-EX 1.00 83,836 112,348 J3TG SECRETARY-ADVANCED LEVEL 2.00 61,338 78,518 JWXB CLERK-EXPERIENCED LEVEL 2.00 50,558 62,729 0002 - CLERK OF THE BOARD 0002 - CLERK OF THE BOARD 7.00 0003 - COUNTY ADMINISTRATOR AD7C Labor Relations Technician 1.00 75,803 92,139 ADA2 COUNTY ADMINISTRATOR 1.00 412,272 477,961 ADB1 CHIEF ASST COUNTY ADMIN 2.00 263,138 319,866 ADB6 COUNTY FINANCE DIRECTOR-EX 1.00 263,138 370,284 ADD8 CHIEF OF LABOR RELATIONS - EX 1.00 178,406 239,081 ADDH SR DEPUTY COUNTY ADMNISTRATOR 7.00 147,162 228,296 ADDK Ops Dir, Ofc Of Comm And Media 1.00 105,326 128,024 ADDL MEDIA PRODUCTION TECHNICIAN 1.00 68,458 83,211 ADH1 Deputy County Admin - Exempt 1.00 136,765 192,442 ADNC PRINCIPAL L/R ANALYST 1.00 128,043 171,590 ADSB DIRECTOR OFFICE OF COMM/MEDIA 1.00 129,878 157,868 ADSD Media Oper Coord 2.00 63,747 77,485 ADSI LABOR RELATIONS ANALYST I 1.00 100,761 135,030 ADSJ LABOR RELATIONS ANALYST II 3.00 116,433 156,031 ADTD SENIOR MANAGEMENT ANALYST 3.00 99,724 154,705 ADVB MANAGEMENT ANALYST 1.00 85,875 133,221 ADWA Video Production Assistant 1.00 48,890 59,426 APTC COMMUNITY & MEDIA RELATIONS SP 2.00 84,030 102,139 J3H2 EXEC ASST II TO CO ADMINIS-EX 1.00 83,836 112,348 JWXD CLERK-SPECIALIST LEVEL 1.00 63,101 80,583 0003 - COUNTY ADMINISTRATOR 0003 - COUNTY ADMINISTRATOR 33.00 0235 - LAW & JUSTICE SYSTEMS DEV LPTB INFO SYS PROGRAMMER/ANLYST III 3.00 100,722 122,429 LTNE BUSINESS SYSTEMS MANAGER 1.00 154,821 188,186 LTWK BUSINESS SYSTEMS ANALYST 1.00 100,722 122,429 0235 - LAW & JUSTICE SYSTEMS DEV 0235 - LAW & JUSTICE SYSTEMS DEV 5.00 03 - COUNTY ADMINISTRATOR 45.00 05 - HUMAN RESOURCES 0035 - HUMAN RESOURCES AG7B HUMAN RESOURCES TECHNICIAN 7.00 75,803 92,139 AGA2 DIRECTOR OF HUMAN RESOURCES-EX 1.00 231,016 280,801 AGD4 HR Manager - Exempt 2.00 176,023 213,957 Contra Costa County | FY24-25 Recommended Budget Page 458 538 Department - Name Job Class Name FTE Min Salary Max Salary AGDE Human Resources Supervisor 2.00 144,279 175,373 AGDG HRIS ADMINISTRATOR 1.00 153,841 186,995 AGNA Principal HR Analyst 4.00 134,217 163,142 AGSE HR SYSTEMS ANALYST 2.00 118,409 143,927 AGTF Human Resources Analyst 8.00 98,341 145,295 AGTG HR SYSTEMS SPECIALIST 4.00 92,996 113,037 AGVG EMPLOYEE BENEFITS ANALYST 3.00 98,341 145,295 AJGA ADA Prog Manager 1.00 140,968 171,347 AJHC Leave Program Manager 1.00 140,968 171,347 APDB ADMINISTRATIVE SVCS OFFICER 1.00 103,604 146,389 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 JD7A ACCOUNTING TECHNICIAN 2.00 63,835 81,519 JWXB CLERK-EXPERIENCED LEVEL 2.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 5.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 4.00 63,101 80,583 SAHJ SUPERVISING ACCOUNTANT 1.00 101,624 123,525 0035 - HUMAN RESOURCES 0035 - HUMAN RESOURCES 52.00 05 - HUMAN RESOURCES 52.00 06 - DOIT - TELECOM 0060 - TELECOMMUNICATIONS 91VC MATERIALS TECHNICIAN 1.00 65,930 80,138 JWXC CLERK-SENIOR LEVEL 1.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 2.00 63,101 80,583 LTD1 Info Sys Div Director-Ex 1.00 168,282 204,548 LTNB INFO SYS MANAGER II 1.00 140,618 170,921 PEDC TELECOM MANAGER 1.00 130,295 158,375 PEKA CommEquipSpeTrainee 1.00 77,756 85,726 PENA SrCommEquipSpec 1.00 96,977 117,876 PETC LEAD TELECOMMUNICATIONS SPEC 1.00 94,257 114,570 PEVA TELECOM SPECIALIST II 5.00 81,651 99,248 PEVB CommEquipSpecII 3.00 88,174 107,176 PEWK TELECOM INFRASTRUCTURE SPEC 4.00 81,651 99,248 PEWL TELECOM SPECIALIST I 4.00 65,345 79,427 0060 - TELECOMMUNICATIONS 0060 - TELECOMMUNICATIONS 26.00 0147 - INFORMATION TECHNOLOGY APD4 Chief of Admin Svcs-Exempt 1.00 133,266 161,985 APTA ADMINISTRATIVE SVCS ASST III 2.00 94,631 115,025 ARTA DEPARTMENTAL HR ANALYST II 1.00 98,341 145,295 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 JD7A ACCOUNTING TECHNICIAN 3.00 63,835 81,519 JDHD ACCOUNT CLERK SUPERVISOR 1.00 70,758 90,361 LBTA NETWORK ANALYST II 2.00 110,438 134,238 LD7A GIS TECHNICIAN 1.00 69,108 84,001 LDSA GIS Manager 1.00 125,360 152,376 LDVB GIS ANALYST 3.00 103,061 125,272 LFTA INFO SYSTEM ADMINISTRATOR III 1.00 95,857 116,515 LK7A COMPUTER OPERATOR I 1.00 59,892 66,031 LKGA IT Customer Operations Manager 1.00 105,103 140,849 LKHA COMPUTER OPERATIONS SUPERVISOR 1.00 90,061 120,690 LKTA COMPUTER OPERATOR III 2.00 65,734 79,900 LNSA NETWORK ADMINISTRATOR I 3.00 100,722 122,429 LNSB NETWORK ADMINISTRATOR II 4.00 110,438 134,238 LNVA NETWORK TECHNICIAN II 3.00 91,047 110,668 LNWA NETWORK TECHNICIAN I 3.00 82,791 100,633 LPNA INFO SYS PROJECT MANAGER 5.00 121,570 162,916 Contra Costa County | FY24-25 Recommended Budget Page 459 539 Department - Name Job Class Name FTE Min Salary Max Salary LPNB INFO SYS PROGRAMMER/ANALYST IV 15.00 110,438 147,997 LPTB INFO SYS PROGRAMMER/ANLYST III 1.00 100,722 122,429 LPVA INFO SYS PROGRAMMER/ANALYST II 1.00 91,227 110,887 LTA1 CHIEF INFO OFF/DIR OF INFO TEC 1.00 221,727 297,135 LTB1 ASST CHIEF INFO OFFICER - EX 2.00 209,634 254,812 LTD1 Info Sys Div Director-Ex 3.00 168,282 204,548 LTNA INFO SYS MANAGER I 1.00 121,570 162,916 LTNB INFO SYS MANAGER II 4.00 140,618 170,921 LTTA INFO SYS SPECIALIST III 4.00 86,563 105,218 LTVB INFO SYS TECHNICIAN II 2.00 82,791 100,633 LTVJ SR BUSINESS SYSTEMS ANALYST 1.00 110,438 147,997 LTWA INFO SYS SPECIALIST I 1.00 64,509 78,411 LTWB INFO SYS TECHNICIAN I 1.00 75,883 92,236 LTWK BUSINESS SYSTEMS ANALYST 2.00 100,722 122,429 LWSA DATABASE ADMINISTRATOR 2.00 115,698 155,047 LWSC Info Security Specialist 2.00 121,570 162,916 0147 - INFORMATION TECHNOLOGY 0147 - INFORMATION TECHNOLOGY 83.00 06 - DOIT - TELECOM 109.00 07 - RISK MANAGEMENT 0150 - INSURANCE AND RISK MGMT AJD3 Director of Risk Management-Ex 1.00 179,648 218,363 AJDB EQUAL EMPLOYMENT OPPT OFFICER 1.00 124,050 150,783 AJDP ASST RISK MANAGER 5.00 123,872 150,567 AJGA ADA Prog Manager 1.00 140,968 171,347 AJHB WORKERS COMP CLAIMS SUPERVISOR 2.00 103,042 125,249 AJTC SR WORKERS COMP CLAIMS ADJS 2.00 98,065 119,199 AJVC Workers Comp Rtn to Work Coord 1.00 94,631 115,025 AJVF WORKERS COMP CLAIMS ADJUST II 9.00 88,557 107,642 AJWF LIABILITY CLAIMS ADJUSTER 1.00 88,557 107,642 AJWH SAFETY SVCS SPCLST-LVL B 1.00 87,867 107,058 AJWJ WORKERS COMP CLAIMS ADJUSTER I 1.00 77,018 93,616 APDB ADMINISTRATIVE SVCS OFFICER 1.00 103,604 146,389 J3TF SECRETARY-JOURNEY LEVEL 1.00 53,135 73,247 J3TG SECRETARY-ADVANCED LEVEL 1.00 61,338 78,518 JDVC ACCOUNT CLERK-EXPERIENCED LVL 1.00 51,917 64,362 JWXB CLERK-EXPERIENCED LEVEL 6.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 4.00 55,866 71,343 LTWA INFO SYS SPECIALIST I 1.00 64,509 78,411 LTWB INFO SYS TECHNICIAN I 1.00 75,883 92,236 0150 - INSURANCE AND RISK MGMT 0150 - INSURANCE AND RISK MGMT 41.00 07 - RISK MANAGEMENT 41.00 09 - RACIAL EQUITY AND SOCIAL JUSTICE 0136 - RACIAL EQUITY AND SOCIAL JUSTICE AJA1 CoDir Race Equity Comm Emp -Ex 1.00 170,758 207,557 AJA2 CoDir Race Equity Inter-Ag -Ex 1.00 170,758 207,557 0136 - RACIAL EQUITY AND SOCIAL JUSTICE 0136 - RACIAL EQUITY AND SOCIAL JUSTICE 2.00 09 - RACIAL EQUITY AND SOCIAL JUSTICE 2.00 Contra Costa County | FY24-25 Recommended Budget Page 460 540 Department - Name Job Class Name FTE Min Salary Max Salary 10 - AUDITOR-CONTROLLER 0010 - AUDITOR - CONTROLLER 1BHN Supervising Accountant-Auditor 3.00 114,843 139,592 1BVB Accountant-Auditor II 5.00 86,500 105,141 1BWB Accountant-Auditor I 6.00 77,420 94,105 1BWC Accountant-Auditor III 7.00 98,377 119,578 2A7A Payroll Technician 4.00 70,420 85,595 2AHE Supervising Payroll Technician 1.00 72,215 96,775 2ATF Senior Payroll Technician 5.00 73,941 89,875 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 JD7A ACCOUNTING TECHNICIAN 3.00 63,835 81,519 JDHD ACCOUNT CLERK SUPERVISOR 1.00 70,758 90,361 JDTD ACCOUNT CLERK-ADVANCED LEVEL 8.00 57,645 73,616 JDVC ACCOUNT CLERK-EXPERIENCED LVL 3.00 51,917 64,362 LBSE FINANCIAL SYSTEMS MANAGER 1.00 169,610 186,995 LPNA INFO SYS PROJECT MANAGER 1.00 121,570 162,916 LWVB SYSTEMS ACCOUNTANT II 2.00 110,438 147,997 LWWB SYSTEMS ACCOUNTANT I 2.00 100,722 122,429 SAA1 AUDITOR-CONTROLLER 1.00 277,057 277,057 SAB1 ASST COUNTY AUDITOR CONTROLLE 2.00 185,848 225,899 SADD AC DIVISION MANAGER 5.00 152,930 185,888 SAHJ SUPERVISING ACCOUNTANT 1.00 101,624 123,525 SAHM PAYROLL SYSTEMS ADMINISTRATOR 2.00 126,907 154,256 SATC PAYROLL SYSTEMS ACCOUNTANT 1.00 100,722 122,429 0010 - AUDITOR - CONTROLLER 0010 - AUDITOR - CONTROLLER 65.00 10 - AUDITOR-CONTROLLER 65.00 15 - TREASURER-TAX COLLECTOR 0015 - TREASURER-TAX COLLECTOR APVA ADMINISTRATIVE SVCS ASST II 1.00 81,087 98,562 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 JD7A ACCOUNTING TECHNICIAN 3.00 63,835 81,519 JDHD ACCOUNT CLERK SUPERVISOR 1.00 70,758 90,361 JDTD ACCOUNT CLERK-ADVANCED LEVEL 4.00 57,645 73,616 JDVC ACCOUNT CLERK-EXPERIENCED LVL 3.00 51,917 64,362 JWXB CLERK-EXPERIENCED LEVEL 4.50 50,558 62,729 JWXD CLERK-SPECIALIST LEVEL 1.00 63,101 80,583 S5A1 TREASURER-TAX COLLECTOR 1.00 267,646 267,646 S5B4 ASST COUNTY TREASURER-EXEMPT 1.00 149,665 200,565 S5D1 ASST COUNTY TAX COLLECTOR-EX 1.00 143,912 192,856 S5HC TAX OPERATIONS SUPERVISOR 1.00 93,236 113,329 S5S3 TREASURER'S INVEST OFFICER-EX 1.00 116,951 142,154 S5SD TREASURER'S INVEST OPS ANALYST 2.00 102,027 124,015 S5TA BUSINESS TAX SPECIALIST 1.00 69,758 84,791 S5VA TAX COMPLIANCE OFC-ADVANCED 1.00 68,174 82,866 S5WB TAX COMPLIANCE OFFICER 1.00 61,382 74,610 SATA ACCOUNTANT III 2.00 89,616 108,929 SAWA ACCOUNTANT I 1.00 70,382 85,550 SFHC Tax Default Real Prop Spec 1.00 69,758 84,791 0015 - TREASURER-TAX COLLECTOR 0015 - TREASURER-TAX COLLECTOR 32.50 15 - TREASURER-TAX COLLECTOR 32.50 Contra Costa County | FY24-25 Recommended Budget Page 461 541 Department - Name Job Class Name FTE Min Salary Max Salary 16 - ASSESSOR 0016 - ASSESSOR APSF ASSESSOR'S CUSTOMER SERV COORD 1.00 96,629 136,534 ARTA DEPARTMENTAL HR ANALYST II 1.00 98,341 145,295 DAA1 ASSESSOR 1.00 255,466 255,466 DAB1 ASST COUNTY ASSESSOR-EXE 2.00 187,141 206,323 DADC PRINCIPAL APPRAISER 5.00 140,522 179,880 DAHC SUPERVISING APPRAISER 5.00 111,247 142,405 DATA ASSOC APPRAISER 20.00 97,995 119,114 DAVA ASST APPRAISER 14.00 82,160 99,867 DAWA JUNIOR APPRAISER 7.00 81,998 90,403 DRNA SUPERVISING AUDITOR-APPRAISER 1.00 114,028 145,965 DRTA SR AUDITOR-APPRAISER 3.00 104,296 126,773 DRVA AUDITOR-APPRAISER II 2.00 86,160 104,727 DRWB AUDITOR-APPRAISER I 3.00 85,564 94,335 DY7B REAL PROPERTY TECH ASSISTANT 1.00 59,678 76,211 DY7C SR REAL PROPERTY TECH ASST 6.00 70,661 85,889 JJNG ASSESSOR'S CLERICAL STAFF MNGR 1.00 87,839 112,174 JWHC SUPERVISING ASSESSMENT CLERK 4.00 66,809 85,318 JWSR ASSESSOR'S LOC EXEMPTIONS SPEC 1.00 63,645 81,278 JWXB CLERK-EXPERIENCED LEVEL 9.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 18.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 8.00 63,101 80,583 NPGA DRAFTING SVCS COORDINATOR 1.00 88,645 107,749 NPWB COMPUTER AIDED DRAFTING OPER 4.00 74,321 90,338 0016 - ASSESSOR 0016 - ASSESSOR 118.00 16 - ASSESSOR 118.00 17 - COUNTY COUNSEL 0030 - COUNTY COUNSEL 2EA1 COUNTY COUNSEL 1.00 286,916 348,748 2ED1 ASST COUNTY COUNSEL-EXEMPT 5.00 212,597 271,334 2ET2 DEPUTY CO COUNSEL-STANDARD-EX 3.00 164,686 195,760 2ET3 DEPUTY CO COUNSEL-ADVANCED-EX 15.00 200,752 238,631 2ETK DEPUTY CO COUNSEL-ADVANCED 13.00 200,752 238,631 2Y7B LEGAL ASSISTANT 5.00 70,731 85,974 APDB ADMINISTRATIVE SVCS OFFICER 1.00 103,604 146,389 APVA ADMINISTRATIVE SVCS ASST II 1.00 81,087 98,562 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 J3TH CIVIL LITIG SECRETARY 1.00 65,087 79,113 JWTA SR LEGAL COORDINATOR 1.00 67,341 85,997 JWXB CLERK-EXPERIENCED LEVEL 1.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 4.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 3.00 63,101 80,583 LTWA INFO SYS SPECIALIST I 1.00 64,509 78,411 0030 - COUNTY COUNSEL 0030 - COUNTY COUNSEL 56.00 17 - COUNTY COUNSEL 56.00 Contra Costa County | FY24-25 Recommended Budget Page 462 542 Department - Name Job Class Name FTE Min Salary Max Salary 18 - HEALTH SERVICES 0301 - HLTH SVCS-DETENTION INMATES 1KVD INST SVCS WORKER-GENERALIST 3.40 42,538 51,705 APVA Administrative Svcs Asst II 1.00 73,549 89,399 J3TG Secretary-Advanced Level 1.00 55,636 71,219 JWXB Clerk-Experienced Level 1.00 42,858 53,175 JWXC Clerk-Senior Level 9.00 47,357 60,477 JWXD Clerk-Specialist Level 4.00 53,490 68,310 LBTC Health Svcs Info Sys Prog/Anl 1.00 100,170 134,238 LPTB Info Sys Programmer/Anlyst III 0.50 91,358 111,046 V5VF Physical Therapist II 1.60 96,185 116,914 V5VH Occupational Therapist II 2.00 96,185 116,914 V5WA Therapist Aide 3.80 54,865 66,688 V8VA Sr Radiologic Technologist 0.60 95,332 115,876 V9WG Registered Dental Asst 2.00 49,989 60,762 VANH Health Svcs Admin-Level C 1.00 96,863 123,993 VCA2 Medical Director 1.00 382,187 382,187 VCB1 Asst Dir Of Health Svcs 1.00 126,348 201,987 VCB4 Dep Dir of Health Svcs-Ex 1.00 256,629 311,934 VCS4 Associate Medical Director-Ex 1.00 260,819 317,027 VHVC Substance Abuse Counselor 2.00 70,763 86,013 VJWA LABORATORY TECHNICIAN I 1.40 49,953 60,718 VJVA Laboratory Technician II 2.00 50,486 61,366 VKTA Community Health Worker Spec 2.00 50,888 61,854 VKWC Community Health Worker I 1.00 43,004 47,412 VMWE Sr Health Education Spec 1.00 78,671 95,625 VNTB Medical Records Technician 1.00 51,566 65,852 VPT2 Dentist-Exempt 2.65 156,559 177,908 VPT5 Primary Care Provider-Exempt 4.00 209,567 239,000 VPT6 Primary Care Provider-LMTD-EX 2.80 209,567 239,000 VPT8 Psychiatrist-Adult-Exempt 1.90 214,239 243,454 VQDC MH Program Manager 3.00 105,986 128,827 VQDN MH Program Chief 1.00 127,292 154,724 VQSB MH Clinical Specialist 22.60 69,245 102,794 VQVA MH Specialist II 1.00 62,717 88,617 VRHA Quality Mgmt Program Coordin 2.00 119,004 144,650 VT7G Licensed Vocational Nurse 40.50 60,899 77,770 VTWA Certi ed Nursing Assistant 13.20 41,870 50,893 VTWC Certi ed Medical Assistant 3.10 50,137 60,942 VWDG Chief Of Det Hlth Nursing Svcs 1.00 210,756 221,293 VWHF Nursing Program Manager 3.00 191,161 210,756 VWHG Utilization Review Manager 1.00 173,389 210,756 VWSB Nurse Practitioner 4.20 159,138 198,742 VWSD Utilization Review Coord 1.00 145,861 177,295 VWSF Infection Prev And Control Mgr 1.00 159,138 198,742 VWSM Health Svcs Educ And Trng Spec 1.00 159,138 198,742 VWTF Charge Nurse 10.00 160,722 200,720 VWXC Registered Nurse-Beg Level 0.60 125,403 125,403 VWXG Registered Nurse 62.20 138,503 172,971 VY9B Pharmacy Technician 4.00 58,810 71,484 VYTA Pharmacist II 1.00 143,229 182,801 VYWA Pharmacist I 3.20 148,133 171,482 X4HE Medical Social Service Director 1.00 94,232 114,539 X4WB MEDICAL SOCIAL WORKER II 3.00 71,910 87,407 0301 - HLTH SVCS-DETENTION INMATES 241.25 0450 - HEALTH SVCS-PUBLIC HEALTH 1K7B Nutrition Assistant 21.00 50,038 60,822 1KVD INST SVCS WORKER-GENERALIST 1.00 42,538 51,705 1KV1 Inst Svcs Worker - Project -42,538 51,705 5HWB Graphic Designer 2.00 58,239 70,789 Contra Costa County | FY24-25 Recommended Budget Page 463 543 Department - Name Job Class Name FTE Min Salary Max Salary 91W1 Storeroom Clerk-Project 1.00 42,286 51,399 9GSA Emergency Planning Coord 2.00 75,467 91,730 9GWB SENIOR EMERGENCY PLANNING COORD 1.00 92,110 111,960 9QW1 DRIVER CLE PROJ 1.00 47,152 57,314 9QWA Driver Clerk 1.00 47,152 57,314 ADSH Deptl Comm & Media Rel Coord 1.00 87,411 106,248 AP73 Administrative Aide-Project 2.00 44,714 69,367 AP7A Administrative Aide-Deep Class 1.00 44,714 69,367 AP7B Personnel Technician 1.00 68,756 83,573 APFB DEPT HR SUPERVISOR 1.00 126,367 153,600 APHB Research and Eval Manager -109,224 132,762 APT1 Admin Svcs Asst III-Project 1.00 85,833 104,331 APTA Administrative Svcs Asst III 1.00 85,833 104,331 APTC Community & Media Relations Sp 4.00 76,218 92,643 APVA Administrative Svcs Asst II -73,549 89,399 APWA Administrative Analyst 5.00 60,455 73,484 ARTA Departmental HR Analyst II 1.00 93,658 138,376 JD7A Accounting Technician 1.00 57,900 73,941 JDHD Account Clerk Supervisor 1.00 64,180 81,960 JDTD Account Clerk-Advanced Level 6.00 52,286 66,772 JDVC Account Clerk-Experienced Lvl 1.00 47,090 58,378 JWHF Clerical Supervisor 2.00 61,080 78,002 JWV1 Intermediate Typist Clerk-Prj 2.00 44,169 54,802 JWXB Clerk-Experienced Level 14.00 42,858 53,175 JWXC Clerk-Senior Level 24.60 47,357 60,477 JWXD Clerk-Specialist Level 8.00 53,490 68,310 LBGF HS IT Project Manager -110,268 147,770 LBSD HS IT Security Specialist -110,268 147,770 LBTB Health Svcs Info Systems Spec 1.00 78,516 105,218 LBTF Web Producer -78,671 95,625 LBVC HS Systems Analyst II 1.00 99,873 133,839 LTVH Info Sys Assistant II 2.00 46,182 56,134 LWSA Database Administrator -104,942 140,632 SAHJ Supervising Accountant 1.00 92,176 112,040 SATA Accountant III 5.00 81,284 98,802 SAWA Accountant I 2.00 63,839 77,596 STTA Buyer II -77,282 93,936 STW1 BUYER I-PROJECT 2.00 58,570 71,192 V0DA Director Of Ph Lab Svcs 1.00 121,745 147,981 V0HA Public Health Lab Manager 1.00 106,091 128,954 V0TC Sr Public Hlth Microbiologist 5.00 93,790 114,003 V0W1 PUB HLTH MICROBIOLOGIST-PROJ 1.00 85,010 103,330 V0WA Public Hlth Microbiologist 7.00 85,010 103,330 V7DA Communicable Dis Pgrm Chief 1.00 117,980 143,406 V7DB HIV / STD Program Director 1.00 113,174 137,564 V7VB Sr Disease Interven Tech 8.00 73,914 89,843 V7VC Public Hlth Epide/Biostatician 3.00 95,900 116,567 V7W1 Disease Intervention Tech-Prj 1.00 60,876 73,995 V7WB Disease Intervention Tech 8.00 60,876 73,995 V9SD Homeless Svcs Specialist 19.00 68,556 83,330 V9TE Sr Public Hlth Nutrition 4.00 77,358 94,029 V9VD Lead Registrd Dental Asst 1.00 53,523 65,058 V9WB Public Hlth Nutritionist 6.00 70,344 85,503 V9WE Home Economist 8.00 66,681 81,052 V9WG Registered Dental Asst 2.00 49,989 60,762 VANH Health Svcs Admin-Level C 5.00 96,863 123,993 VASH Health Equity Program Manager 1.00 94,616 115,006 VBHC Tobacco Prev Proj Coordinator 1.00 86,004 104,538 VBND Public Hlth Prgm Spec II 9.00 92,909 112,931 Contra Costa County | FY24-25 Recommended Budget Page 464 544 Department - Name Job Class Name FTE Min Salary Max Salary VBS2 Public Hlth Prgm Spec I-Prj 1.00 83,404 101,378 VBSD Public Hlth Prgm Spec I 28.00 83,404 101,378 VBSK PH Registered Dental Hygienist 0.80 68,828 83,661 VBSM Health Svcs Emerg Prep Manager 1.00 101,770 123,702 VCA2 Medical Director 2.00 382,187 382,187 VCB1 Asst Dir Of Health Svcs 1.00 126,348 201,987 VCFA Director Of Famly, M & Ch 1.00 113,368 137,799 VCGA Materiel Manager -83,569 101,579 VCH1 MATERIEL MGMT SPVR-PROJ 1.00 68,760 83,578 VCS4 Associate Medical Director-Ex 1.00 260,819 317,027 VCS5 Plnr/Eval-LvA-Prj 1.00 59,765 86,558 VCTA Health Svcs Reim Accountant 2.00 107,041 143,445 VCXC Plnr/Eval-Level A 4.00 52,220 75,630 VCXD Plnr/Eval-Level B 6.00 65,186 106,815 VHGE Substance Abuse Program Mngr -96,567 117,378 VHVC Substance Abuse Counselor 2.00 70,763 86,013 VKTA Community Health Worker Spec 20.00 50,888 61,854 VKV1 Community Health Worker II-Prj 1.00 47,952 58,287 VKVB Community Health Worker II 14.00 47,952 58,287 VKW1 Community Health Worker I-Prj -43,004 47,412 VMHB Community Well & Prev Pro Dir 1.00 102,275 124,316 VMTA Public Health Lab Tech-Adv 1.00 52,474 63,782 VMVC Public Health Lab Tech-Exp 4.00 50,486 61,366 VMVD Medical Interpreter 22.00 60,336 73,338 VMW4 Health Ed Specialist-Project 9.00 56,407 68,563 VMW5 Sr Health Education Spec-Prj 8.00 78,671 95,625 VMWD Health Ed Specialist 16.00 56,407 68,563 VMWE Sr Health Education Spec 14.00 78,671 95,625 VPT1 Ambulatory Care Provider-EX 1.75 183,417208,000 VQDC MH Program Manager -105,986 128,827 VQHP MH Program Supervisor 1.00 96,471 117,261 VQSB MH Clinical Specialist -69,245 102,794 VT7G Licensed Vocational Nurse 3.00 60,899 77,770 VRHA Quality Mgmt Program Coordin 3.00 119,004 144,650 VVGS Director Pub Hlth Clinic Svcs 2.00 164,736 200,238 VVX1 Public Hlth Nurse-Project -145,430 181,622 VVXA Public Hlth Nurse 85.95 145,430 181,622 VWD1 Chief Operations Of cer-Exemp 1.00 204,644204,644 VWD2 Chief Nursing Of cer-Exempt 1.00 292,712 292,712 VWFA Dir Of Safety & Perf Improveme 1.00 182,058 221,293 VWGB Asst Dir Of Safety & Perf Impr 3.00 177,724 216,024 VWH2 PH NURSE PROG MANAGER-PROJ 1.00 148,411 180,395 VWHL Public Hlth Nurse Prog Manager 14.00 156,892 190,703 VWSB Nurse Practitioner 0.80 159,138 198,742 VWSF Infection Prev And Control Mgr 1.00 159,138 198,742 VWX5 Registered Nurse - Project 3.00 138,503 172,971 VWXG Registered Nurse 5.50 138,503 172,971 X4VH Medical Social Worker II 25.00 85,238 103,608 XQSB Exec Asst/Develp Disbl Council 1.00 87,811 106,734 0450 - HEALTH SVCS-PUBLIC HEALTH 530.40 0451 - CONSERVATOR/GUARDIANSHIP JD7A Accounting Technician 2.00 57,900 73,941 JDTD Account Clerk-Advanced Level 1.00 52,286 66,772 JWXC Clerk-Senior Level 4.00 47,357 60,477 VAVA Properties Trust Of cer 1.00 101,323 123,159 VQDL Conserv/Gdnshp Program Mgr 1.00 106,618 129,594 VQHM Conserv/Gdnshp Program Supv 1.00 98,303 119,488 VQSB MH Clinical Specialist 11.00 69,245 102,794 VQTB Clinical Psychologist 1.00 76,376 107,917 VQVB MH Community Support Wkr II 3.00 44,520 54,115 Contra Costa County | FY24-25 Recommended Budget Page 465 545 Department - Name Job Class Name FTE Min Salary Max Salary 0451 - CONSERVATOR/GUARDIANSHIP 25.00 0452 - HEALTH SVCS-ENVIRON HLTH J3TG Secretary-Advanced Level 2.00 55,636 71,219 JWHF Clerical Supervisor 2.00 61,080 78,002 JWXB Clerk-Experienced Level 1.00 42,858 53,175 JWXC Clerk-Senior Level 4.00 47,357 60,477 JWXD Clerk-Specialist Level 4.00 53,490 68,310 V4HD Hazardous Waste Reduction Mngr 1.00 87,811 106,734 V4HE Supervising Arp Engineer 1.00 133,752 162,577 V4SE Pollution Prevention Specialis 1.00 79,375 96,481 V4SF Arp Engineer 6.00 119,887 145,724 V4VC Hazardous Materials Spec II 12.00 97,759 118,826 V4WF Hazardous Material Tech 1.00 66,246 80,523 V4WG Hazardous Materials Spec I 8.00 83,436 101,417 VANF HEALTH SVCS ADMIN-LEVEL A 1.00 54,885 79,490 VCB1 Asst Dir Of Health Svcs 1.00 126,348 201,987 VL7A Env Hlth Investigator I 3.00 59,682 72,544 VLD2 Director Of Haz Mat Program-Ex 1.00 140,362 170,611 VLFA Asst Dir Of Haz Mat Program 2.00 110,310 134,083 VLGA Asst Dir Of Env Hlth Svcs 1.00 117,126 142,367 VLHA Supervising Environ Hlth Spec 6.00 109,455 133,043 VLNA ENVIRON HLTH INVESTIGATOR II 1.00 62,663 76,167 VLNB ENVIRONMENTAL HEALTH SPEC III 3.00 102,303 124,349 VLSA Hazardous Materials Ombudsper 1.00 83,157 101,077 VLSB Integrated Pest Mgmt Coord 1.00 111,156 119,702 VLVA Environmental Hlth Spec II 31.00 97,431 118,428 VLWA Environmental Hlth Spec I 5.00 86,878 105,601 VLWB Arp-Engineer-Entry Level 1.00 95,850 116,506 0452 - HEALTH SVCS-ENVIRON HLTH 101.00 0460 - HLTH SVC-CALIF CHILD SVCS APWA Administrative Analyst 1.00 60,455 73,484 JDTD Account Clerk-Advanced Level 1.00 52,286 66,772 JWHF Clerical Supervisor 1.00 61,080 78,002 JWXB Clerk-Experienced Level 2.00 42,858 53,175 JWXC Clerk-Senior Level 9.00 47,357 60,477 JWXD Clerk-Specialist Level 2.00 53,490 68,310 V5GE Chief Pediatric Therapist 1.00 108,535 131,925 V5HJ Supervising Pediatric Therapst 4.00 100,369 121,999 V5VE Physical Therapist I 1.00 87,550 106,418 V5VF Physical Therapist II 10.59 96,185 116,914 V5VG Occupational Therapist I 1.85 87,550 106,418 V5VH Occupational Therapist II 8.90 96,185 116,914 V5WA Therapist Aide 6.00 54,865 66,688 V9VB Patient Financial Svcs Spec 2.00 54,560 69,676 VANG Health Svcs Admin-Level B 1.00 65,186 106,815 VBGC Calif Chldrn Svcs Prog Admin 1.00 117,863 143,264 VKTA Community Health Worker Spec 1.00 50,888 61,854 VPT1 Ambulatory Care Provider-EX 1.03 183,417208,000 VVXA Public Hlth Nurse 10.00 145,430 181,622 VWHL Public Hlth Nurse Prog Manager 1.00 156,892 190,703 X4VH Medical Social Worker II 2.00 85,238 103,608 XHTB Eligibility Worker III 1.00 63,953 77,736 0460 - HLTH SVC-CALIF CHILD SVCS 69.37 0463 - HEALTH, HOUSING & HOMELESS APHB Research and Eval Manager 1.00 109,224 132,762 APTA Administrative Svcs Asst III 2.00 85,833 104,331 APWA Administrative Analyst 1.00 60,455 73,484 J3TG Secretary-Advanced Level 1.00 55,636 71,219 JWXB Clerk-Experienced Level 1.00 42,858 53,175 JWXC Clerk-Senior Level 1.00 47,357 60,477 LBVC HS Systems Analyst II 1.00 99,873 133,839 VANG Health Svcs Admin-Level B 4.00 65,186 106,815 Contra Costa County | FY24-25 Recommended Budget Page 466 546 Department - Name Job Class Name FTE Min Salary Max Salary VANH Health Svcs Admin-Level C 1.00 96,863 123,993 VBSD Public Hlth Prgm Spec I 1.00 83,404 101,378 VCXC Plnr/Eval-Level A 1.00 52,220 75,630 VCXD Plnr/Eval-Level B 1.00 65,186 106,815 VDHA Homeless Services Chief 2.00 107,785 131,014 VQDN MH Program Chief 1.00 127,292 154,724 VQHL Housing Services Coordinator 2.00 91,812 111,598 VQHP MH Program Supervisor 1.00 96,471 117,261 0463 - HEALTH, HOUSING & HOMELESS 22.00 0466 - ALCOHOL & OTHER DRUGS SVC APTA Administrative Svcs Asst III 3.00 85,833 104,331 J3TG Secretary-Advanced Level 1.00 55,636 71,219 JDTD Account Clerk-Advanced Level 1.00 52,286 66,772 JWXB Clerk-Experienced Level 4.00 42,858 53,175 JWXC Clerk-Senior Level 2.00 47,357 60,477 JWXC Clerk-Specialist Level 1.00 47,357 60,477 LBWC HS Systems Analyst I 1.00 82,828 110,997 VANH HEALTH SVCS ADMIN-LEVEL C 2.00 101,706 130,193 VBSD PUBLIC HLTH PRGM SPEC I 2.00 87,574 106,447 VCS6 Plnr/Eval-LvB-Prj 0.80 65,186 106,815 VCXD Plnr/Eval-Level B 2.00 65,186 106,815 VHFB Alcohol And Od Svcs Prgm Chief 1.00 126,943 154,301 VHGE Substance Abuse Program Mngr 7.00 96,567 117,378 VHHB Substance Abuse Program Supv 5.00 90,279 109,735 VHTC SUBSTANCE ABUSE LD COUNSELOR 3.00 79,397 96,508 VHV3 SUBSTANCE ABUSE COUNSELOR-PRJ 1.00 74,301 90,313 VHVC Substance Abuse Counselor 47.00 70,763 86,013 VHWE Substance Abuse Counselor Trn 3.00 41,745 50,742 VKVB Community Health Worker II 2.00 47,952 58,287 VKWC COMMUNITY HEALTH WORKER I 1.00 45,154 49,783 VMWD Health Ed Specialist 1.00 56,407 68,563 VQSB MH Clinical Specialist 4.00 69,245 102,794 VQW7 MH Community Suprt Wkr I-Proj 1.00 40,604 49,354 VQWE MH Community Support Wkr I 1.00 40,604 49,354 0466 - ALCOHOL & OTHER DRUGS SVC 96.80 0467 - HLTH SERVICES-MNTL HLTH APHB Research and Eval Manager 1.00 109,224 132,762 APTA Administrative Svcs Asst III 9.00 85,833 104,331 APVA ADMINISTRATIVE SVCS ASST II 1.00 77,226 93,869 APWA Administrative Analyst 1.00 60,455 73,484 ARTA Departmental HR Analyst II 1.00 93,658 138,376 J3TF Secretary-Journey Level 1.00 48,195 66,438 J3TG Secretary-Advanced Level 5.00 55,636 71,219 JDTD Account Clerk-Advanced Level 2.00 52,286 66,772 JDVC Account Clerk-Experienced Lvl 1.00 47,090 58,378 JWHF Clerical Supervisor 8.00 61,080 78,002 JWXB Clerk-Experienced Level 26.00 42,858 53,175 JWXC Clerk-Senior Level 39.00 47,357 60,477 JWXD Clerk-Specialist Level 22.00 53,490 68,310 LBVC HS Systems Analyst II 1.00 99,873 133,839 V5VH Occupational Therapist II 1.00 96,185 116,914 V9HE Patient Financial Svcs Supvr 1.00 69,033 83,910 V9SD HOMELESS SVCS SPECIALIST 2.00 71,984 87,496 V9V1 Patient Financial Svcs Spec-Pr 3.00 54,560 69,676 V9VB Patient Financial Svcs Spec 5.00 54,560 69,676 VAHB Ambulatory Care Clin Coord 1.00 73,621 89,487 VBSD Public Hlth Prgm Spec I 1.00 83,404 101,378 VBSG Pre-Hosptl Care Coordinator 1.00 138,503 172,971 VCA2 Medical Director 1.00 382,187 382,187 VCB1 Asst Dir Of Health Svcs 1.00 126,348 201,987 VCXD Plnr/Eval-Level B 6.00 65,186 106,815 Contra Costa County | FY24-25 Recommended Budget Page 467 547 Department - Name Job Class Name FTE Min Salary Max Salary VHGE SUBSTANCE ABUSE PROGRAM MNGR 1.00 101,395 123,246 VHHB SUBSTANCE ABUSE PROGRAM SUPV 1.00 94,793 115,221 VHVC Substance Abuse Counselor 39.00 70,763 86,013 VITA Registered Health Info Tech 1.00 64,155 77,981 VNTB Medical Records Technician 3.00 51,566 65,852 VPT8 Psychiatrist-Adult-Exempt 14.43 214,239 243,454 VPT9 Psychiatrist-Pediatric-Exempt 3.80 223,395 253,858 VQDC MH Program Manager 22.00 105,986 128,827 VQDN MH Program Chief 7.00 127,292 154,724 VQFB Deputy Dir Of Behavioral Hlth 1.00 154,708 188,049 VQHL Housing Services Coordinator 1.00 91,812 111,598 VQHP MH Program Supervisor 23.00 96,471 117,261 VQHQ MH Vocational Services Coord 1.00 101,367 123,213 VQS2 MH Clinical Specialist-Project 2.00 69,245 102,794 VQSB MH Clinical Specialist 214.25 69,245 102,794 VQSE MH Project Manager 8.00 101,367 123,213 VQSF MH Quality Improvement Coord 1.00 102,782 124,933 VQSG MH Employment Placement Spec 4.00 59,505 72,329 VQSH MH Consumer Empower Prog Coord 1.00 77,742 94,496 VQSJ MH Family Services Coordinator 2.00 60,701 85,769 VQTB Clinical Psychologist 3.50 76,376 107,917 VQV3 MH Community Supp Wkr II -Proj 2.00 44,520 54,115 VQVA MH Specialist II 37.00 62,717 88,617 VQVB MH Community Support Wkr II 75.03 44,520 54,115 VQVC MH Vocational Counselor II 5.00 79,375 91,887 VQW7 MH Community Suprt Wkr I-Proj 2.00 40,604 49,354 VQWB Psychiatric Technician 2.00 58,130 74,234 VQWD MH Specialist I 9.00 55,630 74,550 VQWE MH Community Support Wkr I 26.50 40,604 49,354 VQWF MH Vocational Counselor I 1.00 70,483 85,673 VRGD DIR OF PROVIDER REL AND CRED 1.00 120,069 145,944 VRHA Quality Mgmt Program Coordin 1.00 119,004 144,650 VT7G Licensed Vocational Nurse 1.00 60,899 77,770 VWHF Nursing Program Manager 2.00 191,161 210,756 VWSB Nurse Practitioner 12.80 159,138 198,742 VWSD Utilization Review Coord 6.00 145,861 177,295 VWXG Registered Nurse 38.63 138,503 172,971 VYSD Clinical/Drug Infor Coord 1.00 137,531 175,509 X4WB MEDICAL SOCIAL WORKER 1.00 71,910 87,407 0467 - HLTH SERVICES-MNTL HLTH 718.94 0540 - HLTH SVS-HOSPITAL ENTRPSE 1ETB Lead Sterile Proc And Dist Tec 2.03 50,088 60,882 1EWA Sterile Process And Dist Tech 16.00 46,641 56,693 1K7B Nutrition Assistant 3.60 50,038 60,822 1KDC Asst Dir-Nutrit Svcs 1.00 80,324 97,635 1KNA Food Service Worker - Lead 4.00 69,385 69,385 1KSA Dietitian 7.80 66,681 81,052 1KTA Lead Cook 1.00 57,592 63,495 1KV1 Inst Svcs Worker - Project 2.00 49,739 60,458 1KVD Inst Svcs Worker-Generalist 93.80 42,538 51,705 1KVE Inst Svcs Worker-Specialist 13.00 54,217 54,217 1KVF Inst Svcs Worker-Lead 10.00 59,270 59,270 1KVG Food Service Worker - Gen 21.63 49,739 60,458 1KVH Food Service Worker - Spec 5.00 63,481 63,481 1KWA Cook 8.00 48,718 59,217 1KWC Inst Svcs Aide 8.00 38,758 47,110 1WDB Environmental Svcs Manager 2.00 83,487 101,478 1WHB Environmental Svcs Supervisor 8.00 52,578 63,909 64WP Public Service Of cer 2.00 63,297 69,785 91VA Storekeeper 4.00 54,540 66,293 Contra Costa County | FY24-25 Recommended Budget Page 468 548 Department - Name Job Class Name FTE Min Salary Max Salary 91WC Storeroom Clerk 9.00 42,286 51,399 9QWA Driver Clerk 3.00 47,152 57,314 AJD2 Cnty Cmpln HIPAA Pvcy Ofcr -Ex 1.00 120,353 146,290 AP73 Administrative Aide-Project 1.00 44,714 69,367 AP7A Administrative Aide-Deep Class 2.00 44,714 69,367 AP7B Personnel Technician 5.00 68,756 83,573 APD5 HS PERS MANAGER-EX 1.00 144,461 175,594 APFB DEPT HR SUPERVISOR 2.00 126,367 153,600 APG2 Dept HR Of cer II-Ex 1.00 139,809 169,939 APSG Training and Staff Dev Spc 2.00 86,772 105,472 APTA Administrative Svcs Asst III 8.00 85,833 104,331 APVA Administrative Svcs Asst II 3.00 73,549 89,399 ARTA Departmental HR Analyst II 9.00 89,198 131,787 ARVA DEPARTMENTAL HR ANALYST I 2.20 84,563 102,787 GFDG Facilities Maintenance Manager 1.00 118,886 144,507 J3T5 Exec Secretary-Exempt 2.00 71,424 78,745 J3TG Secretary-Advanced Level 8.00 55,636 71,219 J97A HS TIMEKEEPING TECHNICIAN 11.00 60,426 73,449 J9HA HS TIMEKEEPING SPECIALIST 2.00 69,951 77,121 J9ND HS TIMEKEEPING SUPERVISOR 1.00 64,180 81,960 J9TA Surgery Scheduler 1.00 53,490 68,310 J9WD Medical Transcriber 1.00 50,008 63,862 JD7A Accounting Technician 14.00 57,900 73,941 JDHD Account Clerk Supervisor 9.00 64,180 81,960 JDTD Account Clerk-Advanced Level 43.00 52,286 66,772 JDVC Account Clerk-Experienced Lvl 7.00 47,090 58,378 JWHF Clerical Supervisor 19.00 61,080 78,002 JWXB Clerk-Experienced Level 70.18 42,858 53,175 JWXC Clerk-Senior Level 225.34 47,357 60,477 JWXD Clerk-Specialist Level 57.00 53,490 68,310 LBB3 Health Svcs IT Director-Ex 2.00 201,361 244,755 LBD1 Asst HS IT Dir-Project Mgmt-Ex 1.00 152,637 185,531 LBD2 Asst HS IT Dir-Customer Supp-E 2.00 152,637 185,531 LBD3 Asst HS IT Dir-Infrastruct-Ex 1.00 152,637 185,531 LBD4 Asst HS IT Dir-App Dev-Ex 1.00 152,637 185,531 LBD7 Asst HS IT Dir-Info Security-E 1.00 152,637 185,531 LBFA HS Info Tech Manager 13.00 135,619 164,846 LBGF HS IT Project Manager 4.00 110,268 147,770 LBSD HS IT Security Specialist 4.00 110,268 147,770 LBTA Network Analyst II 5.00 100,170 121,757 LBTB Health Svcs Info Systems Spec 12.00 78,516 105,218 LBTC Health Svcs Info Sys Prog/Anl 16.00 100,170 134,238 LBTD HS Systems Analyst III 3.00 104,942 140,632 LBTE HS IT Clinical Sys Analyst II 13.00 142,361 156,953 LBVB HS IT Clinical Sys Analyst I 9.00 128,941 142,157 LBVC HS Systems Analyst II 59.00 99,873 133,839 LBWC HS Systems Analyst I 3.00 82,828 110,997 LKFA Health Svcs Info Sys Ops Mngr 1.00 95,332 127,754 LKTA Computer Operator III 5.00 59,623 72,472 LKVA Computer Operations Analyst 1.00 70,135 85,250 LKVB Computer Operator II 5.00 54,163 65,835 LNSA Network Administrator I 2.00 91,358 111,046 LNSB Network Administrator II 6.00 100,170 121,757 LNVA Network Technician II 3.00 82,582 100,379 LPNA Info Sys Project Manager 2.00 110,268 147,770 LPNB Info Sys Programmer/Analyst IV 1.00 100,170 134,238 LPTB Info Sys Programmer/Anlyst III 2.00 91,358 111,046 LTTA Info Sys Specialist III 2.00 78,516 95,436 LTVA Info Sys Specialist II 1.00 67,813 82,427 Contra Costa County | FY24-25 Recommended Budget Page 469 549 Department - Name Job Class Name FTE Min Salary Max Salary LTVB Info Sys Technician II 13.00 75,094 91,277 LTVH Info Sys Assistant II 3.00 46,182 56,134 LTWB Info Sys Technician I 6.00 68,828 83,661 LWSA Database Administrator 6.00 104,942 140,632 LWVA Systems Software Analyst II 5.00 110,268 147,770 LWWA Systems Software Analyst I 2.00 100,170 134,238 SAHJ Supervising Accountant 2.00 92,176 112,040 SATA Accountant III 22.00 81,284 98,802 SAVA Accountant II 5.00 71,325 86,697 SAWA Accountant I 1.00 63,839 77,596 STTA Buyer II 3.00 77,282 93,936 V5HN Rehabilitation Therapy Svc Sup 3.00 103,293 125,553 V5HQ Asst Dir-Rehab Ther Svcs 1.00 108,535 131,925 V5VE PHYSICAL THERAPIST I 2.00 91,928 111,739 V5VF Physical Therapist II 24.35 96,185 116,914 V5VG OCCUPATIONAL THERAPIST I 1.00 91,928 111,739 V5VH Occupational Therapist II 21.20 96,185 116,914 V5WA Therapist Aide 16.80 54,865 66,688 V5WF Therapy Assistant 2.00 70,693 85,927 V8HB Diagnostic Imaging Manager 1.00 137,921 167,644 V8HC Asst Diagnostic Imag Mngr 1.00 113,031 137,391 V8NA DI Tech III - A (CT/MRI)17.00 115,352 140,210 V8NB DI Tech III - B (Mammo / IR)9.00 115,352 140,210 V8TB Ultrasound Technologist II 8.00 127,435 154,899 V8VA Sr Radiologic Technologist 2.00 95,332 115,876 V8VD Ultrasound Technologist I 2.00 106,935 117,896 V8VE Diagnostic Imaging Tech - II 9.60 104,865 127,464 V8VG Cardiac Ultrasonographer 2.60 97,046 117,960 V8WC Diagnostic Imaging Tech I 2.00 79,690 96,864 V8WD Cardiology Technician I 5.00 49,890 60,641 V9HD Biomedical Equipment Mngr 1.00 89,947 109,331 V9VB Patient Financial Svcs Spec 12.00 54,560 69,676 V9VD Lead Registrd Dental Asst 2.00 53,523 65,058 V9WG Registered Dental Asst 13.00 49,989 60,762 VAD1 Dir Of Patient Fin Svcs-Exempt 1.00 135,403 164,583 VAD3 Chief of Plant Operations - Ex 1.00 180,182 219,012 VADB Ambulatory Care Admin 1.00 112,473 136,712 VAGE Patient Accounting Manager 1.00 101,971 123,947 VAGF HS Director of Contracting 1.00 120,069 145,944 VAHB Ambulatory Care Clin Coord 5.00 73,621 89,487 VAHC Registration And Staf ng Mgr 3.00 71,538 86,955 VAHD Medical Staff Services Manager 1.00 66,155 80,412 VANG Health Svcs Admin-Level B 7.00 65,186 106,815 VANH Health Svcs Admin-Level C 11.00 96,863 123,993 VASC Medical Staff Coordinator 17.00 58,628 71,262 VASD Patient Reltns Svcs Coord 1.00 68,556 83,330 VBSD Public Hlth Prgm Spec I 3.00 83,404 101,378 VBSG Pre-Hosptl Care Coordinator 2.00 138,503 172,971 VCA1 Director Of Health Services 1.00 401,296 442,429 VCA2 Medical Director 5.00 382,187 382,187 VCB1 Asst Dir Of Health Svcs 5.00 126,348 201,987 VCB4 Dep Dir of Health Svcs-Ex 4.00 256,629 311,934 VCDC Facilities Manager 1.00 111,476 135,499 VCFB Health Svcs Info Tech Supv 8.00 110,268 147,770 VCGA MATERIEL MANAGER 1.00 87,748 106,658 VCHC Health Svcs Appt System Coord 2.00 71,893 87,386 VCHF Materiel Management Supervisor 2.00 68,760 83,578 VCS1 Assist To Hlth Svc Dir - Ex 1.00 118,461 143,991 VCS4 Associate Medical Director-Ex 2.00 260,819 317,027 Contra Costa County | FY24-25 Recommended Budget Page 470 550 Department - Name Job Class Name FTE Min Salary Max Salary VCSH Asst Facilities Manager 2.00 85,833 104,331 VCTA Health Svcs Reim Accountant 8.00 107,041 143,445 VCTB Health Svcs Accountant 5.00 101,871 123,824 VCXC Plnr/Eval-Level A 1.00 52,220 75,630 VCXD Plnr/Eval-Level B 1.00 65,186 106,815 VFVB Cytotechnologist 1.00 86,946 105,683 VFVC Sr Cytotechnologist 1.00 90,997 110,607 VFVD Biomedical Equipment Tech II 4.00 82,256 90,687 VHFA CLINICAL LAB MANAGER 1.00 153,226 186,247 VHGF ASST CLINICAL LAB MANAGER 1.00 135,498 164,699 VHHF Supervising Clinical Lab Scien 3.00 122,904 149,391 VHNA Sr Clinical Lab Scientist 9.00 117,049 142,274 VHV3 Substance Abuse Counselor-Prj 1.00 70,763 86,013 VHVD Clinical Lab Scientist II 19.60 107,495 130,661 VHWA Clinical Lab Scientist I 2.00 97,818 97,818 VHWF Histotechnician 3.00 70,623 85,842 VIGB Respiratory Care Services Mgr 1.00 113,651 138,144 VIHB Respiratory Care Services Supv 2.00 103,325 125,592 VIHC Cardiology Services Manager 1.00 111,598 135,648 VIVA Resp Care Practitioner II 22.00 95,143 115,647 VJHA Pathology Supervisor 1.00 102,986 125,180 VJTA Laboratory Technician III 5.00 52,474 63,782 VJTB Medical Laboratory Technician 2.00 68,420 83,165 VJVA Laboratory Technician II 27.20 50,486 61,366 VJWA LABORATORY TECHNICIAN I 3.00 49,953 60,718 VKTA Community Health Worker Spec 10.00 50,888 61,854 VKV1 COMMUNITY HEALTH WORKER II-PRJ 1.00 50,350 61,201 VKVB Community Health Worker II 27.70 47,952 58,287 VKWC Community Health Worker I 9.00 43,004 47,412 VMNA Ph Lead Mobile Clinic Operator 1.00 56,534 68,718 VMTB Public Health Mobile Clinic Op 10.00 53,842 65,445 VMWE SR HEALTH EDUCATION SPEC 1.00 82,605 100,407 VNDB DIRECTOR OF HLTH INFO MGMT 1.00 104,452 126,962 VNHB Medical Records Administrator 1.00 74,428 90,468 VNTA Medical Records Coder 10.00 61,117 74,288 VNTB Medical Records Technician 32.00 51,566 65,852 VNTD Sr Medical Rec Technician 10.00 55,432 70,788 VP71 Resident I 13.00 60,343 60,343 VP72 Resident II 13.00 65,545 65,545 VP74 Resident III 29.00 70,747 70,747 VPD5 Residency Director-Exempt 1.00 233,880 233,880 VPS0 Pediatrician-Hospitalist-Ex 9.66 190,435 216,403 VPS3 Emergency Medicine-Exempt 24.10 228,888 260,100 VPS4 Chief Medical Of cer - Exempt 1.00 382,187 382,187 VPS5 OBGYN-Full Spectrum-Exempt 13.43 210,577 239,292 VPS6 OBGYN-Fam Med, Adv Obst-Ex 11.43 190,435 216,403 VPS7 Optometrist-Exempt 1.40 111,697 126,929 VPS8 Oral Surgeon-Exempt 0.55 208,746 237,211 VPS9 Pediatrician-Ambulatory-Exempt 15.10 208,181 238,252 VPT0 Psychtrst-Emg Svc/Det Hlth-Ex 1.00 223,395 253,858 VPT1 Ambulatory Care Provider-EX 13.37 183,417208,000 VPT2 Dentist-Exempt 14.28 156,559 177,908 VPT3 Hospitalist-Exempt 31.05 208,746 237,211 VPT5 Primary Care Provider-Exempt 38.88 209,567 239,000 VPT6 Primary Care Provider-LMTD-EX 52.08 209,567 239,000 VPT7 Pathologist-Exempt 3.00 238,407 269,984 VPT8 Psychiatrist-Adult-Exempt 1.00 214,239 243,454 VQDC MH Program Manager 2.00 105,986 128,827 VQDN MH Program Chief 2.00 127,292 154,724 Contra Costa County | FY24-25 Recommended Budget Page 471 551 Department - Name Job Class Name FTE Min Salary Max Salary VQHP MH Program Supervisor 4.00 96,471 117,261 VQSB MH Clinical Specialist 37.60 69,245 102,794 VQTB Clinical Psychologist 3.00 76,376 107,917 VQVA MH Specialist II 4.00 62,717 88,617 VQVB MH Community Support Wkr II 1.00 44,520 54,115 VQWB Psychiatric Technician 4.00 58,130 74,234 VQWE MH COMMUNITY SUPPORT WKR I 1.00 42,634 51,822 VRHA Quality Mgmt Program Coordin 4.00 119,004 144,650 VSVD Speech Pathologist 3.00 98,987 120,319 VT7B Surgical Technologist 7.00 65,343 83,445 VT7E Orthopedic Technician 3.00 45,654 58,302 VT7F Anesthesia Technician 1.00 46,062 58,823 VT7G Licensed Vocational Nurse 176.50 60,899 77,770 VTWA Certi ed Nursing Assistant 66.20 41,870 50,893 VTWC Certi ed Medical Assistant 76.90 50,137 60,942 VVDB PH Chief Nursing Clinical Svcs 1.00 172,973 210,250 VVGS Director Pub Hlth Clinic Svcs 2.00 164,736 200,238 VVXA Public Hlth Nurse 1.00 145,430 181,622 VWD1 Chief Operations Of cer-Exemp 1.00 204,644204,644 VWD2 Chief Nursing Of cer-Exempt 1.00 292,712 292,712 VWDC Director Of Ambulatory Care Ns 2.00 182,058 221,293 VWDF Director, Inpatient Nursing Op 1.00 182,058 221,293 VWDH Chief Nursing Informatics Ofc 1.00 182,058 221,293 VWFA Dir Of Safety & Perf Improveme 3.00 182,058 221,293 VWGB Asst Dir Of Safety & Perf Impr 2.00 177,724 216,024 VWHF Nursing Program Manager 9.00 191,161 210,756 VWHG Utilization Review Manager 1.00 173,389 210,756 VWHH Nursing Shift Coordinator 7.00 173,389 210,756 VWHJ Ambulatory Care Clin Supv 6.00 173,389 210,756 VWHL Public Hlth Nurse Prog Manager 4.00 156,892 190,703 VWHM Health Care Risk Manager 1.00 130,870 159,074 VWNB Sterile Proc & Distribu Suprvs 1.00 68,082 82,755 VWSB Nurse Practitioner 34.48 159,138 198,742 VWSD Utilization Review Coord 12.60 145,861 177,295 VWSF Infection Prev And Control Mgr 2.00 159,138 198,742 VWSM Health Svcs Educ And Trng Spec 10.60 159,138 198,742 VWTF Charge Nurse 39.00 160,722 200,720 VWXG Registered Nurse 436.10 138,503 172,971 VY9B Pharmacy Technician 18.00 58,810 71,484 VYDC Director Of Pharmacy Svcs 1.00 181,870 221,065 VYSC Asst Dir Pharmacy Svcs 2.00 161,017 195,717 VYSD Clinical/Drug Infor Coord 1.00 137,531 175,509 VYTA Pharmacist II 1.00 143,229 182,801 VYWA Pharmacist I 20.00 148,133 171,482 X4HD Volunteer Program Coord 2.00 81,769 99,390 X4VH Medical Social Worker II 19.50 85,238 103,608 XQTA Contracts/Grants Splst II 3.00 79,611 96,768 XQWA Contracts/Grants Splst I 3.00 63,649 77,366 (New)Assistant Deputy Dir. of EMS 1.00 (New)EMS Specialist 1.00 0540 - HLTH SVS-HOSPITAL ENTRPSE 2,802.43 0860 - CONTRA COSTA HEALTH PLAN APTA Administrative Svcs Asst III 13.00 85,833 104,331 APVA Administrative Svcs Asst II 6.00 73,549 89,399 J3TF Secretary-Journey Level 1.00 48,195 66,438 J3TG Secretary-Advanced Level 8.00 55,636 71,219 JDHD Account Clerk Supervisor 1.00 64,180 81,960 JDTD Account Clerk-Advanced Level 9.00 52,286 66,772 JDVC Account Clerk-Experienced Lvl 7.00 47,090 58,378 JWHF Clerical Supervisor 3.00 61,080 78,002 Contra Costa County | FY24-25 Recommended Budget Page 472 552 Department - Name Job Class Name FTE Min Salary Max Salary JWXB Clerk-Experienced Level 20.00 42,858 53,175 JWXC Clerk-Senior Level 9.00 47,357 60,477 JWXD Clerk-Specialist Level 10.00 53,490 68,310 LBTB Health Svcs Info Systems Spec 17.00 78,516 105,218 LTVH Info Sys Assistant II 3.00 46,182 56,134 LTWH Info Sys Assistant I 3.00 41,994 51,044 SAHJ Supervising Accountant -92,176 112,040 V9HG Health Plan Patient Svcs Supv 1.00 69,033 83,910 V9VE Health Plan Member Svcs Couns 25.00 55,028 66,887 VANG Health Svcs Admin-Level B 4.00 65,186 106,815 VANH Health Svcs Admin-Level C 3.00 96,863 123,993 VCA2 Medical Director 2.00 382,187 382,187 VCB3 Chief Executive Of cer-CCHP-E 1.00 225,467 225,467 VCD2 Deputy Executive Dir/CCHP-Ex 1.00 127,467 154,937 VCFB Health Svcs Info Tech Supv 2.00 110,268 147,770 VCGE Health Plan Business Svcs Mngr 2.00 75,691 92,003 VCHB Hlth Plan Sales/Outrch Manager 1.00 94,299 114,621 VCS3 Health Plan Services Asst-Ex 1.00 47,030 57,166 VCVB Health Plan Sales Rep 2.00 68,692 83,495 VCVC Health Plan Outreach Rep 1.00 60,882 76,033 VCXD Plnr/Eval-Level B 1.00 65,186 106,815 VMWD HEALTH ED SPECIALIST 1.00 59,227 71,991 VMWE Sr Health Education Spec 2.00 78,671 95,625 VNTA Medical Records Coder 3.00 61,117 74,288 VPT1 Ambulatory Care Provider-EX 2.00 183,417208,000 VQHP MH Program Supervisor 1.00 96,471 117,261 VQSB MH Clinical Specialist 1.00 69,245 102,794 VRFA Health Plan Nurse Program Dir 3.00 182,058 221,293 VRG1 Dir Mktg/Mem Svcs & Pr-CCHP-Ex 1.00 137,565 151,666 VRGC Health Plan Dir Comp & Gov Rel 1.00 120,353 146,290 VRGD DIR OF PROVIDER REL AND CRED 1.00 120,069 145,944 VRHA Quality Mgmt Program Coordin 4.00 119,004 144,650 VRHB Health Plan Mbr Svcs Coord 3.00 63,586 77,290 VRTA Health Plan Authorization Rep 29.00 51,566 65,852 VRWA Manager Of Member Services 1.00 96,854 117,727 VT7G Licensed Vocational Nurse 12.10 60,899 77,770 VWD1 Chief Operations Of cer-Exemp 1.00 204,644204,644 VWGB Asst Dir Of Safety & Perf Impr 1.00 177,724 216,024 VWHG Utilization Review Manager 3.00 173,389 210,756 VWHN Advice Nurse Supervisor 2.00 166,752 183,845 VWSB Nurse Practitioner 2.00 159,138 198,742 VWSN Advice Nurse 13.20 140,200 175,090 VWXG Registered Nurse 38.30 138,503 172,971 VYSE Health Plan Pharmacy Manager 2.00 150,532 192,122 VYWA Pharmacist I 2.00 148,133 171,482 X4VH Medical Social Worker II 7.00 85,238 103,608 0860 - CONTRA COSTA HEALTH PLAN 293.60 18 - HEALTH SERVICES 4,900.80 19 - EMPLOYMENT & HUMAN SERVICES 0501 - EHSD ADMINISTRATIVE SVCS AP7B PERSONNEL TECHNICIAN 6.00 75,803 92,139 APDB ADMINISTRATIVE SVCS OFFICER 1.00 103,604 146,389 APFB DEPT HR SUPERVISOR 2.00 132,686 161,280 APG2 Dept HR Of cer II-Ex 1.00 146,800 178,436 Contra Costa County | FY24-25 Recommended Budget Page 473 553 Department - Name Job Class Name FTE Min Salary Max Salary APHA PROGRAM/PROJECTS COORDINATOR 2.00 111,990 136,449 APHB RESEARCH AND EVAL MANAGER 1.00 120,419 146,370 APSA DEPARTMENTAL FISCAL OFFICER 4.00 106,939 136,891 APTA ADMINISTRATIVE SVCS ASST III 22.00 94,631 115,025 APTC COMMUNITY & MEDIA RELATIONS SP 1.00 84,030 102,139 APVA ADMINISTRATIVE SVCS ASST II 4.00 81,087 98,562 APWA ADMINISTRATIVE ANALYST 1.00 66,652 81,016 ARTA DEPARTMENTAL HR ANALYST II 9.00 98,341 145,295 ARVA DEPARTMENTAL HR ANALYST I 1.00 88,791 107,926 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 J3TF SECRETARY-JOURNEY LEVEL 1.00 53,135 73,247 J3TG SECRETARY-ADVANCED LEVEL 3.00 61,338 78,518 JD7A ACCOUNTING TECHNICIAN 4.00 63,835 81,519 JDHD ACCOUNT CLERK SUPERVISOR 3.00 70,758 90,361 JDTD ACCOUNT CLERK-ADVANCED LEVEL 12.00 57,645 73,616 JDVC ACCOUNT CLERK-EXPERIENCED LVL 2.00 51,917 64,362 JWHF CLERICAL SUPERVISOR 2.00 67,341 85,997 JWXB CLERK-EXPERIENCED LEVEL 8.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 15.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 12.00 63,101 80,583 LBHB INFO SYSTEMS SUPERVISOR 2.00 105,834 128,642 LBNA AUTOMATED CALL DIS COORD II 1.00 102,737 124,877 LBSC AUTOMATED CALL DIST ADMINISTRA 1.00 112,981 137,330 LBTF WEB PRODUCER 1.00 86,735 105,427 LNSA NETWORK ADMINISTRATOR I 1.00 100,722 122,429 LPNA INFO SYS PROJECT MANAGER 1.00 121,570 162,916 LPNB INFO SYS PROGRAMMER/ANALYST IV 11.00 110,438 147,997 LTNA INFO SYS MANAGER I 1.00 121,570 162,916 LTNB INFO SYS MANAGER II 1.00 140,618 170,921 LTTA INFO SYS SPECIALIST III 1.00 86,563 105,218 LTVA INFO SYS SPECIALIST II 1.00 74,764 90,876 LTVB INFO SYS TECHNICIAN II 10.00 82,791 100,633 LWSA DATABASE ADMINISTRATOR 2.00 115,698 155,047 SAHJ SUPERVISING ACCOUNTANT 1.00 101,624 123,525 SATA ACCOUNTANT III 9.00 89,616 108,929 SAVA ACCOUNTANT II 1.00 78,636 95,583 SAWA ACCOUNTANT I 1.00 70,382 85,550 SMTB COLLECTION ENFORCEMENT SUPV 1.00 78,792 95,772 VCXD Plnr/Eval-Level B 3.00 71,868 117,764 X0SA SOC SVC PROGRAM ASSISTANT 7.00 74,087 90,053 X4HD VOLUNTEER PROGRAM COORD 1.00 90,150 109,578 X4SG SOC SVC APPEALS OFFICER 8.00 98,357 119,554 X4SK SOC SVC STAFF DEV SPECIALIST 14.00 95,668 116,285 XAA2 DIRECTOR-EHSD-EXEMPT 1.00 245,156 297,988 XAB1 CHIEF DEPUTY DIRECTOR-EXEMPT 1.00 202,111 245,667 XAD6 EHS DIRECTOR OF ADMIN-EXEMPT 2.00 152,569 194,721 XAD9 EHS CHIEF FINANCIAL OFF - EX 1.00 147,421 188,151 XADD EHS DIVISION MANAGER 6.00 120,027 153,645 XADE STAFF DEVELOPMENT SUPERVISOR 2.00 105,103 127,754 XAHA SOC SVC FRAUD PREV SUPV 1.00 96,062 116,764 XAHB SOC SVC APPEALS SUPERVISOR 1.00 107,418 130,567 XANA WORKFORCE SVCS SPECIALIST 1.00 105,730 128,515 XASH SOC SVC FISCAL COMPLIANCE ACCT 2.00 95,763 116,400 XDWF VOL AND EMERGENCY PROG SPEC 2.00 67,985 82,636 XHHA Eligibility Work Supervisor 2.00 83,399 106,503 XLSG SOC SVC SR WELF FRAUD FLD INVS 4.00 85,812 104,306 XQHC SOC SVC BUSINESS SYST APP MNGR 1.00 120,027 153,645 XQHE CONTRACTS ADMINISTRATOR 2.00 106,782 129,794 XQHI CALWIN HELP DESK SUPERVISOR 1.00 92,044 111,880 Contra Costa County | FY24-25 Recommended Budget Page 474 554 Department - Name Job Class Name FTE Min Salary Max Salary XQNA EHS FACILITIES MANAGER 1.00 105,730 128,515 XQTE CALWIN HELP DESK SPECIALIST 5.00 79,719 96,899 XQVC SR SOC SVC INFO SYS ANALYST 16.00 116,043 127,937 0501 - EHSD ADMINISTRATIVE SVCS 0501 - EHSD ADMINISTRATIVE SVCS 250.00 0502 - EHSD CHILDREN & FAMILY SVCS APHA PROGRAM/PROJECTS COORDINATOR 2.00 111,990 136,449 APHB RESEARCH AND EVAL MANAGER 1.00 120,419 146,370 APTA ADMINISTRATIVE SVCS ASST III 3.00 94,631 115,025 J3TF SECRETARY-JOURNEY LEVEL 6.00 53,135 73,247 J3TG SECRETARY-ADVANCED LEVEL 1.00 61,338 78,518 J9SC CHILDREN'S SVCS CLER SPEC 6.00 55,496 78,088 J9WG TRANSLATOR 3.00 56,351 68,496 JWHF CLERICAL SUPERVISOR 6.00 67,341 85,997 JWXB CLERK-EXPERIENCED LEVEL 20.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 45.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 11.00 63,101 80,583 X0HA SOCIAL WORK SUPVSR II 44.00 109,563 133,175 X0SA SOC SVC PROGRAM ASSISTANT 19.00 74,087 90,053 X0VB SOCIAL WORKER III 129.50 96,617 117,438 X0WB SOCIAL WORKER II 37.00 90,595 99,880 X4SH SOC SVC PROGRAM ANALYST 6.00 95,668 116,285 X4SK SOC SVC STAFF DEV SPECIALIST 3.00 95,668 116,285 X7GB INDP LIV SKILL PRG COORDINATOR 1.00 103,554 125,870 X7HD INDP LIV SKILL PROG ASST COORD 1.00 90,150 109,578 X7TA INDP LIV SKILL PROG SPECIALIST 3.00 74,087 90,053 XAD2 EHS Deputy Bureau Director-Ex 1.00 142,494 173,202 XAD5 CHILDREN AND FAMILY SVCS DIR-E 1.00 152,569 194,721 XADD EHS DIVISION MANAGER 9.00 120,027 153,645 XATA CHILDREN'S SVC SYS SUP SPEC 3.00 75,958 92,327 XDVB SOCIAL CASEWORK ASSISTANT 45.00 80,525 97,879 XHHA Eligibility Work Supervisor 3.00 83,399 106,503 0502 - EHSD CHILDREN & FAMILY SVCS 0502 - EHSD CHILDREN & FAMILY SVCS 409.50 0503 - EHSD AGING & ADULT SVCS APHA PROGRAM/PROJECTS COORDINATOR 1.00 111,990 136,449 AXD1 CHIEF DEP PUBLIC ADMIN-EXEMPT 1.00 105,980 128,819 AXFA DEPUTY PUBLIC ADMINISTRATOR 1.00 78,425 95,326 AXSD PUBLIC ADM PROGRAM ASST 2.00 74,690 90,786 J3TF SECRETARY-JOURNEY LEVEL 5.00 53,135 73,247 J3TG SECRETARY-ADVANCED LEVEL 1.00 61,338 78,518 JDHD ACCOUNT CLERK SUPERVISOR 1.00 70,758 90,361 JDTD ACCOUNT CLERK-ADVANCED LEVEL 1.00 57,645 73,616 JDVC ACCOUNT CLERK-EXPERIENCED LVL 7.00 51,917 64,362 JWXB CLERK-EXPERIENCED LEVEL 12.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 5.00 55,866 71,343 V9TE SR PUBLIC HLTH NUTRITION 1.00 85,287 103,667 X0HA SOCIAL WORK SUPVSR II 4.00 109,563 133,175 X0HB SOCIAL WORK SUPERVISOR I 6.00 93,234 113,326 X0SA SOC SVC PROGRAM ASSISTANT 29.00 74,087 90,053 X0VB SOCIAL WORKER III 25.00 96,617 117,438 X0VC SOCIAL WORKER 63.00 80,525 97,879 X4SH SOC SVC PROGRAM ANALYST 2.00 95,668 116,285 XAD2 EHS Deputy Bureau Director-Ex 1.00 142,494 173,202 XADD EHS DIVISION MANAGER 4.00 120,027 153,645 XHHA Eligibility Work Supervisor 4.00 83,399 106,503 XQD2 AGING/ADULT SVCS DIRECTOR-EX 1.00 152,569 194,721 XQGD AREA AGENCY ON AGING PRGM MNGR 1.00 120,027 153,645 XQVB AGING & ADULT SVCS SR STAFF AS 8.00 100,451 122,099 XQWC AGING & ADULT SVCS STAFF ASST 1.00 78,714 95,678 0503 - EHSD AGING & ADULT SVCS 0503 - EHSD AGING & ADULT SVCS 187.00 0504 - EHSD WORKFORCE SVCS J3TF SECRETARY-JOURNEY LEVEL 7.00 53,135 73,247 J3TG SECRETARY-ADVANCED LEVEL 1.00 61,338 78,518 Contra Costa County | FY24-25 Recommended Budget Page 475 555 Department - Name Job Class Name FTE Min Salary Max Salary J9WG TRANSLATOR 2.00 56,351 68,496 JWHF CLERICAL SUPERVISOR 13.00 67,341 85,997 JWXB CLERK-EXPERIENCED LEVEL 59.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 63.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 31.00 63,101 80,583 LBWB AUTOMATED CALL DIS COORD I 1.00 95,101 115,596 X0HB SOCIAL WORK SUPERVISOR I 3.00 93,234 113,326 X0SA SOC SVC PROGRAM ASSISTANT 495.00 74,087 90,053 X0VC SOCIAL WORKER 17.00 80,525 97,879 X4SH SOC SVC PROGRAM ANALYST 7.00 95,668 116,285 X7WB SOC SVC EMPLOYMENT PLACE CNSL 4.00 77,693 94,436 XAD2 EHS Deputy Bureau Director-Ex 2.00 142,494 173,202 XAD3 WORKFORCE SVCS DIRECTOR-EXEMPT 1.00 152,569 194,721 XADD EHS DIVISION MANAGER 9.00 120,027 153,645 XANA WORKFORCE SVCS SPECIALIST 12.00 105,730 128,515 XHHA Eligibility Work Supervisor 69.00 83,399 106,503 XQHF EHS PROG INTEGRITY COORD 1.00 95,573 116,170 XQHG TRANSPORTATION SERVICES MANAGE 1.00 103,656 125,995 XQSN EHS PROGRAM INTEGRITY ASST 3.00 75,944 92,310 XQSP QUALITY ASSURANCE MONITOR 1.00 75,944 92,310 XQVC SR SOC SVC INFO SYS ANALYST 1.00 116,043 127,937 0504 - EHSD WORKFORCE SVCS 0504 - EHSD WORKFORCE SVCS 803.00 0583 - EHSD WFRC INVESTMENT BRD AP7A ADMINISTRATIVE AIDE-DEEP CLASS 1.00 49,298 76,477 APHA PROGRAM/PROJECTS COORDINATOR 2.00 111,990 136,449 APTA ADMINISTRATIVE SVCS ASST III 1.00 94,631 115,025 APVA ADMINISTRATIVE SVCS ASST II 1.00 81,087 98,562 J3TG SECRETARY-ADVANCED LEVEL 1.00 61,338 78,518 JWXB CLERK-EXPERIENCED LEVEL 1.00 50,558 62,729 JWXD CLERK-SPECIALIST LEVEL 1.00 63,101 80,583 LTWK BUSINESS SYSTEMS ANALYST 1.00 100,722 122,429 X7GA ONE-STOP OPER CONSORT ADMN 2.00 120,299 146,224 X7SC BUSINESS SVCS REPRESENTATIVE 1.00 78,792 95,772 X7WC ONE-STOP CAREER CENTER CASE MG 1.00 74,087 90,053 XAD4 WORKFORCE INV BD EXC DIR-EX 1.00 142,494 173,202 XANA WORKFORCE SVCS SPECIALIST 3.00 105,730 128,515 0583 - EHSD WFRC INVESTMENT BRD 0583 - EHSD WFRC INVESTMENT BRD 17.00 0588 - COMMUNITY SERVICES 98V2 Child Nutrition Cook-Project 2.00 46,285 56,260 98W2 CHILD NUTRT FD SVC TRNS-PRJ 4.00 39,246 47,704 98W4 Child Nutrition Assistant-Proj 3.00 43,257 52,579 99J3 INTERMEDIATE CLERK-PRJ 16.00 49,487 60,151 9JS3 CHILD NUTRT FOOD OPER SUPV-PRJ 1.00 74,645 90,731 9KT7 SENIOR CLERK-PROJECT 25.00 57,014 69,300 9KV8 COMMUNITY SVCS BLDG SVC WRKR-P 2.00 44,225 53,756 9MD3 ASSISTANT DIRECTOR-PROJECT 4.00 94,855 115,297 9MS3 COMPREHENSIVE SVCS MAN -PRJ 13.00 79,449 96,571 9MS7 COMPREHENSIVE SVCS ASST MGR-PR 16.00 62,274 75,695 APTA ADMINISTRATIVE SVCS ASST III 7.00 94,631 115,025 APVA ADMINISTRATIVE SVCS ASST II 1.00 81,087 98,562 CCD1 COMMUNITY SVCS DIRECTOR-EXEMPT 1.00 152,569 194,721 CJF1 SITE SUPERVISOR III-PROJECT 3.00 66,077 80,317 CJG1 SITE SUPERVISOR II - PROJECT 9.00 61,591 74,865 CJH2 SITE SUPERVISOR I-PROJECT 3.00 56,007 68,076 CJN1 TEACHER-PROJECT 11.00 49,389 60,032 CJN2 INFANT TODDLER TEACHER-PROJECT 1.00 49,389 60,032 CJT1 MASTER TEACHER-PROJECT 20.00 52,464 63,770 CJT2 INF/TOD MASTER TEACHER-PRJ 3.00 52,464 63,770 CJW1 ASSOCIATE TEACHER-PROJECT 16.00 37,857 46,015 CJW2 INFANT TODDLER ASSOC TCHER-PRJ 4.00 37,857 46,015 J3TG SECRETARY-ADVANCED LEVEL 1.00 61,338 78,518 Contra Costa County | FY24-25 Recommended Budget Page 476 556 Department - Name Job Class Name FTE Min Salary Max Salary JWXB CLERK-EXPERIENCED LEVEL 3.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 1.00 55,866 71,343 LTVJ SR BUSINESS SYSTEMS ANALYST 2.00 110,438 147,997 XAD2 EHS Deputy Bureau Director-Ex 1.00 142,494 173,202 XADD EHS DIVISION MANAGER 3.00 120,027 153,645 0588 - COMMUNITY SERVICES 0588 - COMMUNITY SERVICES 176.00 0589 - CHILD DEV-DEPT 9KT7 SENIOR CLERK-PROJECT 2.00 57,014 69,300 9MS3 COMPREHENSIVE SVCS MAN -PRJ 2.00 79,449 96,571 9MS7 COMPREHENSIVE SVCS ASST MGR-PR 8.00 62,274 75,695 APTA ADMINISTRATIVE SVCS ASST III 1.00 94,631 115,025 CJN1 TEACHER-PROJECT 17.00 49,389 60,032 CJN2 INFANT TODDLER TEACHER-PROJECT 12.00 49,389 60,032 CJT2 INF/TOD MASTER TEACHER-PRJ 1.00 52,464 63,770 CJW1 ASSOCIATE TEACHER-PROJECT 32.00 37,857 46,015 CJW2 INFANT TODDLER ASSOC TCHER-PRJ 16.00 37,857 46,015 0589 - CHILD DEV-DEPT 0589 - CHILD DEV-DEPT 91.00 0586 - ZERO TOLRNCE-DOM VIOLENCE APHA PROGRAM/PROJECTS COORDINATOR 1.00 111,990 136,449 APTA ADMINISTRATIVE SVCS ASST III 2.00 94,631 115,025 XAD1 EHS DIVISION MANAGER-PROJECT 1.00 120,027 153,645 0586 - ZERO TOLRNCE-DOM VIOLENCE 0586 - ZERO TOLRNCE-DOM VIOLENCE 4.00 19 - EMPLOYMENT & HUMAN SERVICES 1,937.50 24 - CLERK-RECORDER ELECTIONS 0043 - ELECTIONS ADSH DEPT COMMUNITY AND MEDIA RELATIONS COORD 1.00 96,370 117,139 ALA1 CLERK RECORDER 1.00 258,749 258,749 ALB1 ASST COUNTY REGISTRAR-EXEMPT 1.00 143,912 192,856 ALB2 DEPUTY CO CLERK-RECORDER-EX 1.00 161,901 216,962 ALHB Elections Services Supervisor 6.00 75,733 92,054 EBSA ELECTIONS SVCS MANAGER 3.00 109,241 132,783 EBTA ELECTIONS SVCS TECHNICIAN 9.00 57,910 70,389 EBV1 Civ Otrch & Egmt Spec-Proj 0 75,987 92,363 EBVA ELECTIONS SVCS SPECIALIST 9.00 66,126 80,376 EBW1 VOTER EDU & ENGMT ASST - PRJ 0 72,246 87,815 LNSB NETWORK ADMINISTRATOR II 1.00 110,438 134,238 LTWB INFO SYS TECHNICIAN I 1.00 75,883 92,236 TBD DIVERSITY, EQUITY AND INCLUSION SPEC 2.00 66,126 80,376 0043 - ELECTIONS 0043 - ELECTIONS 35.00 0355 - RECORDER ALB3 Asst County Clerk-Recorder -Ex 1.00 143,912 192,856 APTA ADMINISTRATIVE SVCS ASST III 1.00 94,631 115,025 EAHA CLERK-RECORDER SVCS SUPERVISOR 4.00 75,733 92,054 EASA CLERK-RECORDER SVCS MANAGER 1.50 109,241 132,783 EATA CLERK-RECORDER SVCS SPECIALIST 12.00 66,126 80,376 EAVA CLERK-RECORDER SVCS TECHNICIAN 12.00 57,910 70,389 JWXB CLERK-EXPERIENCED LEVEL 6.00 50,558 62,729 SAWA ACCOUNTANT I 1.00 70,382 85,550 0355 - RECORDER 0355 - RECORDER 38.50 0353 - RECORDER MICRO/MOD EAGA Records Archive Manager 1.00 109,241 132,783 EAHA CLERK-RECORDER SVCS SUPERVISOR 1.00 75,733 92,054 EASA CLERK-RECORDER SVCS MANAGER 0.50 109,241 132,783 EATA CLERK-RECORDER SVCS SPECIALIST 2.00 66,126 80,376 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 LTNA INFO SYS MANAGER I 1.00 121,570 162,916 LTVH INFO SYS ASSISTANT II 5.00 50,915 61,888 LTWB INFO SYS TECHNICIAN I 2.00 75,883 92,236 Contra Costa County | FY24-25 Recommended Budget Page 477 557 Department - Name Job Class Name FTE Min Salary Max Salary 0353 - RECORDER MICRO/MOD 0353 - RECORDER MICRO/MOD 13.50 24 - CLERK-RECORDER ELECTIONS 87.00 25 - SHERIFF-CORONER 0255 - SHERIFF 64FG SHERIFF DIR OF PROP EVIDENCE 1.00 115,616 140,531 64HC SUPERVISING FINGERPRINT TECH 3.00 97,050 120,915 64HD SUPERVISING SHF'S DISPATCHER 7.00 100,076 124,684 64HE RECORDS MANAGER 2.00 115,616 140,531 64SA SHERIFF'S PHOTOGRAPHER 1.00 90,194 112,372 64VA SHERIFF'S CRIME ANALYST 2.00 95,051 121,312 64VE SHERIFF'S SPECIALIST 24.00 75,395 93,935 64VF SHERIFF'S AIDE 0 63,968 79,698 64VH FINGERPRINT TECHNICIAN II 9.50 85,498 106,522 64VI SHERIFF COMMUNITY SVC OFFICER 6.00 79,300 98,800 64WJ FINGERPRINT TECHNICIAN I 1.00 79,931 88,124 64WK SHERIFF'S DISPATCHER I 15.00 83,408 91,957 64WM SHERIFF'S DISPATCHER II 34.00 91,362 108,407 64WR SHERIFF'S RANGER 20.00 57,823 72,042 6AFE SHERIFF'S DIRECTOR OF SUP SVCS 4.00 115,616 140,531 6CGA FORENSIC MANAGER 2.00 168,191 204,437 6CHB FORENSIC SUPERVISOR 4.00 151,832 189,166 6CVB CRIME SCENE INVESTIGATOR II 1.00 79,300 98,800 6CW1 FORENSIC ANALYST-PROJECT 2.00 86,340 133,941 6DDB SHERIFF'S CHF OF FORENSIC SVCS 1.00 185,788 237,118 6DHB DEPUTY SHERIFF-FORENSIC SUPVR 2.00 152,554 194,702 6DTA CRIMINALIST III 20.00 141,665 176,499 6DTB DEPUTY SHERIFF-CRIMINALIST III 2.00 141,783 180,955 6DVC CRIMINALIST II 2.00 122,355 152,441 6DWB CRIMINALIST I 2.00 112,367 123,885 6ENA BACKGROUND INVESTIGATOR II 2.00 108,325 134,962 6EVA BACKGROUND INVESTIGATOR I 1.00 98,308 122,481 6X7A Deputy Sheriff-Recruit-Fixed 1.00 70,208 70,208 6XA1 SHERIFF-CORONER 1.00 343,542 343,542 6XB2 ASST SHERIFF-EXEMPT 4.00 263,655 263,655 6XB4 UNDERSHERIFF-EXEMPT 1.00 295,159 295,159 6XD2 COMMANDER-EXEMPT 1.00 243,094 243,094 6XDA CAPTAIN 6.00 176,990 225,888 6XF1 CHIEF POLICE-CONTRACT AGNCY-EX 3.00 222,192 222,192 6XHA LIEUTENANT 22.00 150,164 191,652 6XTA SERGEANT 50.00 124,659 159,100 6XWA DEPUTY SHERIFF-40 HOUR 246.00 107,774 137,550 APD2 Sheriff's Chf Of Mgnt Svcs -Ex 1.00 144,197 175,273 APHA PROGRAM/PROJECTS COORDINATOR 1.00 111,990 136,449 APSA DEPARTMENTAL FISCAL OFFICER 1.00 106,939 136,891 APTA ADMINISTRATIVE SVCS ASST III 2.00 94,631 115,025 APWA ADMINISTRATIVE ANALYST 1.00 66,652 81,016 J3T0 SHERIFF'S EXECUTIVE ASST-EX 1.00 72,847 102,565 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 JD7A ACCOUNTING TECHNICIAN 4.00 63,835 81,519 JDHD ACCOUNT CLERK SUPERVISOR 1.00 70,758 90,361 JDTD ACCOUNT CLERK-ADVANCED LEVEL 5.00 57,645 73,616 JWHF CLERICAL SUPERVISOR 6.00 67,341 85,997 JWXB CLERK-EXPERIENCED LEVEL 3.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 32.00 55,866 71,343 Contra Costa County | FY24-25 Recommended Budget Page 478 558 Department - Name Job Class Name FTE Min Salary Max Salary JWXD CLERK-SPECIALIST LEVEL 2.00 63,101 80,583 LBTA NETWORK ANALYST II 2.00 110,438 134,238 LNSA NETWORK ADMINISTRATOR I 1.00 100,722 122,429 LNSB NETWORK ADMINISTRATOR II 1.00 110,438 134,238 LPNA INFO SYS PROJECT MANAGER 1.00 121,570 162,916 LPNB INFO SYS PROGRAMMER/ANALYST IV 2.00 110,438 147,997 LPVA INFO SYS PROGRAMMER/ANALYST II 1.00 91,227 110,887 LTTA INFO SYS SPECIALIST III 3.00 86,563 105,218 LTVB INFO SYS TECHNICIAN II 2.00 82,791 100,633 LWVA SYSTEMS SOFTWARE ANALYST II 1.00 121,570 162,916 PMSB SHERIFF'S FLEET SVCS COORD 1.00 74,027 89,981 SAHJ SUPERVISING ACCOUNTANT 1.00 101,624 123,525 SATA ACCOUNTANT III 1.00 89,616 108,929 SAWA ACCOUNTANT I 1.00 70,382 85,550 0255 - SHERIFF 0255 - SHERIFF 584.50 0277 - SHERIFF CONTRACT SVCS 64WR SHERIFF'S RANGER 17.00 57,823 72,042 6X7A Deputy Sheriff-Recruit-Fixed 1.00 70,208 70,208 6XF1 CHIEF POLICE-CONTRACT AGNCY-EX 1.00 222,192 222,192 6XHA LIEUTENANT 1.00 150,164 191,652 6XTA SERGEANT 4.00 124,659 159,100 6XWA DEPUTY SHERIFF-40 HOUR 62.00 107,774 137,550 0277 - SHERIFF CONTRACT SVCS 0277 - SHERIFF CONTRACT SVCS 86.00 0300 - CUSTODY SERVICES BUREAU 1KHB HEAD DETENTION COOK 3.00 82,301 90,737 1KTA LEAD COOK 10.00 63,495 70,004 64HA DETENTION SVCS SUPERVISOR 2.00 70,173 85,296 64TB LEAD DETENTION SVCS WORKER 5.00 53,818 65,416 64VD DETENTION SVCS WORKER 14.00 46,482 56,500 64VE SHERIFF'S SPECIALIST 17.00 75,395 93,935 64VF SHERIFF'S AIDE 27.00 63,968 79,698 64WR SHERIFF'S RANGER 2.00 57,823 72,042 6AFE SHERIFF'S DIRECTOR OF SUP SVCS 1.00 115,616 140,531 6X7A Deputy Sheriff-Recruit-Fixed 29.00 70,208 70,208 6XDA CAPTAIN 3.00 176,990 225,888 6XHA LIEUTENANT 7.00 150,164 191,652 6XTA SERGEANT 33.00 124,659 159,100 6XWA DEPUTY SHERIFF-40 HOUR 265.00 107,774 137,550 JWHF CLERICAL SUPERVISOR 2.00 67,341 85,997 JWXB CLERK-EXPERIENCED LEVEL 2.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 20.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 4.00 63,101 80,583 0300 - CUSTODY SERVICES BUREAU 0300 - CUSTODY SERVICES BUREAU 446.00 0359 - CORONER 6XDA CAPTAIN 1.00 176,990 225,888 6XTA SERGEANT 1.00 124,659 159,100 6XWA DEPUTY SHERIFF-40 HOUR 3.00 107,774 137,550 6XWB DEPUTY SHERIFF-56 HOUR 3.00 107,774 137,550 JWXD CLERK-SPECIALIST LEVEL 1.00 63,101 80,583 0359 - CORONER 0359 - CORONER 9.00 0362 - EMERGENCY SERVICES 64NE COMMUNITY WARNING SYS MANAGER 1.00 110,110 133,839 6XDA CAPTAIN 1.00 176,990 225,888 6XHA LIEUTENANT 2.00 150,164 191,652 6XTA SERGEANT 3.00 124,659 159,100 6XWA DEPUTY SHERIFF-40 HOUR 2.00 107,774 137,550 9GGA EMERGENCY SERVICES MANAGER 1.00 114,445 153,367 9GSA EMERGENCY PLANNING COORD 2.00 83,202 101,133 9GWB SR EMERGENCY PLANNING COORD 3.00 96,715 117,558 JWXC CLERK-SENIOR LEVEL 1.00 55,866 71,343 0362 - EMERGENCY SERVICES 0362 - EMERGENCY SERVICES 16.00 0273 - PRISONERS WELFARE 3KTB LIBRARY ASST-ADVANCED LEVEL 1.00 68,741 87,785 3KVB LIBRARY ASST-JOURNEY LEVEL 1.00 56,169 71,730 Contra Costa County | FY24-25 Recommended Budget Page 479 559 Department - Name Job Class Name FTE Min Salary Max Salary 64HG INMATE INDUST ENGRAVE PROG SUP 1.00 74,912 91,056 6AFE SHERIFF'S DIRECTOR OF SUP SVCS 1.00 115,616 140,531 APTA ADMINISTRATIVE SVCS ASST III 2.00 94,631 115,025 0273 - PRISONERS WELFARE 0273 - PRISONERS WELFARE 6.00 0258 - SHERIFF LAW ENF TRNG CNTR 64VE SHERIFF'S SPECIALIST 1.00 75,395 93,935 6X7A Deputy Sheriff-Recruit-Fixed 15.00 70,208 70,208 JWXC CLERK-SENIOR LEVEL 1.00 55,866 71,343 0258 - SHERIFF LAW ENF TRNG CNTR 0258 - SHERIFF LAW ENF TRNG CNTR 17.00 25 - SHERIFF-CORONER 1,164.50 30 - PROBATION 0308 - PROBATION PROGRAMS 7AA1 COUNTY PROBATION OFFICER-EX 1.00 209,017 280,103 7AB1 ASST CO PROB OFF - EXEMPT 2.00 173,469 221,396 7AGB PROBATION MANAGER 9.00 132,025 160,478 7AHA PROBATION SUPERVISOR I 17.00 117,871 143,273 7ATA DEPUTY PROBATION OFFICER III 103.00 96,465 117,254 7AVA DEPUTY PROBATION OFFICER II 10.00 90,363 109,836 7AWA DEPUTY PROBATION OFFICER I 6.00 65,111 79,143 7BFA PROBATION DIRECTOR 4.00 141,921 181,132 7CW1 Probation Community Assoc -Prj 3.00 44,766 54,413 ADD7 Deputy Director Of Orj-Project 1.00 136,554 150,551 ADSH DEPTL COMM & MEDIA REL COORD 1.00 96,370 117,139 APDJ PROBATION CHIEF OF ADMIN SVCS 1.00 126,543 161,985 APFA DIR OFFICE OF REENTRY AND JUST 1.00 146,179 177,682 APHA PROGRAM/PROJECTS COORDINATOR 2.00 111,990 136,449 APHB RESEARCH AND EVAL MANAGER 1.00 120,419 146,370 APSA DEPARTMENTAL FISCAL OFFICER 1.00 106,939 136,891 APTA ADMINISTRATIVE SVCS ASST III 3.00 94,631 115,025 APVA ADMINISTRATIVE SVCS ASST II 1.00 81,087 98,562 APWA ADMINISTRATIVE ANALYST 2.00 66,652 81,016 ARTA DEPARTMENTAL HR ANALYST II 1.00 98,341 145,295 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 JDTD ACCOUNT CLERK-ADVANCED LEVEL 1.00 57,645 73,616 JJHC OFFICE MANAGER 1.00 72,819 92,993 JWHF CLERICAL SUPERVISOR 2.00 67,341 85,997 JWXB CLERK-EXPERIENCED LEVEL 3.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 17.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 10.00 63,101 80,583 LNSA NETWORK ADMINISTRATOR I 1.00 100,722 122,429 LNVA NETWORK TECHNICIAN II 2.00 91,047 110,668 LTVJ SR BUSINESS SYSTEMS ANALYST 1.00 110,438 147,997 LTWB INFO SYS TECHNICIAN I 1.00 75,883 92,236 VCGA MATERIEL MANAGER 1.00 92,135 111,991 VCXC Plnr/Eval-Level A 3.00 57,572 83,382 VCXD Plnr/Eval-Level B 1.00 71,868 117,764 XQWA CONTRACTS/GRANTS SPLST I 1.00 70,173 85,296 0308 - PROBATION PROGRAMS 0308 - PROBATION PROGRAMS 216.00 0309 - PROBATION FACILITIES 1KTA LEAD COOK 3.00 63,495 70,004 1KVD INST SVCS WORKER-GENERALIST 9.00 52,226 63,481 1KVF INST SVCS WORKER-LEAD 1.00 72,854 72,854 1KWA COOK 1.00 53,712 65,287 7AGB PROBATION MANAGER 2.00 132,025 160,478 7BFA PROBATION DIRECTOR 1.00 141,921 181,132 7KHA INST SUPERVISOR I 13.00 102,921 125,101 Contra Costa County | FY24-25 Recommended Budget Page 480 560 Department - Name Job Class Name FTE Min Salary Max Salary 7KTB JUVENILE INSTIT OFFICER III 92.00 85,659 104,119 7KVB JUVENILE INSTIT OFFICER II 10.00 80,639 98,017 7KWB JUVENILE INSTIT OFFICER I 15.00 60,692 73,771 91VA STOREKEEPER 1.00 60,130 73,088 JWHF CLERICAL SUPERVISOR 1.00 67,341 85,997 JWXD CLERK-SPECIALIST LEVEL 4.00 63,101 80,583 VCGA MATERIEL MANAGER 1.00 92,135 111,991 0309 - PROBATION FACILITIES 0309 - PROBATION FACILITIES 154.00 30 - PROBATION 370.00 33 - AGRICULTURE-WEIGHTS/MEASURES 0335 - AGRICULTURE-WEIGHTS/MEAS B9T1 LEAD PEST DETECTION SPEC - PRJ 0.70 62,486 62,486 B9W1 PEST DETECTION SPEC -PROJECT 11.20 56,820 56,820 B9W3 GLASSY WING SHARPSHTR SPEC-PRJ 0.70 56,820 56,820 B9W4 W&V Pest Ctrl Tech-Proj 2.10 56,820 56,820 B9WB AGRI AND STANDARDS AIDE 2.00 48,351 58,771 BAA1 AGRICULTURAL COM-DIR WTS/MEAS 1.00 167,949 204,143 BAB1 ASST AGR COM/WTS/MEAS-EXEMPT 1.00 132,094 160,561 BAHA DEPUTY AGRICULTURE COMMR 3.00 103,759 126,120 BANA AGRICULTURAL BIOL/W&M INSP III 10.00 91,936 111,748 BAVA AGRICULTURAL BIOLOGIST II 2.00 78,311 95,187 BAWA AGRICULTURAL BIOLOGIST I 6.00 72,419 88,026 BWHA DEPUTY SEALER WEIGHTS/MEASURE 1.00 103,759 126,120 BWVA WEIGHTS/MEASURES INSPECTOR II 1.00 78,311 95,187 BWWA WEIGHTS/MEASURES INSPECTOR I 3.00 72,419 88,026 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 JWXB CLERK-EXPERIENCED LEVEL 1.00 50,558 62,729 JWXD CLERK-SPECIALIST LEVEL 1.00 63,101 80,583 0335 - AGRICULTURE-WEIGHTS/MEAS 0335 - AGRICULTURE-WEIGHTS/MEAS 47.70 33 - AGRICULTURE-WEIGHTS/MEASURES 47.70 36 - ANIMAL SERVICES 0366 - ANIMAL SERVICES ADSH DEPTL COMM & MEDIA REL COORD 1.00 96,370 117,139 APDB ADMINISTRATIVE SVCS OFFICER 1.00 103,604 146,389 APTA ADMINISTRATIVE SVCS ASST III 1.00 94,631 115,025 APTC COMMUNITY & MEDIA RELATIONS SP 1.00 84,030 102,139 APVA ADMINISTRATIVE SVCS ASST II 1.00 81,087 98,562 BCGA Animal Center Operations Mngr 1.00 97,871 118,963 BCSA Animal Center Ops Coordinator 6.00 71,719 87,175 BJA1 DIRECTOR OF ANIMAL SERV-EXEMPT 1.00 150,171 221,871 BJD2 Animal Services Captain-Ex 1.00 120,419 146,370 BJHB ANIMAL SVCS LIEUTENANT 3.00 84,159 112,781 BJHC ANIMAL CENTER OPERATIONS SUPV 2.00 79,430 96,548 BJSS ANIMAL SVCS VOLUNTEER COORD 1.00 62,932 76,494 BJTC SR ANIMAL CENTER TECHNICIAN 2.00 67,503 82,050 BJTD ANIMAL SVCS SERGEANT 5.00 73,786 96,527 BJWC ANIMAL CENTER TECHNICIAN 11.00 52,753 64,122 BJWD ANIMAL SVCS OFFICER 16.00 67,029 87,687 BJWE ANIMAL SVCS UTILITY WORKER 3.00 43,233 52,550 BJXB ANIMAL SVCS CLERK 7.00 55,759 62,729 Contra Costa County | FY24-25 Recommended Budget Page 481 561 Department - Name Job Class Name FTE Min Salary Max Salary BKD1 CHIEF OF SHELTER MEDICINE-EX 1.00 153,139 186,141 BKRA VETERINARY ASSISTANT 7.00 53,915 65,534 BKS1 Animal Shelter Vet-Exempt 1.00 130,765 158,945 BKVA REGISTERED VETERINARY TECHN 7.00 65,776 79,951 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 JJHC OFFICE MANAGER 1.00 72,819 92,993 JWHF CLERICAL SUPERVISOR 1.00 67,341 85,997 JWXC CLERK-SENIOR LEVEL 4.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 6.00 63,101 80,583 0366 - ANIMAL SERVICES 0366 - ANIMAL SERVICES 93.00 36 - ANIMAL SERVICES 93.00 38 - CONSERVATION & DEVELOPMENT 0280 - CONSERVATION & DEVELOPMENT 4AA1 DIR OF CONSERVATION & DEVLP-EX 1.00 192,539 234,033 4AD1 DEP DIR OF CONSERV & DEV-EX 4.00 168,783 205,157 51SC SR PLANNING TECHNICIAN 2.00 78,016 94,829 51SE REDEVELOPMENT/HOUSING SPEC II 0 75,658 91,962 51TB PLANNING TECHNICIAN III 2.00 71,790 87,261 51VB PLANNING TECHNICIAN II 2.00 62,435 75,891 51WB PLANNING TECHNICIAN I 2.00 54,246 65,937 5ABD Chf, Anex And Econ Stm Prog 0 143,357 158,239 5AH5 Asst Dep Dir, Conserv & Dev-Ex 5.00 148,713 180,762 5AH6 Economic Dev Manager - Exempt 1.00 130,345 174,675 5AHB SR TRANSPORTATION PLANNER 0 114,786 139,523 5AHD PRINCIPAL PLANNER-LEVEL A 9.00 123,646 150,651 5AHE PRINCIPAL PLANNER-LEVEL B 9.00 143,302 158,178 5AHF Economic Development Proj Mgr 1.00 110,590 134,422 5ATA PLANNER III 17.00 100,722 122,429 5AVA PLANNER II 9.00 87,079 105,845 5AWA PLANNER I 10.00 81,168 89,488 5PDB MANAGER APPLICATION/PERMIT CE 0 96,629 136,534 9KT4 LD WEATHERIZATION HM RPR SPEC 3.00 66,060 80,297 9KW7 WEATHERIZATION/ HM REPAIR SPEC 4.00 63,057 69,520 AP7A ADMINISTRATIVE AIDE-DEEP CLASS 1.00 49,298 76,477 APG1 Dept HR Of cer I-Exempt 1.00 132,686 161,280 APSA DEPARTMENTAL FISCAL OFFICER 1.00 106,939 136,891 APTA ADMINISTRATIVE SVCS ASST III 1.00 94,631 115,025 APVA ADMINISTRATIVE SVCS ASST II 2.00 81,087 98,562 APWA ADMINISTRATIVE ANALYST 1.00 66,652 81,016 ARTA DEPARTMENTAL HR ANALYST II 1.00 98,341 145,295 FADF SUPERVISOR INSPECTION SERVICES 2.00 118,481 144,014 FAHE PRINCIPAL BUILDING INSPECTOR 6.00 106,570 129,537 FATE SR BUILDING INSPECTOR 12.00 111,868 123,335 FAVD BUILDING INSPECTOR II 1.00 103,451 114,055 FAWB BUILDING INSPECTOR I 10.00 86,478 95,342 FRHA PRINCIPAL BLDG PLAN CHECKER 1.00 90,337 127,644 FRTA SR BUILDING PLAN CHECKER 5.00 81,409 98,953 FRVA BUILDING PLAN CHECKER II 10.00 73,371 89,183 FRWA BUILDING PLAN CHECKER I 10.00 62,250 75,666 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 J3TG SECRETARY-ADVANCED LEVEL 8.00 61,338 78,518 JD7A ACCOUNTING TECHNICIAN 5.00 63,835 81,519 JDTD ACCOUNT CLERK-ADVANCED LEVEL 1.00 57,645 73,616 JDVC ACCOUNT CLERK-EXPERIENCED LVL 1.00 51,917 64,362 Contra Costa County | FY24-25 Recommended Budget Page 482 562 Department - Name Job Class Name FTE Min Salary Max Salary JWHF CLERICAL SUPERVISOR 0 67,341 85,997 JWXB CLERK-EXPERIENCED LEVEL 7.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 7.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 4.00 63,101 80,583 LNSB NETWORK ADMINISTRATOR II 1.00 110,438 134,238 LPNB INFO SYS PROGRAMMER/ANALYST IV 2.00 110,438 147,997 LPVA INFO SYS PROGRAMMER/ANALYST II 1.00 91,227 110,887 LPWA INFO SYS PROGRAMMER/ANALYST I 1.00 82,791 100,633 LTNA INFO SYS MANAGER I 1.00 121,570 162,916 LTNB INFO SYS MANAGER II 1.00 140,618 170,922 LTVA INFO SYS SPECIALIST II 1.00 74,764 90,876 LTVB INFO SYS TECHNICIAN II 1.00 82,791 100,633 NCGA SUPERVISING STRUCTURAL ENG 2.00 141,176 171,600 NCHA PRINCIPAL STRUCTURAL ENGINEER 3.00 131,331 159,634 NCNA SENIOR STRUCTURAL ENGINEER 9.00 137,860 151,991 NCSA STRUCTURAL ENGINEER 5.00 113,318 137,738 NXTA SR GRADING INSPECTOR 2.00 101,523 123,402 NXTB GRADING INSPECTOR II 2.00 103,451 114,055 NXWB GRADING INSPECTOR I 1.00 86,478 95,342 SAHJ SUPERVISING ACCOUNTANT 1.00 101,624 123,525 SATA ACCOUNTANT III 2.00 89,616 108,929 SAVA ACCOUNTANT II 2.00 78,636 95,583 0280 - CONSERVATION & DEVELOPMENT 0280 - CONSERVATION & DEVELOPMENT 218.00 38 - CONSERVATION & DEVELOPMENT 218.00 40 - CHILD SUPPORT SERVICES 0249 - CCC DEPT CHILD SPPRT SVCS 29H1 Supervising Attorney-Dcss-Ex 1.00 210,711 256,121 29TA ATTORNEY ADVANCE-CHLD SPPT SVC 3.00 203,756 236,294 29VA ATTORNEY BASIC-CHILD SPPT SVCS 1.00 167,316 214,179 2Y7B LEGAL ASSISTANT 1.00 70,731 85,974 9CDA CHILD SPPRT SVCS MANAGER 2.00 129,164 157,000 APDB ADMINISTRATIVE SVCS OFFICER 1.00 103,604 146,389 APTA ADMINISTRATIVE SVCS ASST III 1.00 94,631 115,025 APVA ADMINISTRATIVE SVCS ASST II 1.00 81,087 98,562 J9VA CHILD SUPPORT ASSISTANT 20.00 52,211 66,676 JDTD ACCOUNT CLERK-ADVANCED LEVEL 4.00 57,645 73,616 JWXD CLERK-SPECIALIST LEVEL 2.00 63,101 80,583 LNSB NETWORK ADMINISTRATOR II 1.00 110,438 134,238 LPVA INFO SYS PROGRAMMER/ANALYST II 1.00 91,227 110,887 LTNA INFO SYS MANAGER I 1.00 121,570 162,916 LTVB INFO SYS TECHNICIAN II 1.00 82,791 100,633 SMA1 DIRECTOR OF CHILD SUPPORT SVCS 1.00 210,851 256,291 SMNA CHILD SPPRT SUPERVISOR 15.00 86,993 105,741 SMTA CHILD SPPRT SPECIALIST III 21.00 72,276 87,851 SMVB CHILD SPPRT SPECIALIST II 42.00 65,139 79,177 SMWF CHILD SPPRT SPECIALIST I 17.00 56,820 69,065 0249 - CCC DEPT CHILD SPPRT SVCS 0249 - CCC DEPT CHILD SPPRT SVCS 137.00 40 - CHILD SUPPORT SERVICES 137.00 42 - DISTRICT ATTORNEY Contra Costa County | FY24-25 Recommended Budget Page 483 563 Department - Name Job Class Name FTE Min Salary Max Salary 0242 - DISTRICT ATTORNEY 2KA1 DISTRICT ATTORNEY 1.00 349,811 349,811 2KD1 SR DEPUTY DISTRICT ATTORNEY-EX 5.00 210,711 256,121 2KD2 CHIEF ASST DISTRICT ATTORNEY-E 1.00 239,419 305,567 2KD3 ASST DISTRICT ATTORNEY-EXEMPT 2.00 223,830 272,067 2KHA VICT/WIT ASSISTANCE PROG MNGR 1.00 110,334 134,111 2KHB Vict/Wit Assistance Prog Supv 2.00 79,105 96,153 2KTA Deputy District Attorney III 33.60 168,033 214,458 2KTB Deputy District Attorney IV 36.50 225,181 236,440 2KVA Deputy District Attorney II 23.00 131,659 145,154 2KWA Deputy District Attorney I 6.00 120,648 120,648 2Y7B LEGAL ASSISTANT 5.00 70,731 85,974 65SA VICT/WIT ASSISTANCE PROG SPEC 14.50 61,200 74,389 6K7C Case Preparation Assistant 7.00 62,424 75,876 6KD1 DA CHIEF OF INSPECTORS-EXEMPT 1.00 168,171 209,524 6KD2 DA Adjutant Sr Inspectors-Ex 1.00 154,810 192,877 6KNB DA LIEUTENANT OF INSPECTORS 3.00 149,035 190,211 6KSA DA FORENSIC ACCOUNTANT 2.00 127,270 154,698 6KVA DA SR INSPECTOR 22.00 122,233 169,211 6KWA DA Asst Investigator 4.00 101,098 122,885 ADSH DEPTL COMM & MEDIA REL COORD 1.00 96,370 117,139 APDD DA CHIEF OF ADMINISTRATIVE SVC 1.00 126,543 161,985 APTA ADMINISTRATIVE SVCS ASST III 3.00 94,631 115,025 J3T7 DA PROGRAM ASSISTANT-EXEMPT 1.00 72,847 102,565 JDTD ACCOUNT CLERK-ADVANCED LEVEL 1.00 57,645 73,616 JJGE DA MANAGER OF LAW OFFICES 1.00 94,423 120,582 JJHG DA OFFICE MANAGER 5.00 74,821 95,550 JWXB CLERK-EXPERIENCED LEVEL 18.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 14.50 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 17.00 63,101 80,583 LTNA INFO SYS MANAGER I 1.00 121,570 162,916 LTVB INFO SYS TECHNICIAN II 1.00 82,791 100,633 VCXD Plnr/Eval-Level B 1.00 71,868 117,764 APSA DEPARTMENTAL FISCAL OFFICER 1.00 106,939 136,891 0242 - DISTRICT ATTORNEY 0242 - DISTRICT ATTORNEY 237.10 0245 - D A WELFARE FRAUD 2KTB Deputy District Attorney IV 1.00 225,181 236,440 6KVA DA SR INSPECTOR 1.00 122,233 169,211 0245 - D A WELFARE FRAUD 0245 - D A WELFARE FRAUD 2.00 42 - DISTRICT ATTORNEY 239.10 43 - PUBLIC DEFENDER 0243 - PUBLIC DEFENDER 25A1 PUBLIC DEFENDER 1.00 263,976 320,864 25D1 CHIEF ASST PUBLIC DEFENDER 1.00 237,530 303,156 25D2 ASST PUBLIC DEFENDER-EXEMPT 10.00 210,920 256,375 25HA FORENSIC SW SUPERVISOR 2.00 109,563 133,175 25T 1 Deputy Public Defender III-Prj 1.00 168,033 214,458 25TA DEPUTY PUBLIC DEFENDER IV 35.00 225,181 236,440 25TB DEPUTY PUBLIC DEFENDER III 50.50 168,033 214,458 25VA DEPUTY PUBLIC DEFENDER II 14.00 131,659 145,154 25VB SENIOR FORENSIC SOCIAL WORKER 2.00 96,617 117,438 25W4 FORENSIC SOCIAL WORKER-PROJECT 3.00 90,595 99,880 25WC FORENSIC SOCIAL WORKER 1.00 90,595 99,880 26SC PUBLIC DEFENDER CLIENT SVC SPC 5.00 84,886 103,179 2Y7B LEGAL ASSISTANT 21.00 70,731 85,974 6EH1 CHIEF INVESTIGATOR PD-EXEMPT 1.00 145,016 176,267 Contra Costa County | FY24-25 Recommended Budget Page 484 564 Department - Name Job Class Name FTE Min Salary Max Salary 6K7C Case Preparation Assistant 3.00 62,424 75,876 6NVA PUBLIC DEFENDER INVESTIGATR II 9.00 115,671 140,599 6NW1 PD Investigator I-Prj 1.00 101,098 122,885 6NWA PUBLIC DEFENDER INVESTIGATOR I 4.00 101,098 122,885 99J3 INTERMEDIATE CLERK-PRJ 2.00 49,487 60,151 AP73 ADMINISTRATIVE AIDE-PROJECT 1.00 49,298 76,477 APDB ADMINISTRATIVE SVCS OFFICER 1.00 103,604 146,389 APSA DEPARTMENTAL FISCAL OFFICER 1.00 106,939 136,891 APTA ADMINISTRATIVE SVCS ASST III 4.00 94,631 115,025 JD7A ACCOUNTING TECHNICIAN 1.00 63,835 81,519 JWXB CLERK-EXPERIENCED LEVEL 5.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 9.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 3.00 63,101 80,583 0243 - PUBLIC DEFENDER 0243 - PUBLIC DEFENDER 191.50 43 - PUBLIC DEFENDER 191.50 65 - PUBLIC WORKS 0020 - PURCHASING JWXC CLERK-SENIOR LEVEL 1.00 55,866 71,343 APVA ADMINISTRATIVE SVCS ASST II 1.00 81,087 98,562 STD1 PROCUREMENT SVCS MANAGER-EX 1.00 120,538 146,515 STTA BUYER II 4.00 85,203 103,565 STTB SR BUYER 3.00 94,631 115,025 0020 - PURCHASING 0020 - PURCHASING 10.00 0079 - BUILDING MAINTENANCE 91VC MATERIALS TECHNICIAN 3.00 65,930 80,138 91VD LEAD MATERIALS TECHNICIAN 1.00 72,289 87,868 APWA ADMINISTRATIVE ANALYST 3.00 66,652 81,016 DY7B REAL PROPERTY TECH ASSISTANT 1.00 59,678 76,211 DYNA SUPERVISING REAL PROPERTY AGNT 1.00 114,332 138,971 DYTA ASSOC REAL PROPERTY AGENT 1.00 90,239 115,171 DYTB SR REAL PROPERTY AGENT 2.00 101,160 126,035 GBSA ENERGY MANAGER 1.00 130,683 158,846 GFDA PW FACILITIES SUPERINTENDENT 1.00 141,554 172,060 GFFA ASST FACILITIES MNT. MANAGER 1.00 119,187 144,872 GFSA Facilities Maintenance Supvr 3.00 111,206 135,171 GFTA LEAD ELECTRICIAN 2.00 108,227 119,320 GFTB LEAD PAINTER 1.00 102,109 112,575 GFTC LEAD CARPENTER 3.00 102,109 112,575 GFTE LEAD STEAMFITTER 1.00 116,712 128,675 GFVA STEAMFITTER 9.00 102,008 112,464 GFWA ELECTRICIAN 17.00 94,592 104,288 GFWB CARPENTER 17.00 88,980 98,101 GFWE PAINTER 9.00 88,980 98,101 GFWG ROOFER 2.00 92,483 101,963 GKGC CUSTODIAL & RECYCLE SVCS MNGR 1.00 88,557 107,642 GKHC CUSTODIAL SVCS SUPERVISOR 1.00 61,882 75,217 GKNB LEAD RESOURCE CENTER ATTENDANT 1.00 77,477 85,418 GKTB LEAD CUSTODIAN 4.00 56,662 62,470 GKWB CUSTODIAN II 49.00 49,868 54,979 GPHH GROUNDS MAINTENANCE SUPV 1.00 79,734 96,917 GPHJ RECYCLE AND SURPLUS CENTER SUP 1.00 79,813 97,013 GPTA LEAD GARDENER 5.00 79,971 88,168 GPVA RECYCLE CENTER ATTENDANT II 3.00 56,662 62,470 GPVD GROUNDS MAINTCE SPEC-IRRIGATN 1.00 74,395 82,020 GPVE GROUNDS MAINTCE SPEC-PEST CTRL 1.00 78,093 86,098 Contra Costa County | FY24-25 Recommended Budget Page 485 565 Department - Name Job Class Name FTE Min Salary Max Salary GPWA GARDENER 15.00 55,058 60,701 GPWE RECYCLE CENTER ATTENDANT I 5.00 49,868 54,979 GWTC LEAD STATIONARY ENGINEER 2.00 95,668 116,285 GWTD STATIONARY ENG-SYS SPEC II 1.00 99,336 109,518 GWVC STATIONARY ENGINEER 20.00 83,947 102,038 GWVD STATIONARY ENG-SYS SPEC I 1.00 94,631 104,331 JWXB CLERK-EXPERIENCED LEVEL 1.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 2.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 2.00 63,101 80,583 NEHA SR CAPITAL FAC PROJECT MNGR 6.00 129,652 157,593 NEHC SUPERVISING CAPITAL FAC PRJ MG 1.00 146,154 177,651 NEVA ASSOC CAPITAL FAC PROJ MANAGER 6.00 111,979 136,111 NEWC ASST CAPITAL FAC PROJ MANAGER 1.00 100,822 122,550 PETD LEAD ELECTRONIC SYSTEMS SPEC 2.00 93,792 114,005 PEWE ELECTRONIC SYSTEMS SPECIALIST 13.00 81,651 99,248 PSWB MAINTENANCE WORKER I 1.00 58,082 70,599 0079 - BUILDING MAINTENANCE 0079 - BUILDING MAINTENANCE 226.00 0148 - PRINT & MAIL SERVICES 5HWB GRAPHIC DESIGNER 2.00 64,208 78,045 9QWA DRIVER CLERK 5.00 51,985 63,188 9XGA PRINT & MAIL SERVICES MANAGER 1.00 94,631 115,025 9XHE PRINT & MAIL SERVICES SUPV 1.00 79,419 96,534 9XTD DUPLICATING MACHINE OPER II 3.00 59,715 72,583 9XVD REPROGRAPHICS TECHNICIAN II 2.00 55,167 67,056 9XWC BINDERY WORKER 3.00 41,768 50,770 9XWD MAILING MACHINE OPERATOR 3.00 49,917 60,674 JDVC ACCOUNT CLERK-EXPERIENCED LVL 1.00 51,917 64,362 JWXB CLERK-EXPERIENCED LEVEL 1.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 1.00 55,866 71,343 0148 - PRINT & MAIL SERVICES 0148 - PRINT & MAIL SERVICES 23.00 0650 - PUBLIC WORKS 51VC ENVIRONMENTAL ASSISTANT 1.00 70,661 85,889 5ASD WATERSHED MGMNT PLNG SPEC 5.00 90,329 109,795 5ASE SR WATERSHED MGMT PLNG SPEC 2.00 114,219 138,834 5RHA PRINCIPAL ENVIRO ANALYST 1.00 143,160 158,022 5RTA ENVIRONMENTAL ANALYST III 2.00 100,822 122,550 5RVA ENVIRONMENTAL ANALYST II 2.00 87,165 105,950 5RWA ENVIRONMENTAL ANALYST I 3.00 73,662 89,536 ADSH DEPTL COMM & MEDIA REL COORD 1.00 96,370 117,139 APD4 Chief of Admin Svcs-Exempt 1.00 133,266 161,985 APDF Pw Chief Of Fiscal Services 1.00 126,543 161,985 APHA PROGRAM/PROJECTS COORDINATOR 1.00 111,990 136,449 APSG Training and Staff Dev Spc 1.00 95,666 116,283 APTA ADMINISTRATIVE SVCS ASST III 3.00 94,631 115,025 APVA ADMINISTRATIVE SVCS ASST II 1.00 81,087 98,562 APWA ADMINISTRATIVE ANALYST 5.00 66,652 81,016 ARTA DEPARTMENTAL HR ANALYST II 5.00 98,341 145,295 DY7C SR REAL PROPERTY TECH ASST 3.00 70,661 85,889 DYDA PRINCIPAL REAL PROPERTY AGENT 1.00 139,094 169,070 DYNA SUPERVISING REAL PROPERTY AGNT 2.00 114,332 138,971 DYTA ASSOC REAL PROPERTY AGENT 3.00 90,239 115,171 DYTB SR REAL PROPERTY AGENT 3.00 101,160 126,035 GPWC VEGETATION MANAGEMENT TECH 4.00 72,289 79,699 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 J3TG SECRETARY-ADVANCED LEVEL 2.00 61,338 78,518 JD7A ACCOUNTING TECHNICIAN 3.00 63,835 81,519 JDHD ACCOUNT CLERK SUPERVISOR 1.00 70,758 90,361 JDTD ACCOUNT CLERK-ADVANCED LEVEL 6.00 57,645 73,616 JDVC ACCOUNT CLERK-EXPERIENCED LVL 5.00 51,917 64,362 JJHC OFFICE MANAGER 1.00 72,819 92,993 JWXB CLERK-EXPERIENCED LEVEL 5.00 50,558 62,729 Contra Costa County | FY24-25 Recommended Budget Page 486 566 Department - Name Job Class Name FTE Min Salary Max Salary JWXC CLERK-SENIOR LEVEL 3.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 1.00 63,101 80,583 LBHA NETWORK MANAGER 1.00 121,570 162,916 LBVA NETWORK ANALYST I 1.00 100,722 122,429 LNSA NETWORK ADMINISTRATOR I 1.00 100,722 122,429 LNSB NETWORK ADMINISTRATOR II 1.00 110,438 134,238 LNVA NETWORK TECHNICIAN II 1.00 91,047 110,668 LPNB INFO SYS PROGRAMMER/ANALYST IV 2.00 110,438 147,997 LPTB INFO SYS PROGRAMMER/ANLYST III 4.00 100,722 122,429 LTNB INFO SYS MANAGER II 1.00 140,618 170,921 LTWB INFO SYS TECHNICIAN I 2.00 75,883 92,236 LTWK BUSINESS SYSTEMS ANALYST 1.00 100,722 122,429 LWSA DATABASE ADMINISTRATOR 1.00 115,698 155,047 N4WA TRAFFIC SAFETY INVESTIGATOR 1.00 74,395 90,427 N9HC SR HYDROLOGIST 1.00 129,977 157,988 N9SD SR HYDROGRAPHER 1.00 97,195 118,141 NAA1 PW DIRECTOR 1.00 217,691 264,605 NAB1 CHIEF DEPUTY PW DIRECTOR-EX 1.00 215,546 237,640 NAD0 DEPUTY PUBLIC WORKS DIRECTOR-E 4.00 168,783 205,157 NAF1 COUNTY SURVEYOR-EXEMPT 1.00 129,879 165,861 NASB Stormwater Program Manager 1.00 138,724 168,620 NBHB ENGINEERING TECHNICIAN SUPV TR 1.00 101,022 122,793 NKGA SUPERVISING CIVIL ENGINEER 5.00 146,154 177,651 NKHA SR CIVIL ENGINEER 10.00 129,977 157,988 NKHB SR TRAFFIC ENGINEER 1.00 135,559 164,773 NKVC ASSOC CIVIL ENGINEER 9.00 111,879 150,465 NKXC ENGINEER-ENTRY LEVEL 10.00 91,988 109,345 NKXD ENGINEER-JOURNEY LEVEL 10.00 101,562 133,259 NKXE ENGINEER-PROJECT 1.00 126,531 146,737 NSGA SENIOR LAND SURVEYOR 2.00 136,555 150,551 NSHD ENGINEERING TECHNICIAN SUPV LS 1.00 101,022 122,793 NSHE ENGINEERING TECHNICIAN SUPV CO 1.00 101,022 122,793 NSSA ENGINEERING RECORD TEC SP 2.00 73,734 89,624 NSTH ENGINEERING TECHNICIAN-ENTRY 9.00 66,856 79,471 NSTJ ENGINEERING TECHNICIAN-JOURNEY 6.00 79,426 94,412 NSTK ENGINEERING TECHNICIAN-SENIOR 12.00 94,359 114,967 PSFB PW FIELD OPERATIONS MANAGER 1.00 129,395 157,281 PSGA PW ASST FIELD OPERATIONS MNGR 2.00 107,855 125,078 PSHB PW MAINTENANCE SUPERVISOR 7.00 95,016 110,190 PSNA MAINTENANCE WORKER IV 16.00 80,607 97,979 PSTD SR VEGETATION MGMT TECHNICIAN 1.00 92,409 101,881 PSTE MAINTENANCE WORKER III 10.00 71,790 87,261 PSVC MAINTENANCE WORKER II 11.00 61,030 74,182 PSWB MAINTENANCE WORKER I 30.00 58,082 70,599 SAHJ SUPERVISING ACCOUNTANT 4.00 101,624 123,525 SATA ACCOUNTANT III 3.00 89,616 108,929 SAVA ACCOUNTANT II 3.00 78,636 95,583 0650 - PUBLIC WORKS 0650 - PUBLIC WORKS 274.00 0841 - AIRPORT OPERATIONS 9BD1 DIRECTOR OF AIRPORTS 1.00 168,783 205,157 9BDA AIRPORT BUS AND DEV MANAGER 1.00 120,373 146,314 9BNA ASST DIR OF AIRPORTS 2.00 132,820 165,480 9BNB AIRPORT SAFETY OFFICER IV 2.00 89,627 108,942 9BTB AIRPORT SAFETY OFFICER III 5.00 77,423 94,108 9BVC AIRPORT SAFETY OFFICER II 2.00 66,881 81,294 9BWC AIRPORT SAFETY OFFICER I 1.00 57,774 70,225 APVA ADMINISTRATIVE SVCS ASST II 4.00 81,087 98,562 0841 - AIRPORT OPERATIONS 0841 - AIRPORT OPERATIONS 18.00 0064 - ISF FLEET SERVICES JWXB CLERK-EXPERIENCED LEVEL 1.00 50,558 62,729 PMFB FLEET MANAGER 1.00 130,202 158,261 Contra Costa County | FY24-25 Recommended Budget Page 487 567 Department - Name Job Class Name FTE Min Salary Max Salary PMHC Fleet Services Supervisor 1.00 113,836 125,504 PMNB LEAD FLEET TECHNICIAN 2.00 97,567 107,567 PMTB FLEET EQUIPMENT SPECIALIST 1.00 74,321 81,939 PMVA EQUIPMENT SERVICES WORKER 4.00 65,087 71,758 PMVB EQUIPMENT SERVICE WRITER 2.00 65,087 71,758 PMWB EQUIPMENT MECHANIC 12.00 85,203 93,936 0064 - ISF FLEET SERVICES 0064 - ISF FLEET SERVICES 24.00 65 - PUBLIC WORKS 575.0 70 - FIRE PROTECTION 7300 - CCC FIRE DISTRICT-CONSOLIDATED 91VA STOREKEEPER 1.00 60,130 73,088 9QWA DRIVER CLERK 5.00 51,985 63,188 ADSH DEPTL COMM & MEDIA REL COORD 1.00 96,370 117,139 AP7A ADMINISTRATIVE AIDE-DEEP CLASS 1.00 49,298 76,477 APDE FIRE DISTRICT CHIEF/ADMIN SVCS 2.00 146,709 178,325 APHA PROGRAM/PROJECTS COORDINATOR 1.00 111,990 136,449 APSA DEPARTMENTAL FISCAL OFFICER 2.00 106,939 136,891 APSG Training and Staff Dev Spc 2.00 95,666 116,283 ARTA DEPARTMENTAL HR ANALYST II 2.00 98,341 145,295 FRWA BUILDING PLAN CHECKER I 3.00 62,250 75,666 GFDF FIRE DISTRICT FACILITIES MNGR 2.00 116,619 141,751 GFSA Facilities Maintenance Supvr 1.00 111,206 135,171 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 J3TG SECRETARY-ADVANCED LEVEL 4.00 61,338 78,518 JDTD ACCOUNT CLERK-ADVANCED LEVEL 3.00 57,645 73,616 JWHF CLERICAL SUPERVISOR 1.00 67,341 85,997 JWXB CLERK-EXPERIENCED LEVEL 3.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 5.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 1.00 63,101 80,583 LDVB GIS ANALYST 1.00 103,061 125,272 LPNB INFO SYS PROGRAMMER/ANALYST IV 1.00 110,438 147,997 LPTB INFO SYS PROGRAMMER/ANLYST III 1.00 100,722 122,429 LTNC FIRE DISTRICT INFO SYST MANGR 1.00 121,570 162,916 LTVB INFO SYS TECHNICIAN II 4.00 82,791 100,633 P2NC FIRE DISTRICT APPARATUS MNGR 1.00 133,121 161,809 PESC FIRE DISTRICT TELECOM SPEC 3.00 94,725 115,139 PMNC Lead Fire Emergency Veh Tech 1.00 133,433 147,110 PMSC FIRE APPARATUS SERVICE COORDIN 1.00 99,509 109,709 PMTC Fire Emergency Vehicle Tech II 1.00 115,279 127,095 PMVC Fire Emergency Vehicle Tech I 5.00 99,509 109,709 RBHA FIRE DISTRICT LOGISTICS MGR 1.00 92,135 111,991 RBNA Fire Control Worker Specialist 6.00 45,961 55,866 REDB FIRE DIST COMM CENTER MANAGER 1.00 127,110 154,503 RETA SR FIRE DIST DISPATCHER-56 HR 3.00 101,065 135,437 REWA FIRE DISTRICT DISPATCHER 12.00 91,810 123,034 RJGA Deputy Fire Marshal 1.00 189,664 230,538 RJHD FIRE EDUCATION COORDINATOR 1.00 62,932 76,494 RJVB FIRE INSPECTOR II 12.00 124,055 166,245 RJWE FIRE PREVENTION SPECIALIST 1.00 43,284 52,612 RJWG FIRE INVESTIGATOR 1.00 124,055 166,245 RJWH FIRE INVESTIGATOR - 56 HOUR 3.00 124,055 166,245 RJWJ FIRE INSPECTOR I 10.00 95,382 127,822 RP7A FIREFIGHTER-PARAMEDIC RECRUIT 2.00 111,094 111,094 RPA1 FIRE CHIEF-CONTRA COSTA 1.00 250,334 304,282 RPB1 ASST FIRE CHIEF-EXEMPT 3.00 205,011 249,192 RPB2 DEPUTY FIRE CHIEF - EXEMPT 3.00 228,713 278,002 Contra Costa County | FY24-25 Recommended Budget Page 488 568 Department - Name Job Class Name FTE Min Salary Max Salary RPB3 ASST FIRE CHIEF-EXEMPT 3.00 205,011 249,192 RPHA BATTALION CHIEF-56 HOUR 15.00 208,534 229,909 RPHE BATTALION CHIEF-40 HOUR 2.00 208,534 229,909 RPTA FIRE CAPTAIN-56 HOUR 59.00 126,661 169,738 RPTC FIRE CAPTAIN-40 HOUR 4.00 126,661 169,738 RPTD FIRE PREVENTION CAPTAIN 5.00 126,661 169,738 RPTE FIRE TRAINING CAPTAIN 1.00 126,661 169,738 RPTF Fire Captain-Paramedic/40 Hr 4.00 139,327 186,712 RPTG Fire Trg Captain-Paramedic 1.00 139,327 186,712 RPTH Fire Captain-Paramedic/56 Hour 59.00 139,327 186,712 RPVC FIRE ENGINEER/56 HOUR 66.00 112,360 150,573 RPVD FIRE ENGINEER/40 HOUR 1.00 112,360 150,573 RPVF Fire Engineer Paramedic/56 Hr 52.00 123,596 165,631 RPWA FIREFIGHTER/56 HOUR 118.00 101,970 136,649 RPWB FIREFIGHTER-PARAMEDIC/56 HOUR 58.00 112,138 150,276 RPWD FIREFIGHTER-RECRUIT 13.00 91,773 91,773 RWSD FIRE EMS QUALITY IMPR COORD 1.00 151,245 188,884 SBSF FIRE DISTRICT FISCAL SPECIALST 3.00 76,486 92,969 7300 - CCC FIRE DISTRICT-CONSOLIDATED 7300 - CCC FIRE DISTRICT-CONSOLIDATED 587.00 7040 - CCCFPD EMS TRANSPORT FUND J3TG SECRETARY-ADVANCED LEVEL 1.00 61,338 78,518 JDTD ACCOUNT CLERK-ADVANCED LEVEL 1.00 57,645 73,616 JWXC CLERK-SENIOR LEVEL 1.00 55,866 71,343 RAD1 Fire Dist Med Dir-Ex 1.00 421,361 421,361 REWA FIRE DISTRICT DISPATCHER 9.00 91,810 123,034 RPB1 ASST FIRE CHIEF-EXEMPT 2.00 205,011 249,192 RPHD CHIEF FIRE EMERGENCY MED SVCS 1.00 208,833 230,239 RPTC FIRE CAPTAIN-40 HOUR 1.00 126,661 169,738 RWSD FIRE EMS QUALITY IMPR COORD 1.00 151,245 188,884 SBSF FIRE DISTRICT FISCAL SPECIALST 1.00 76,486 92,969 LPNB INFO SYS PROGRAMMER/ANALYST IV 1.00 110,438 147,997 7040 - CCCFPD EMS TRANSPORT FUND 7040 - CCCFPD EMS TRANSPORT FUND 20.00 70 - FIRE PROTECTION 607.00 74 - EMERGENCY MEDICAL SERVICES 7406 - SERV AREA EM-1 ZONE B APTA ADMINISTRATIVE SVCS ASST III 1.00 94,631 115,025 APWA ADMINISTRATIVE ANALYST 1.00 66,652 81,016 VANG HEALTH SVCS ADMIN-LEVEL B 1.00 71,868 117,764 VBSG PRE-HOSPTL CARE COORDINATOR 6.00 151,245 188,884 7406 - SERV AREA EM-1 ZONE B 7406 - SERV AREA EM-1 ZONE B 9.00 74 - EMERGENCY MEDICAL SERVICES 9.00 76 - SERVICE AREA-POLICE 7650 - POLICE SVC-CROCKETT COGEN 6XWA DEPUTY SHERIFF-40 HOUR 1.00 107,774 137,550 7650 - POLICE SVC-CROCKETT COGEN 7650 - POLICE SVC-CROCKETT COGEN 1.00 7653 - SVC AREA P-2 ZONE A 6XHA LIEUTENANT 1.00 150,164 191,652 6XWA DEPUTY SHERIFF-40 HOUR 3.00 107,774 137,550 7653 - SVC AREA P-2 ZONE A 7653 - SVC AREA P-2 ZONE A 4.00 7655 - POLICE AREA 5 RND HILL 6XWA DEPUTY SHERIFF-40 HOUR 2.00 107,774 137,550 7655 - POLICE AREA 5 RND HILL 7655 - POLICE AREA 5 RND HILL 2.00 7657 - SVC AREA P-2 ZONE B 6XWA DEPUTY SHERIFF-40 HOUR 1.00 107,774 137,550 7657 - SVC AREA P-2 ZONE B 7657 - SVC AREA P-2 ZONE B 1.00 Contra Costa County | FY24-25 Recommended Budget Page 489 569 Department - Name Job Class Name FTE Min Salary Max Salary 76 - SERVICE AREA-POLICE 8.00 85 - LIBRARY 0620 - LIBRARY-ADMIN & SUPPORT SVCS 3AAA COUNTY LIBRARIAN 1.00 179,824 240,982 3AFE Deputy Co Librarian 2.00 160,198 194,721 3AGE LIBRARY COLL/TECHNICAL SVCS MG 1.00 107,844 131,085 3AGF ADULT LITERACY PROGRAM MANAGER 1.00 93,735 119,703 3ATA LIBRARIAN III 7.00 87,540 106,406 3AVD LIBRARIAN II 4.00 79,582 96,732 3AWB LIBRARIAN I 4.00 72,347 87,938 3KGA Library Services Manager 3.00 127,755 155,287 3KHA LIBRARY CIRCULATION MANAGER 1.00 69,165 88,327 3KTB LIBRARY ASST-ADVANCED LEVEL 1.80 68,741 87,785 3KTC SR LIBRARY LITERACY ASSISTANT 3.60 70,815 90,434 3KVB LIBRARY ASST-JOURNEY LEVEL 10.00 56,169 71,730 3KVC LIBRARY LITERACY ASSISTANT 2.00 52,047 66,466 5HWB GRAPHIC DESIGNER 1.00 64,208 78,045 91VA STOREKEEPER 1.00 60,130 73,088 9QWA DRIVER CLERK 5.40 51,985 63,188 ADDL MEDIA PRODUCTION TECHNICIAN 1.00 68,458 83,211 ADSH DEPTL COMM & MEDIA REL COORD 1.00 96,370 117,139 AP7B PERSONNEL TECHNICIAN 1.00 75,803 92,139 APDB ADMINISTRATIVE SVCS OFFICER 1.00 103,604 146,389 APG1 Dept HR Of cer I-Exempt 1.00 132,686 161,280 APTA ADMINISTRATIVE SVCS ASST III 1.00 94,631 115,025 ARTA DEPARTMENTAL HR ANALYST II 2.00 98,341 145,295 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 JD7A ACCOUNTING TECHNICIAN 1.00 63,835 81,519 JDTD ACCOUNT CLERK-ADVANCED LEVEL 2.00 57,645 73,616 JJHC OFFICE MANAGER 1.00 72,819 92,993 JWXB CLERK-EXPERIENCED LEVEL 2.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 3.80 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 4.00 63,101 80,583 LBHB INFO SYSTEMS SUPERVISOR 1.00 105,834 128,642 LNSB NETWORK ADMINISTRATOR II 2.00 110,438 134,238 LPVA INFO SYS PROGRAMMER/ANALYST II 1.00 91,227 110,887 LTTA INFO SYS SPECIALIST III 1.00 86,563 105,218 LTVA INFO SYS SPECIALIST II 2.00 74,764 90,876 LTVJ SR BUSINESS SYSTEMS ANALYST 1.00 110,438 147,997 0620 - LIBRARY-ADMIN & SUPPORT SVCS 0620 - LIBRARY-ADMIN & SUPPORT SVCS 79.60 0621 - LIBRARY-COMMUNITY SERVICES 3AGG COMMUNITY LIBRARY MANAGER 8.00 96,078 122,696 3AGH SR COMMUNITY LIBRARY MANAGER 14.00 99,762 127,400 3AVD LIBRARIAN II 40.70 79,582 96,732 3AWB LIBRARIAN I 12.50 72,347 87,938 3KTB LIBRARY ASST-ADVANCED LEVEL 2.40 68,741 87,785 3KVB LIBRARY ASST-JOURNEY LEVEL 47.60 56,169 71,730 JWXB CLERK-EXPERIENCED LEVEL 8.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 25.20 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 12.00 63,101 80,583 0621 - LIBRARY-COMMUNITY SERVICES 0621 - LIBRARY-COMMUNITY SERVICES 170.40 85 - LIBRARY 250.00 95 - VETERANS SERVICE 0579 - VETERANS SERVICE OFFICE 96A1 COUNTY VETERANS SVC OFFICE 1.00 146,065 169,089 Contra Costa County | FY24-25 Recommended Budget Page 490 570 Department - Name Job Class Name FTE Min Salary Max Salary 96B1 ASST COUNTY VET SVC OFFICER 1.00 122,282 141,557 96TA Veterans Service Manager 1.00 94,682 115,087 96VA Veterans Service Rep II 4.00 80,256 97,552 96WA Veterans Services Rep I 2.00 70,592 85,804 J3T5 EXEC SECRETARY-EXEMPT 1.00 78,745 95,714 JWXB CLERK-EXPERIENCED LEVEL 1.00 50,558 62,729 JWXC CLERK-SENIOR LEVEL 1.00 55,866 71,343 JWXD CLERK-SPECIALIST LEVEL 1.00 63,101 80,583 0579 - VETERANS SERVICE OFFICE 0579 - VETERANS SERVICE OFFICE 13.00 95 - VETERANS SERVICE 13.00 Contra Costa County | FY24-25 Recommended Budget Page 491 571 Mandatory / Discretionary (M/D) Programs Department Division / Program Service Level Description Special Fund Agriculture/Weights and Measures Administration M D Provides direction and nancial control, develops and implements policies and procedures in support of department operations. Agriculture/Weights and Measures Agricultural Division M D Provides enforcement of pesticide use and worker safety regulations; enforcement of quarantine regulations; regulatory oversight of Certi ed Farmer’s Market, Industrial Hemp, and organic program; and performs pest detection, pest management, and pest eradication activities. Provides quality assurance programs involving fruits, nuts, vegetables, eggs, nursery stock, and seeds; and assists the public with pest identi cation and control techniques using environmentally safe integrated pest management practices. Agriculture/Weights and Measures Weights and Measures M D Provides assurance of fair business practices by performing routine inspection of all weighing and measuring devices such as delicatessen scales and gasoline pumps used in commercial transactions. Provides regulatory services to ensure commercial sales are made in compliance with state laws. This unit also enforces laws and regulations to prevent deceptive packaging and ensure accurate units of measure and accurate pricing charged to consumers at automated point- of-sale systems. Agriculture/Weights and Measures Cooperative Extension D D 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 Field Services M D Enforces state laws and County ordinances in the unincorporated area of the County and the cities that have agreements with the County. Animal Services Center Operations M M Provide temporary husbandry and veterinary care to animals impounded at the County's shelter. Animal Services Administration Services M D Provides operational support for the department and includes human resource functions, scal management, data management, contract management, and general business operations. Animal Services Community Services M D Provide public information, media relations, and community education while providing support to the admissions and adoptions and volunteer program. Animal Services Animal Bene t Fund*D D Provides monetary support for animal health and welfare projects not funded by departmental or general County revenue. Yes Assessor Appraisal M D Secured property appraisal mandated by R&T Code Sections 50-93, 101-2125. Assessor Business M D Unsecured property appraisal mandated by R&T Code Sections 2901-2928.1. Assessor Support Services M D 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 of ce provides support for. R&T Code 75.20. Contra Costa County | FY24-25 Recommended Budget Page 492 572 Department Division / Program Service Level Description Special Fund Assessor Administrative Services M D Functions of Assessor are mandated. Duties of Assessor's Of ce, however, may be consolidated with Treasurer, or Recorder, or Clerk and Recorder. Assessor Property Tax Administration Program M D Provides funding from the State-County Property Tax Administration Program to be used to improve operations and enhance computer applications and systems. Yes Auditor-Controller Property Tax M D 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. Assists in administering the bond programs that greatly enhance the County's nancial status. The Division is responsible for a variety of governmental scal reports. Auditor-Controller Payroll M D Processes timely and accurate payroll for all County departments, most re districts, some special districts, and some non-county regional agencies. Processes demands, purchase orders, and contracts. Auditor-Controller General Accounting/Accounts Payable M D Manages the countywide Financial System and processes various types of scal information for County departments, special districts, and other non-county agencies. Maintains the general ledger. Enforces accounting policies, procedures, and processes and ensures nancial reporting in accordance with County policies and state, and federal guidelines. Reconciles xed asset activity to County inventory. Auditor-Controller Internal Audit M D Develops and executes audit programs for the examination, veri cation, and analysis of nancial records, procedures, and internal controls of the County departments. Produces the Comprehensive Annual Financial Report. Auditor-Controller Special Accounting M D Assist in preparing the budget documents for the county and special districts, including monitoring expenditures for budget compliance. Prepares the countywide Cost Allocation plan. Prepares the State Controller and other governmental scal reports. Auditor-Controller Administration/ Systems M D Provides general management of nancial information and accounts of all departments, districts, and other agencies governed by the Board of Supervisors. Provides employee development, personnel, payroll, and scal administration. Provides systems development and support. Auditor-Controller Automated Systems Development D D Non-General Fund. Accumulates interest earnings from the Teeter Plan borrowing program and other funding sources to nance maintenance and enhancement for countywide nancial systems. Yes Board of Supervisors Legislation & Policy Direction M D Enforces statutes and enacts legislation, establishes general operating policies and plans, adopts annual budgets and levies taxes, determines land use, and appoints County of cials. Board of Supervisors Municipal Advisory Councils D D Advises the Board of Supervisors on matters that relate to their respective unincorporated areas concerning services which are or may be provided by the County or other local government agencies. Board of Supervisors Board Mitigation Programs D D Provides funding from solid waste transfer facility mitigation fees related to West Contra Costa Sanitary Land ll Inc. for bene t of the incorporated and unincorporated North Richmond area. Board of Supervisors Merit Board M D Hears and makes determinations on appeals of employees and oversees merit system to ensure that merit principles are upheld. Contra Costa County | FY24-25 Recommended Budget Page 493 573 Department Division / Program Service Level Description Special Fund Board of Supervisors North Richmond Waste & Recovery Mitigation Fund D D Provides 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. Yes Capital Improvements Minor non-Capital Improvements D D Minor repairs and improvements to County facilities using in- house staff, consultants, and contractors. Capital Improvements Facilities Lifecycle Improvement Summary D D Addresses deferred facilities maintenance and capital renewal in accordance with the Real Estate Asset Management program (RAMP). Capital Improvements Plant Acquisition D D 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. Child Support Services Child Support Services M M 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 / Elections Elections M M Conducts federal, State, local and district elections in an accurate and timely manner and according to State and Federal law. Clerk – Recorder / Elections Recorder M M Maintains and preserves all of cial 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. Produces and maintains indices of all records held by the County Clerk-Recorder. Clerk – Recorder / Elections Recorder Micro/Mod/VRIP/ Redaction/ERDS (Dedicated funds)D M Provides support, improvement and full operation of a modernized recording system including infrastructure, technology, equipment and staff to ef ciently process, organize, and maintain of cial 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. Yes Conservation and Development Administration M D 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 of cers, the legislative body itself, or any combination thereof, as it deems appropriate and necessary. Provide policy and procedure guidance to all divisions and manage all department operations. The budget includes debt service, occupancy costs and department-wide retiree bene t costs. Conservation and Development Current Planning M D 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. Conservation and Development Advance Planning M D 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. Contra Costa County | FY24-25 Recommended Budget Page 494 574 Department Division / Program Service Level Description Special Fund Conservation and Development Water Planning/ Habitat Conservancy D D Develop the 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. Conservation and Development Conservation/ Solid Waste M D Administer curbside collection franchises (including rate reviews) and implement waste reduction and recycling programs in unincorporated areas of the County. Monitor use permit compliance at solid waste land lls and transfer stations. Conservation and Development Transportation Planning M D Develop an effective transportation network throughout the County by planning for roads transit, bicycle/pedestrian facilities and other types of transportation systems on countywide corridors and within local and neighborhood areas. Administer programs related to growth management. Conservation and Development Community Development Block Grant M D Promote safe and affordable housing, a suitable living environment and expanded economic opportunities for low- income residents and households. Conservation and Development Business and Information Services D D Manage the department’s cost recovery efforts to ensure program revenues cover operating costs, and other scal and budget services. Provide purchasing, contract administration, and human resources/labor relations administration 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 information technology services. Provide administrative policy and procedure guidance for the department. Respond to requests for public documents and demographic data. Conservation and Development Building Inspection Services M M Review plans, issue building permits, and inspect the construction of buildings to ensure construction of structurally sound buildings. Conservation and Development Code Enforcement M D Respond to building and zoning complaints, perform on-site investigations of potential violations, abate hazardous structures, and inspect private property. Conservation and Development Weatherization D D Provide free home weatherization services to low-income homeowners or tenants of single-family homes, apartments, and mobile homes. Conservation and Development Application & Permit Center / Engineering Services M D Manage, review and process permits for land development /construction applications. Provide plan check and engineering services. Conservation and Development Clean Water D D Inspection services for development projects requiring compliance with Clean Water regulations. Conservation and Development Vehicle Abatement Program D D Provide inspection services and arrange for removal of abandoned vehicles that pose a hazard or public nuisance.. Conservation and Development Service Contracts/ Satellite Locations D D Provide inspection services to various contract cities and remote locations within the unincorporated county.. Conservation and Development Multi-Year Special Projects D D At the request of the California Public Utilities Commission, provide plan check and inspection services to Marsh Creek Generating Station. Conservation and Development Energy Ef ciency Programs D M Provide energy ef ciency resources to residents, businesses, and local governments with funding from the California Public Utilities Commission through the Bay Area Regional Network, with the Association of Bay Area Governments as the program administrator. Conservation and Development Measure WW Grant Project D M Provide for funding allocation, through general obligation bonds, for local parks as approved by voters of Alameda and Contra Costa Counties. Contra Costa County | FY24-25 Recommended Budget Page 495 575 Department Division / Program Service Level Description Special Fund Conservation and Development Keller Canyon Mitigation Fee D D Provide funding for community bene t programs within East County. Conservation and Development Economic Development / Sustainability D D Provide nancial assistance to low- and moderate-income families performing housing rehabilitation of existing structures to ensure building code compliance. Conservation and Development HOPWA Grant D D Support stable, affordable housing for people with HIV/AIDS. Conservation and Development HUD Block Grant D M 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 bene t low- and moderate-income persons. Conservation and Development HUD Emergency Shelter Grant D D Provide homeless persons with basic shelter and essential supportive services. Conservation and Development HOME Investment Partnership Program D D Provide grants for acquisition, rehabilitation, or new construction of housing for rent or ownership, tenant-based rental assistance, and assistance to homebuyers. Conservation and Development SB1186/Cert Access Program M D Funding provided by a $4 fee collected from applicants for local business licenses, used to fund training and increase compliance with construction-related accessibility standards as set by California’s Division of the State Architect. Conservation and Development Used Oil Recycling Grant D M Aid the establishment or enhancement of permanent, sustainable used oil recycling programs through funding provided by the Department of Resources Recycling and Recovery (CalRecycle) Used Oil Recycling Grants. Conservation and Development Fish and Game Protection M D Provide programs promoting the propagation and conservation of sh and game in the County with funding from nes levied for violation of the California Fish and Game Code. Conservation and Development Livable Communities D D 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. Conservation and Development HUD Neighborhood Stabilization D D Aid the County’s acquisition and redevelopment of foreclosed properties that might otherwise become sources of abandonment and blight within the community. Conservation and Development Housing Successor Agency D M Provide funding for all Successor Agency-related obligations and oversee activities related to the former Redevelopment Agency pursuant to the Dissolution Act. Conservation and Development HOME Income Investment Account D M Provide funding from HOME Program loan repayments for the development and rehabilitation of affordable housing. Conservation and Development Private Activity Bonds D M Provide funding for program staff costs and to nance property acquisition related to affordable housing and economic development projects with bond revenue received from single and multiple-family housing program. Conservation and Development Affordable Housing D M Provide nancial 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. Conservation and Development HUD Neighborhood Preservation D M Provide funding for the Neighborhood Preservation Program loans and grants to low-income homeowners, and program administration funded by HUD’s Community Development Block Grant program. Conservation and Development Transportation Improvement - Measure J D D Provide funding for speci c 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. Contra Costa County | FY24-25 Recommended Budget Page 496 576 Department Division / Program Service Level Description Special Fund Conservation and Development Measure X Local Housing Trust D D Provide funding for the construction, acquisition, preservation, and rehabilitation of permanent affordable housing for people earning less than 50% of the Area Median Income. Conservation and Development Measure X Accessible Transportation Plan D D Provide funding to implement plan that de nes how Contra Costa will improve transportation options for older adults, persons with disabilities, and veterans. Conservation and Development Measure X Illegal Dumping D D Provide funding to y to reduce illegally dumped waste in our communities through education, prevention, clean-up, and enforcement strategies. Conservation and Development Measure X Climate Equity & Resilience D D Provides funding for sustainability planning staff that would advance Contra Costa County’s commitment to addressing climate change. County Administrator Clerk of the Board M D Provides staff support to the Board of Supervisors by recording and compiling the actions of the Board taken in open session; maintaining the of cial records; preparing the weekly agenda and summary; and maintaining a roster of various Boards and Commit County Administrator Board Support & Gen Administration M D 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, information and other resources in direct support of service delivery. County Administrator Labor Relations M D Administers County's labor management relations programs including the collective bargaining process, grievance investigation, training and counseling. County Administrator CCTV & Public Info M D Administers cable franchises and community access television and disseminates and coordinates public information. Supported primarily by franchise fees and Public, Education and Government (PEG) Fees. County Counsel General Law M D 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. County Counsel Child Protective Services- Probate M M Provides mandatory legal services for Employment and Human Services Department activities (adoptions, dependent children, etc.) and Health Services Department activities (conservatorships, etc.) County Counsel Risk Mgt/ Civil Litigation Unit M D 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. Department of Information Technology Administration D D Provides leadership, accounting and administrative services to support DoIT in achieving ef ciencies and transparency in daily operations. Provides customer service in all areas of DoIT. Department of Information Technology Information Security D D Provides vigilant oversight of information networks and computer systems to maintain awareness and adaptability in an ever-changing environment of security threats from hackers and malware. Provides leadership and expertise in building a robust and sustainable defensive posture that adapts to the complex information security threat landscape. Contra Costa County | FY24-25 Recommended Budget Page 497 577 Department Division / Program Service Level Description Special Fund Department of Information Technology Network Services D D Provides advanced network technologies to design, implement, and support the County’s wide array of systems, applications, storage and email services. Delivers service over leading-edge transport technology, allowing the County to share data, collaborate, and host applications both internal and external to the County. Supports an environment with services located on premise and systems that have been migrated to the private, government, County-supported cloud service. Department of Information Technology Operations D D 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. Department of Information Technology GIS Support D D Creates and maintains maps and geographic information for Contra Costa County, and provides high-level project management to County GIS endeavors. Manages the enterprise GIS data repository and facilitates the sharing and integration of geographically referenced information among multiple agencies and users. Department of Information Technology Systems and Programming D D Maintains a wide variety of enterprise and departmental applications, in addition to providing business requirements, system analysis, custom development and project management services for many departments. Department of Information Technology Telecommunications D D Operates, maintains and manages the County’s communications systems including telephone, voice mail, microwave and the two-county East Bay Regional Communications (public safety radio) P25 System. Provides installation and maintenance of radio systems for police agencies, special districts, medical facilities and cities. Administers the County’s information security systems. Department of Information Technology Wide-Area-Network Services D D Insures reliable, secure, and fast support and maintenance of the County's WAN infrastructure. District Attorney Mainline Prosecution M D 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. District Attorney Special Prosecution M D 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. District Attorney Investigation M D 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 af davits, serves search warrants, conducts searches for fugitives, conducts surveillance, makes arrests and appears and testi es as witnesses in criminal and civil cases. District Attorney Victim Witness Assistance M D Victim liaisons providing assistance in obtaining protective orders and restitution, advice to the Bench on bail levels, and victim advocacy. District Attorney Administration M D Operations, scal, personnel, procurement, and facilities management, and resource development District Attorney AB 109 M D Public Safety Realignment Act which transfers responsibility for supervising speci c low-level inmates and parolees from CDCR to counties, including parole revocation proceedings. District Attorney Public Assistance Fraud M D Works with personnel from various social service agencies to detect, investigate and successfully prosecute individuals who attempt to defraud various public assistance programs. Contra Costa County | FY24-25 Recommended Budget Page 498 578 Department Division / Program Service Level Description Special Fund District Attorney Consumer Protection D D 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. Yes District Attorney Narcotics Forfeiture D D State law requires that the District Attorney Of ce’s portion of distributed forfeited narcotics assets be used for enhancement of prosecution. Yes District Attorney Environmental/OSHA D D 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. Yes District Attorney Real Estate Fraud Prosecution D D 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. Yes District Attorney Supplemental Law Enforcement Services Fund - DA M M 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. Yes District Attorney AB109-District Attorney M M Special fund to provide legal representation at parole revocation hearings for State parolees transferring to county jurisdiction under public safety realignment (AB 109). Yes Employee/Retiree Bene ts Employee Bene ts M D Funds PeopleSoft Project (Payroll). Employee/Retiree Bene ts Retiree Health Bene ts M D 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 Community Services Bureau - Head Start D M Federally-funded childcare services that provide part-day and full-day educational and comprehensive services for children ages 3-5, serving income eligible and disabled children and families. Includes $4M in Measure X funding for a voucher programs for up to 500 childcare slots Employment and Human Services Community Services Bureau - Comprehensive Funding Model D M Combines Head Start, Early Head Start, and Child Development funds to provide full-day, full-year childcare for children of low-income working parents. Employment and Human Services Community Services Bureau - Early Head Start D M Federally-funded childcare program for infants and toddlers ages 0-3, serving income eligible and disabled infants and toddlers and their families. Includes $1.95M in Measure X funding for childcare providers and additional services. Employment and Human Services Community Services Bureau - Child Nutrition D M Nutritional counseling for families and meal services for low- income and disabled children. Employment and Human Services Community Services Bureau - Community Action Programs D M Community Action programs help low-income families achieve self-suf ciency and support activities that can achieve measurable outcomes in improving educational capability, literacy skills, housing attainment, income enhancement, and disaster preparedness. Employment and Human Services Community Services Bureau - Housing & Energy D M Federally-funded program that provides utility bill payment assistance, energy education, and weatherization services to low-income residents of the County. Employment and Human Services Community Services Bureau - Measure X D D Measure X funding to support quality, affordable childcare; for the development and retention of childcare providers; and to provide consultation and guidance services to childcare providers in support of service and program modi cations to build on inclusivity of all children. Contra Costa County | FY24-25 Recommended Budget Page 499 579 Department Division / Program Service Level Description Special Fund Employment and Human Services Community Services Bureau - Child Development Fund D M State-funded Preschool and General Child Care program serving children in 12 centers with 48 classrooms and nine (9) 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. Employment and Human Services Community Services Bureau - Childcare Enterprise Fund D M 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. Employment and Human Services Children and Family Services Bureau - Child Welfare Services M M 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 arrangement. Employment and Human Services Children and Family Services Bureau - Adoption Services D M 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. Employment and Human Services Children and Family Services Bureau - Foster Care/Adoption Assistance Eligibility M M Provides eligibility determination for cash assistance for care of children placed in out of home care. Employment and Human Services Children and Family Services Bureau - Resource Family Approval D M Processes applications and provides support services to approved Resource Family Homes. Employment and Human Services Children and Family Services Bureau - Adoption Assistance Program M M Provides payments to families in the adoption process or who have adopted children. Employment and Human Services Children and Family Services Bureau - Foster Care and Other Out of Home Care Payments M M Federal, state and county funded program that provides payment for care of foster children in the custody of the county. Employment and Human Services Children and Family Services Bureau - Child Abuse Prevention, Intervention and Treatment D M Provides child abuse prevention services authorized by AB 1733; supports the Zero Tolerance for Domestic Violence implementation plan. Employment and Human Services Children and Family Services Bureau - Family Preservation Program D M Provides intensive social work services to children and families when the child is at risk of out-of-home placement. Employment and Human Services Children and Family Services Bureau - Independent Living Skills Program M D 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. Employment and Human Services Children and Family Services Bureau - County Children's Trust Fund D D Provides child abuse and neglect prevention services. Employment and Human Services Children and Family Services Bureau - Ann Adler Children and Family Trust D D Provides support programs for care of abused, neglected and at risk children. Employment and Human Services Workforce Services Bureau - CalWORKs Eligibility Services M M Provides eligibility determination for CalWORKs cash aid, supportive services, and includes ongoing case management. Eligibility is limited to a maximum of 48 months. Employment and Human Services Workforce Services Bureau - CalWORKs Employment Services M M 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 speci c work- related activity engagement. Contra Costa County | FY24-25 Recommended Budget Page 500 580 Department Division / Program Service Level Description Special Fund Employment and Human Services Workforce Services Bureau - CalWORKs Cal-Learn M M Provides eligibility determination and related service costs of providing intensive case management, supportive services and scal incentives/disincentives to eligible teen recipients who are pregnant or parenting and participating in the Cal- Learn Program. Employment and Human Services Workforce Services Bureau - CalWORKs Child Care Program - Stage One M M Eligibility and ongoing case management under Stage One subsidized child care. Employment and Human Services Workforce Services Bureau - Mental Health/Substance Abuse M M Provides CalWORKs case management and treatment services for mental health and substance abuse. Employment and Human Services Workforce Services Bureau - CalWORKs SB 1569 M M Provides assistance to non-citizen victims of traf cking, domestic violence, and other serious crimes. Employment and Human Services Workforce Services Bureau - CalWORKs Family Stabilization Program M M Provides comprehensive evaluations and wraparound services to Welfare-to-Work families who are experiencing identi ed situations and/or crises. Employment and Human Services Workforce Services Bureau - CalWORKs Expanded Subsidized Employment M D Provides funds for wage, non-wage and operational costs for six-month job placements for Welfare-to-Work clients. Employment and Human Services Workforce Services Bureau - CalWORKs Housing Support Program D D Provides funds for support services and administrative activities for homeless CalWORKs families. Employment and Human Services Workforce Services Bureau - CalWORKs Cash Assistance (TANF) Temporary Assistance to Needy Families M M Provides cash assistance to eligible families based on income levels. Employment and Human Services Workforce Services Bureau - CalFresh and Work Incentive Nutritional Supplement (WINS) Eligibility M M Provides eligibility determination for CalFresh and California Food Assistance households. Provides ongoing case management for CalFresh bene ts for eligible low-income individuals and families. Employment and Human Services Workforce Services Bureau - Work Incentive Nutritional Supplement Program M M Provides a $10 per month additional food supplement for eligible CalFresh and California Food Assistance Program households. Employment and Human Services Workforce Services Bureau - Standard Utility Assistance Subsidy Program M M Provides an annual $20.01 utility assistance bene t to eligible CalFresh households. Employment and Human Services Workforce Services Bureau - Work Incentive Nutritional Supplement Eligibility M M Provides eligibility determination for eligible CalFresh and California Food Assistance Program households. Employment and Human Services Workforce Services Bureau - Medi-Cal Eligibility M M 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 the Affordable Care Act. Employment and Human Services Workforce Services Bureau - Refugee Programs Eligibility M M Provides eligibility determination and grant maintenance activities for the Refugee Cash Assistance (RCA) and Cash Assistance Program for Immigrants (CAPI) programs. Employment and Human Services Workforce Services Bureau - Refugee Programs Cash Assistance M M Provides funds for cash assistance payments for immigrants. Employment and Human Services Workforce Services Bureau - Service Integration Team / Sparkpoint D D Provides intensive care management to eligible families to serve as a path forward in providing holistic wrap-around services to families. Employment and Human Services Workforce Services Bureau - Measure X D D 5 Family Navigator positions from Measure X funding; one navigator per each County Supervisor. To improve the lives of students and their families and to ensure successful learning and improved academic performance by students. Employment and Human Services Workforce Services Bureau - Community Corrections Partnership AB109 D D Assist individuals re-entering the community from incarceration to ensure timely access to needed public bene ts. Contra Costa County | FY24-25 Recommended Budget Page 501 581 Department Division / Program Service Level Description Special Fund Employment and Human Services Workforce Development Board - Workforce Innovation & Opportunity Act (WIOA) M D 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 nd new or better employment opportunities. Employment and Human Services Workforce Development Board - Measure X D D Coordinates the development and administration of youth centers and youth programming. Employment and Human Services Aging and Adult Services Bureau - Adult Protective Services (APS)M M Provides social worker response to investigate reports that older or dependent adults are exploited, neglected or physically abused. Includes Supplemental Security Income Advocacy to assist disabled individuals apply for SSI/SSP, Cal- OES grants to improve elder abuse prevention and intervention services, and Whole Person Care pilot program for Medi-Cal recipients to improve Health outcomes and reduce utilization of high-cost services. Employment and Human Services Aging and Adult Services Bureau - Area Agency on Aging D M Provides supportive social services, congregate meals, home delivered meals, in-home services, and elder abuse prevention to seniors. Employment and Human Services Aging and Adult Services Bureau - General Assistance Eligibility M M Provides eligibility determination and on-going case management 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. Employment and Human Services Aging and Adult Services Bureau - General Assistance Cash Assistance Payments M D Provides cash assistance to single adults, unemployed adults who are not eligible for federal or state funded assistance programs. Employment and Human Services Aging and Adult Services Bureau - Indigent Interment & Public Administrator M M Indigent Interment - Provides cremation and burial, in cemetery lots or niches, of indigent decedents. Public Administrator - Investigates and administers the estates of persons who are County residents at the time of death and have no will or appropriate person willing or able to administer their estate. Employment and Human Services Aging and Adult Services Bureau - In- Home Supportive Services Administration M M Provides administration to determine eligibility and provide on-going case management for the In-Home Supportive Services program. Employment and Human Services Aging and Adult Services Bureau - In- Home Supportive Services Payments M M Funds the required county Maintenance of Effort (MOE) for wages, health and retirement bene ts for individuals who provide in-home supportive services to eligible IHSS recipients. Employment and Human Services Aging and Adult Services Bureau - Measure X D D Funds to ful ll the Master Plan on Aging's vision for a healthy and equitable aging for people of all stages and abilities. Employment and Human Services IHSS Public Authority M D Provides registry and referral services, screens registry applicants, assists IHSS recipients with hiring IHSS providers. The program also trains providers and recipients and serves as employer of record for providers. Employment and Human Services CalWIN/CalSAWS M M Provides administrative support for the State Automated Welfare System Employment and Human Services Policy & Planning - Contra Costa Alliance to End Abuse D D Coordinated Services designed to reduce domestic and family violence and elder abuse. Employment and Human Services Contra Costa Alliance to End Abuse - Special Revenue Fund D D Provides funding for emergency shelter, counseling, health and social welfare services to victims of domestic violence. This program is supported by marriage license fees as authorized in SB 91, the Domestic Violence Center Act, and codi ed under Welfare & Institutions Code 18290-18307. Yes Employment and Human Services Contra Costa Alliance to End Abuse - SB 968 Administration D D Provides oversight and coordination of domestic violence programs. This program is supported by recording fees authorized by State law (SB 968). Yes Contra Costa County | FY24-25 Recommended Budget Page 502 582 Department Division / Program Service Level Description Special Fund General County Economic Development/ Arts Commission D D To promote the arts throughout the County via support of the Arts Commission and to support the Northeast Antioch Joint powers Agreement (JPA). General County LAFCo M M Encourages orderly formation and development of local government agencies and approves, amends, or disapproves applications to create new cities or special districts, and modi es boundaries of existing agencies. General County Management Information System D D Provides funding for the most critical and cost bene cial automation projects which have no other funding source, including the Geographic Information System Program (GIS) and the Countywide Budget System. General County Contingency Reserve D D Provide funding for unforeseen emergencies or unanticipated new expenditures occurring during the scal year, which have no other funding source. General County Crockett/ Rodeo D D Appropriations attributable to the property tax increment from the co-generation facility in Crockett and the Ultra Low Sulfur Diesel Fuel Project at the Philips 66 Rodeo facility for both capital and program uses. General County - Debt Service County/State West Contra Costa Healthcare District (WCCHCD)D M To account for the West Contra Costa Healthcare District's allocation of property tax revenue. General County - Debt Service Notes and Warrants Interest (General Fund)D M To budget for the interest and administrative costs associated with Teeter Plan borrowing program and other funding sources. General County - Debt Service Retirement/ UAAL Bond Fund D M 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. Yes General County - Debt Service Notes and Warrants Interest (Auto Sys Development Fund)D M Allows County to issue notes, permitting it to borrow money in order to meet short term cash ow de ciencies, pending receipt of taxes and revenues. Yes General County - Debt Service Retirement Litigation Settlement Debt Service D M 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). Yes Health Services Medical Centers (Enterprise Fund I) - Hospital and Emergency Care Services M M Provides for operation of the 167 beds at Contra Costa Regional Medical Center and the medical and psychiatric emergency rooms. Health Services Medical Centers (EF1) - Ambulatory Care Centers M M Provides for operation of the 10 medical ambulatory care centers located throughout the county. Health Services Medical Centers (EF1) - Physician Services M M Provides for operation of medical staff at the Contra Costa Regional Medical Center, the 10 ambulatory care clinics, and the Family Practice Residency Program. Health Services Medical Centers (EF1) - Emergency Medical Services M M Provides overall coordination of the emergency ambulance services throughout the county, and coordination of medical disaster response efforts. Health Services Medical Centers (EF1) - Administrative Services D D Provides centralized Department-wide administrative support to all Health Services divisions, e.g. IT, Payroll, Personnel. Health Services Medical Centers (EF1) - Charges from Other County Departments M D Provides centralized charges to Health Services Department from other County departments, e.g. GSD. Health Services Medical Centers (EF1) - Hospital Capital Cost D D Debt services principal payments, and acquisition of new and replacement capital equipment. Health Services Contra Costa Health Plan (Enterprise Fund 2) - Medi-Cal Members (Excluding SPD) M M Serves County residents enrolled in Contra Costa Health Plan who qualify for Medi-Cal and are not seniors or persons with a disability. Contra Costa County | FY24-25 Recommended Budget Page 503 583 Department Division / Program Service Level Description Special Fund Health Services Contra Costa Health Plan (EF2) - Medi- Cal SPD Members D M Serves County residents enrolled in Contra Costa Health Plan who are seniors or persons with a disability who qualify for Medi-Cal. Health Services Contra Costa Health Plan (EF2) - Charges from Other County Departments D D Provides centralized charges to Health Services Department from other County departments, e.g. HR, Auditor's, PW. Health Services Contra Costa Health Plan (Enterprise Fund 3) - Commercial Members, Basic Health Care and Contra Costa CARES D M Serves County residents enrolled in Contra Costa Health Plan (CCHP) whose premiums are paid by themselves or by their employers. Includes those who qualify for Medicare coverage. Basic Health Care serves medically indigent County residents where household income is less than or equal to 300% of the federal poverty level, whose medical care is managed by CCHP. Includes Health Care for Indigent eligibles and primary care services to adults not covered by the Affordable Care Act. Also, includes Contra Costa CARES. Health Services Contra Costa Health Plan (Enterprise Fund 3) - In-Home Support Services D M Serves state sponsored 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. Health Services Behavioral Health Division / Mental Health - Child & Adolescent Services M D Provides comprehensive mental health services to seriously emotionally disabled youth (up to age 21) and children (under age 18) and their families, including hospitalization, intensive day treatment, outpatient, outreach, case management and wraparound services. Health Services Behavioral Health Division / Mental Health - Adult Services M D Provides comprehensive mental health services to seriously and persistently mentally disabled adults including hospitalization, residential care, intensive day treatment, outpatient, outreach and case management. Health Services Behavioral Health Division / Mental Health - Support Services D D Provides personnel administration, contract negotiation, program planning and development, monitoring service delivery and quality assurance, and interagency coordination. Health Services Behavioral Health Division / Mental Health - Local Hospital Inpatient Psychiatric Services M M 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. Health Services Behavioral Health Division / Mental Health - Outpatient Mental Health Crisis Service M M Provides crisis intervention and stabilization, psychiatric diagnostic assessment, medication, emergency treatment, screening for hospitalization and intake, disposition planning and placement/referral services. Health Services Behavioral Health Division / Mental Health - Medi-Cal Managed Care M M Provides community-based acute psychiatric inpatient hospital services and outpatient specialty mental health services for Medi-Cal eligible adults and children. Health Services Behavioral Health Division / Mental Health - Mental Health Services Act M D Expands mental health care programs for children, transition age youth, adults and older adults. Health Services Behavioral Health Division / Alcohol and Other Drugs - Prevention Services D D Provides alcohol and other drugs education, drug-free activities, community-based initiatives, problem identi cation and referral for youth and adults. Health Services Behavioral Health Division / Alcohol and Other Drugs - Information, Screening and Referral into SUD Services D D Provides information, American Society of Addiction Medicine (ASAM) screening and referral to individuals in need of prevention, treatment and recovery services. Health Services Behavioral Health Division / Alcohol and Other Drugs - Narcotic Treatment Program D D Provides outpatient methadone maintenance for opiate dependent adults, especially those persons at risk of HIV infection through injection drug use. Contra Costa County | FY24-25 Recommended Budget Page 504 584 Department Division / Program Service Level Description Special Fund Health Services Behavioral Health Division / Alcohol and Other Drugs - Outpatient and Intensive Outpatient Program D D Provides outpatient substance abuse recovery services for adults, youth/adolescents and family members who have substance use disorders. Health Services Behavioral Health Division / Alcohol and Other Drugs - Residential Treatment and Withdrawal Management D D Provides recovery services for men, women, women and their children (perinatal), and adolescents, and detoxi cation for adults. Health Services Behavioral Health Division / Alcohol and Other Drugs - Case Management, Recovery Support and Recovery Residences D D Case management and recovery support services for DMC bene ciaries. Case management involves coordination, communication, referrals, and related activities need by bene ciaries to succeed in the recovery process. Health Services Behavioral Health Division / Alcohol and Other Drugs - Special Programs (Non-DMC Waiver) D D Time-limited federal and state special initiatives and demonstration programs. Health Services Behavioral Health Division / Alcohol and Other Drugs - Program and System Support Summary D D Oversight and management of all SUD Waiver treatment and recovery services and Non-Waiver SUD services including primary prevention. Health Services Health, Housing and Homeless Services - Administration D D Includes staf ng, occupancy costs, costs incurred for the homeless advisory board activities, and costs associated with grant writing and consultation. Health Services Health, Housing and Homeless Services - Continuum of Care Planning D D Identi es and implements socioeconomical equity strategies to increase engagement for BIPOC consumers and communities. Health Services Health, Housing and Homeless Services - Coordinated Entry System D D Streamlines access to housing and other homeless services through prevention/diversion screening and triage; referral to CARE centers where clients can access shelter, food, case management, housing assessment and navigation, substance use disorders and bene t assistance; and coordinate outreach referral and engagement to facilitate shelter, health and social services. Health Services Health, Housing and Homeless Services - Interim Housing and Support Services D D Offers short-term shelter and support services that allow for stabilization, referral and preparation for permanent housing and/or mental health and treatment services. Health Services Health, Housing and Homeless Services - Supportive Housing Program D D 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. Health Services Health, Housing and Homeless Services - Homeless Management Information System D D A shared homeless service and housing database system administered by the County Homeless Program and includes community based homeless service providers. System enables the collection and sharing of uniform client data information. Health Services Health, Housing and Homeless Services - State of CA One-Time Homeless Assistance D D The HHAP/CESH grant funding that addresses the immediate emergency needs of homeless individuals. Health Services Health, Housing and Homeless Services - Housing Security Fund D D Flexible Funds to assist consumers in maintaining housing of their choice. Health Services Public Health - Public Health Support Services D D Provides program oversight, including management and administrative support staff. Health Services Public Health - Communicable Disease Control M D Identi cation, investigation and treatment of persons who have communicable disease or who have been exposed or are at risk for a communicable disease. Health Services Public Health - HIV/AIDS and STD Program M D Provides access to care, monitoring and surveillance, community education and prevention services in an effort to reduce the transmission of HIV and STDs. Health Services Public Health - Family, Maternal & Child Health M D Promotes health and welfare of families and children. Contra Costa County | FY24-25 Recommended Budget Page 505 585 Department Division / Program Service Level Description Special Fund Health Services Public Health - Clinic Services D D Provides full scope pediatric clinics, women's health and family planning, sexually transmitted disease clinics, immunization clinics, the employee occupational health program, and school-based clinics. In addition, provides public health nursing visits to new babies and mothers, and health care for the homeless. Health Services Public Health - Community Wellness & Prevention Program D D Provides for prevention of chronic disease and injuries. Health Services Public Health - Vital Registration M M Registers all births and deaths that occur within Contra Costa County. Health Services Public Health - Laboratory M M Infectious Disease testing provided on patient, food, and environmental samples for purposes of diagnostic testing, con rmatory identi cation, surveillance, and public health regulatory reporting. Health Services Public Health - Case Management (TCM and ECM)M D Provides comprehensive case management services to increase access to care and improve health outcomes. Health Services Public Health - Health Emergency Response Unit (HERU) D D 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. Health Services Environmental Health - Hazardous Materials Program M M Provides emergency response, hazardous waste, hazardous material, underground tank and accidental release programs. Health Services Environmental Health M M Provides retail food programs, consumer protection programs, solid waste program, medical waste program and land use programs. Health Services Environmental Health - Fixed Assets D D Provides for acquisition of capital equipment and for needed capital improvement projects. Health Services Detention Facility Program - Mental Health Services M D Provides assistance to Sheriff's Department in identi cation and management of mentally ill in the main County detention facility. Health Services Detention Facility Program - Medical Services M D Provides primary care medical services for inmates in County detention facilities. Health Services Detention Facility Program - Juvenile Hall Medical Services M D Provides primary care medical services to inmates at Juvenile Hall. Expenditures are transferred to the Probation Department. Health Services Detention Facility Program - Juvenile Justice Facilities D D Provides crisis intervention, medication evaluation and consultation. Health Services Conservatorship /Guardianship M M Controls the nancial 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. Health Services California Children's Services Program M M Provides medical care, equipment and rehabilitation for youth under 21 years of age with CCS eligible conditions whose families are unable to pay for all or part of their care. Health Services Emergency Medical Services (SB-12) - Administration D D Reimbursement for County incurred costs related to Emergency Medical Services program collections and disbursements. Health Services Emergency Medical Services (SB-12) - Emergency Medical Services D M Reimbursement for County operated Emergency Medical Services program. Health Services Emergency Medical Services (SB-12) - Physicians D M Payments to physicians for emergency services to indigents. Health Services Emergency Medical Services (SB-12) - Hospitals D M Payments to hospitals for emergency room care provided to indigents. Health Services Emergency Medical Services (SB-12) - Pediatric Trauma Centers D M Reimbursement to physicians and hospitals for uncompensated services provided at pediatric trauma centers. Health Services Ambulance Services Areas (Measure H) - Zone A D M Funds EMS rst responder medical and communication equipment, supplies, and training of medical dispatchers. Contra Costa County | FY24-25 Recommended Budget Page 506 586 Department Division / Program Service Level Description Special Fund Health Services Ambulance Services Areas (Measure H) - Zone B D M Provides funds for pre-hospital care coordinators, EMS data analyst, EMS rst responder equipment, communications equipment, hazardous materials charges and ambulance services. Health Services West Contra Costa Healthcare District D D The West Contra Costa Healthcare District is administered by the Health Services Department. The fund is part of the Special District Budget. Health Services West Contra Costa Healthcare District Debt Service D M Funds debt service payments associated with $44.5 million in Refunding Revenue Bonds (Series 2021). Debt payments continue until 2042. Health Services Los Medanos Community Healthcare District D M The Los Medanos Community Healthcare District is administered by the Health Services Department. The fund is part of the Special District Budget. Human Resources Administration M D Develops, administers and maintains merit and exempt employment systems. Human Resources Employee Bene ts Administration M D Formulates & implements policies for administration of bene t programs and services that assist the County in maintaining a competitive compensation package and that contribute to the well-being of employees and retirees. Human Resources Personnel Services M D Develops and administers programs and policies to help ensure that the County recruits and selects a highly skilled and diversi ed workforce that is properly classi ed and compensated. Maintains all personnel history les and records. Justice Programs Con ict Defense M D Mandated legal representation provided to indigents by appointed private attorneys on criminal cases in which the Public Defender has a con ict of interest in representation. Justice Programs Law and Justice System Development D D Plans, develops, implements, coordinates and maintains automated information and network systems for justice departments and local law enforcement agencies. Justice Programs Vehicle Theft Program D D Provides local funding for programs relating to vehicle theft crimes. Justice Programs Automated ID & Warrant D M Special fund to nance a Countywide warrant management system and to replace and enhance the automated ngerprint identi cation equipment. Yes Justice Programs DNA Identi cation D M Provides for the collection of DNA specimens, samples and print impressions.Yes Justice Programs SLESF - Front Line Law Enforcement- City M M Provides for the pass-through of State Supplemental Law Enforcement funding to Contra Costa cities.Yes Library Administration D D Provides administrative, shipping, and volunteer services management while organizing and directing the operation of the County Library. Library Support Services D D Support Services includes automation, Virtual Library, circulation, technical services, and collection management. Library Countywide Services D D 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. Library Lib-Community Services D D 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. Library Plant Acquisition-Library Fund D D Provides for the acquisition and maintenance of County- owned Library System capital assets. The County owns library facilities in the unincorporated areas of El Sobrante, Kensington and Rodeo, and in the cities of Antioch, Pinole, and Walnut Creek (Ygnacio Valley). Library Casey Library Gift Trust D D Established from proceeds from the estate of Nellie Casey. Funds are restricted for use in the Ygnacio Valley Library.Yes Contra Costa County | FY24-25 Recommended Budget Page 507 587 Department Division / Program Service Level Description Special Fund Library Measure X Early Literacy Program D D Provides funding to staff the Library's early literacy outreach program, which provides mobile, early literacy services to socio-economically disadvantaged communities. Of ce of Racial Equity and Social Justice Of ce of Racial Equity and Social Justice D D Works with community organizations, community leaders, cities and school districts to better coordinate, strengthen, and expand the County’s existing work on equity and inclusion. Supported by Measure X Revenue. Probation Care of Court Wards - Out-of-Home Placement M M Court-ordered board and care costs for minors placed outside of County facilities by the Juvenile Court. Probation Care of Court Wards - California Dept. of Juv. Justice Fees M M Fees paid to the California Division of Juvenile Justice for incarceration costs of juveniles. Probation Care of Court Wards - Medical Services in Juvenile Facilities M M Fees paid to Health Services for medical care of juveniles residing in County facilities. Probation Juvenile Facilities - Juvenile Hall M M Maximum security facility designed for the mandated detention of minors before and after disposition. Probation Juvenile Facilities - Juvenile Justice Realignment M M Due to the closure of the California Division of Juvenile Justice, youth currently housed in those facilities will be transferred back to the local jurisdictions in which they originated. Probation Juvenile Facilities - Home Supervision M M Provides electronic monitoring / GPS support to juvenile probation deputies and intensive supervision to minors released to the community prior to sentencing. Probation Probation Programs - Adult Investigations & Supervision M D Felony investigative reports prepared for the Trial Courts. These include pre-plea reports for plea and bail considerations and assessment and recommendation reports for sentencing. (PC 1191). Includes AB109, SB678, Adult realignment, pretrial enhancement and the FBI Task Force. Probation Probation Programs - Of ce of Reentry and Justice D D The Of ce of Reentry and Justice (ORJ) was launched in January 2017 as a pilot project to align and advance the County's public safety realignment, reentry, and justice programs and initiatives. It is primarily funded by State AB 109 Public Safety Realignment Act revenues. Probation Probation Programs - Vehicle Theft (Adult)D D 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. Probation Probation Programs - Domestic Violence M M 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 certi ed by the Probation Department. (PC 1203.097) Probation Probation Programs - Of ce of Traf c Safety DUI Program D D California Of ce of Traf c Safety provides grant funding for intensi ed supervision of felony drunk drivers. The grant does not cover indirect costs. Probation Probation Programs - Juvenile Investigation/ Supervision/ Special Services M D Further investigation into alleged offenses, including recommendations regarding the continuing disposition of the minor offender. Probation Probation Programs - Field Services Support D D Provides support services to Deputy Probation Of ce staff in adult and juvenile programs. Probation Probation Programs - Community Probation D D Partners deputy probation of cers with police jurisdictions to provide intensive supervision to high-risk youth. Probation Probation Programs - Briones Youth Academy / Girls in Motion D D Aftercare supervision for institution commitment treatment program for youthful offenders. Probation Probation Programs - Intensive Juvenile Supervision D D The Community Supervision Pathway provides intensive juvenile supervision for moderate to high risk youth after the closure of Orin Allen Youth Rehabilitation Facility. Probation Probation Programs - Training M D State required and approved training for Probation staff. (PC 6035) Contra Costa County | FY24-25 Recommended Budget Page 508 588 Department Division / Program Service Level Description Special Fund Probation Probation Programs - Administration/ Personnel / Info Tech M D Services include scal and personnel management, central records, automated systems, contract management, employee and facility safety, purchasing and payroll, facility and of ce management, and resource development. Probation Supplemental Law Enforcement Services Fund D D Provides state resources from the Juvenile Justice Crime Prevention Act of 2000 to support juvenile prevention initiatives. Yes Probation Probation Ward Welfare D D 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. Yes Probation Community Corrections Performance Incentives D D Provides revenue realized by the California Department of Corrections and Rehabilitation to be used for evidence-based probation supervision activities. Yes Public Defender Administration M D Provides management, administrative support, and oversight of all Departmental functions. Public Defender Investigations M D Conducts defense investigations of adult criminal and juvenile cases as warranted to ensure effective representation of all clients. Public Defender Criminal Defense M D Provides mandated legal representation, advice and investigative services to indigent adults and juveniles charged with criminal offenses. Public Defender AB 109 M D Provides support and services to reduce recidivism for low level felony offenders; furthers the goals of AB109. Public Defender Post-Conviction Pilot Program M D Provides legal representation to indigent defendants for post- conviction relief and potential resentencing cases, pursuant to Penal Code §1172.1. Public Defender Alternate Defender Of ce M D Provides mandated legal representation, advice and investigative services to indigent adults and juveniles charged with criminal offenses in which the Public Defender’s of ce has a declared con ict of interest. Public Defender AB109-Public Defender M D Special fund to provide legal representation at parole revocation hearings for State parolees transferring to county jurisdiction under public safety realignment (AB 109). Yes Public Safety Realignment Law Enforcement Services M D This department includes dedicated funding streams for critical public safety activities, including: trial court security, front line law enforcement, community corrections for allocation proposed by the Community Corrections Partnership, costs of Post Release Community Supervision prosecution and defense, the Youthful Offender Block Grant and juvenile re-entry programming. Public Safety Realignment Support Services M D This department includes dedicated funding streams for critical health and social service programs, including: adoptions, adult protective services, child abuse prevention, intervention & treatment, child welfare services, foster care, EPSDT activities, drug courts, various Medi-Cal services and perinatal drug services. Public Safety Realignment Local Community Corrections M D 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. Public Safety Realignment SLESA - AB109 M M 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. Public Works Public Works Services /Administration M D Administrative support to the department to ensure completion of projects. This support includes personnel, clerical, nance/budget and surveyor functions. The budget for all Public Works personnel are in this program. Contra Costa County | FY24-25 Recommended Budget Page 509 589 Department Division / Program Service Level Description Special Fund Public Works County Drainage Maintenance M D Drainage maintenance for County owned drainage facilities. Public Works Facilities Maintenance D D General maintenance and repairs of County buildings & facilities. Public Works Fleet Services D D Maintenance, repair, and vehicle acquisition for County departments & re district. Public Works General County Building Occupancy D D General funded building and grounds maintenance. This program area includes xed costs for expenses related to utilities, taxes, debt service, building insurance, custodial contracts, common area maintenance, rents, and elevator maintenance. Public Works Outside Agency Services D D Outside Agency services. This program area includes occupancy costs, print & mail services, and eet services. Public Works Keller Surcharge/ Mitigation M D Recycling services for County departments. Public Works Print and Mail Services D D Copy, printing, and mail services for County departments. Public Works Purchasing M D Purchasing services for all County departments. Public Works Road Construction (Non-County Funded)M D Non-county road construction projects funded by other governmental agencies. Public Works Fleet Services ISF D D Internal Services Fund for Fleet Yes Public Works Road Fund-Construction & Road Planning/ Admin/ Revenues M D Road construction projects for county roads. Includes administration and planning costs.Yes Public Works Road Fund Maintenance & Misc. Property M D Maintenance for county streets and roads.Yes Public Works PW Land Development M D Engineering services and regulation of land development.Yes Public Works Airport Enterprise Fund D M Operation and capital development of airports.Yes Public Works Other Special Rev. Funds D M Use based on special revenue agreements.Yes Public Works Development Funds D M Revenue from permits & developers for construction and Conditions of Approval.Yes Public Works Southern Paci c Railway D M Sale of easements & license agreements used for maintenance of Iron Horse Corridor.Yes Public Works Navy Transportation Mitigation D M Proceeds from the Navy for the sale of a portion of Port Chicago Hwy.Yes Public Works Area of Bene t Fees D M Fees on development for future road projects.Yes Risk Management Risk Management M D 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. Net cost represents EEO division budgeted costs. Risk Management Equal Employment Opportunity M D Works to ensure that County employees, applicants, and vendors are provided a professional environment that is free from discrimination and/or harassment Sheriff-Coroner Administrative Services Bureau - Central Administration M D Comprised of the Sheriff's executive, scal, and personnel units which provide centralized administrative oversight of the Of ce of the Sheriff. Sheriff-Coroner Administrative Services Bureau - Sheriff's Recruiting D D Responsible for employment services including recruiting, background investigations, and hiring, examining the status of operations and procedures within the of ce as a whole, changes to the Policies and Procedure Manual, providing background information. Sheriff-Coroner Administrative Services Bureau - Resources/ Plans/ Standards D D 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. Sheriff-Coroner Field Operations Bureau/Patrol Services - Cities/Districts Contracts D D Contract city law enforcement services provided in the cities of Danville, Lafayette, and Orinda; and to AC transit and Diablo. Contra Costa County | FY24-25 Recommended Budget Page 510 590 Department Division / Program Service Level Description Special Fund Sheriff-Coroner Field Operations Bureau/Patrol Services - Marine Patrol D D Responsible for patrol of the navigable waterways within the County and enforcement of all applicable laws. Sheriff-Coroner Field Operations Bureau/Patrol Services - Sheriff's Helicopter Program D D Provides air support throughout the County and through contract with the City of Vallejo. Sheriff-Coroner Field Operations Bureau/Patrol Services - Unincorporated Patrol M D Provides patrol services throughout the unincorporated area of the County using a community based policing model. Sheriff-Coroner Field Operations Bureau/Patrol Services - Facility Security Contracts D D Contract facility security services for the Health Services Department and the Employment and Human Services Department. Sheriff-Coroner Field Operations Bureau/Investigation Division - Special Investigations D D Provides Investigation services to the District Attorney's Of ce. Sheriff-Coroner Field Operations Bureau/Investigation Division - Investigations M D 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. Sheriff-Coroner Field Operations Bureau/Investigation Division - Civil M D 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. Sheriff-Coroner Field Operations Bureau/Investigation Division - AB 1109 Vehicle Program M M Restricted funding for vehicle usage by the Civil unit. Sheriff-Coroner Field Operations Bureau/Investigation Division - AB 709 Automated Program M M Restricted funding for automation services by the Civil unit. Sheriff-Coroner Field Operations Bureau/Investigation Division - Vehicle Anti-Theft Program D D Investigates and gathers evidence on stolen vehicles throughout Contra Costa County. Sheriff-Coroner Support Services Bureau/Forensic Services Division - Criminalistics M M Conducts rearms, forensic biology and trace evidence examinations. Conducts DNA pro ling on evidence materials; submits DNA pro les to the Calif. Department of Justice database of unsolved crimes. Responds to crime scenes to document and collect evidence. Also includes federal grants for Criminalistics supplies and equipment. Sheriff-Coroner Support Services Bureau/Forensic Services Division - Property and Evidence Services M M Provides storage, security and disposition of items of evidence, seized contraband, safekeeping weapons and found property for the Sheriff's Of ce, its 5 contract cities, West Narcotics Enforcement Team and the Superior Court. Sheriff-Coroner Support Services Bureau/Forensic Services Division - CAL-ID D D Operates a computerized system for the identi cation of ngerprints. Sheriff-Coroner Support Services Bureau/Technical Services - Communications/ Dispatch M D 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, re, ambulance, and medical related incidents. Sheriff-Coroner Support Services Bureau/Technical Services - Automated Regional Information Exchange Systems (ARIES) D D 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. Sheriff-Coroner Support Services Bureau/Technical Services - Information Services D D Provides communication and programming for networks, jail management, communication system and ARIES. Sheriff-Coroner Support Services Bureau/Technical Services - Records M D Provides for the release, inspection and production of law enforcement records, and ngerprint identi cation. Sheriff-Coroner Support Services Bureau/Technical Services - Technical Services Administration D D Provides administrative oversight for the Technical Services Division and administration of federal grants. Contra Costa County | FY24-25 Recommended Budget Page 511 591 Department Division / Program Service Level Description Special Fund Sheriff-Coroner Contract Services - Court Security M D 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 of cers for additional security at all court appearances of high-risk cases. Sheriff-Coroner Custody Services Bureau - Martinez Detention Facility M M 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. Sheriff-Coroner Custody Services Bureau - West County Detention Facility M M 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. Sheriff-Coroner Custody Services Bureau - Marsh Creek Detention Facility D D 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. Sheriff-Coroner Custody Services Bureau - Custody Alternative/ County Parole Program M D 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. Sheriff-Coroner Custody Services Bureau - West County Reentry, Treatment, and Housing M D Upon facility project completion, which is expected during the 4th quarter of Fiscal Year 2024-25, this facility will provide special behavioral health housing, a medical facility, a family reuni cation center, and workforce readiness spaces to prepare incarcerated individuals for reentry into society. Sheriff-Coroner Custody Services Bureau - Custody Services Admin M D Provides inmate classi cation, training, and other detention management services. Sheriff-Coroner Custody Services Bureau - Contra Costa County Admin Building Security D D Facility security services for the Contra Costa County Administration Building. Sheriff-Coroner Custody Services Bureau - AB109 Program M D 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. Sheriff-Coroner Custody Services Bureau - Detention Transportation M D Provides inmate transportation between detention facilities and the Courts. Sheriff-Coroner Coroner M D Determine the cause of death, speci cally 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. Sheriff-Coroner Of ce of Emergency Services - Emergency Services Support D D Provides management oversight 24-hours a day for response to critical incidents, major crimes, or other signi cant events and provides direction at the command level. Operates the Volunteer Services Unit and Search and Rescue (SAR) response teams. Sheriff-Coroner Of ce of Emergency Services - Emergency Services D D 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. Sheriff-Coroner Of ce of Emergency Services - Community Warning System D D Manages the countywide all hazard Community Warning System. The CWS is funded entirely from private industry funds and/or nes. Sheriff-Coroner Of ce of Emergency Services - Homeland Security Grants D D Homeland Security grant management and centralization. Sheriff-Coroner Of ce of Emergency Services - Special Weapons and Tactics (SWAT) Team D D 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. Contra Costa County | FY24-25 Recommended Budget Page 512 592 Department Division / Program Service Level Description Special Fund Sheriff-Coroner Central ID Bureau D D Provides for operation of the Alameda-Contra Costa ngerprint database (which is a component of the state-wide database) Automated Fingerprint Identi cation System (AFIS) and Livescans in place in county law enforcement agencies. Yes Sheriff-Coroner Controlled Substance Analysis D D Provides criminalistics laboratory analysis of controlled substances, in order to increase the effectiveness of criminal investigation and prosecution. Yes Sheriff-Coroner Countywide Gang and Drug Trust D D 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 Of cer, and a representative from the County Police Chiefs’ Association. Yes Sheriff-Coroner County Law Enforcement Capital Projects D D Supports replacement and enhancement of a Countywide law enforcement message switching computer; accumulates funds to partially nance Sheriff's communication equipment replacement; and accumulates funds to nance major equipment replacement for the Helicopter Program. Yes Sheriff-Coroner Narcotic Forfeiture D D 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. Yes Sheriff-Coroner Prisoners Welfare Summary D D 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. Yes Sheriff-Coroner Supplemental Law Enforcement Services Funds M M 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. Yes Sheriff-Coroner Traf c Safety D D Provides for the cost of of cial traf c control devices, the maintenance thereof, equipment and supplies for traf c law enforcement and traf c accident prevention, the maintenance, improvement or construction of public streets, bridges and culverts. Yes Sheriff-Coroner Trial Court Security M M Provides AB 109 Public Safety Realignment (State) funding for bailiff and court security services for the Superior Court.Yes Sheriff-Coroner Law Enforcement Training Center D D 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. Yes Superior Court Programs Trial Court Programs M M Provides 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. Superior Court Programs Civil Grand Jury M D An investigative body that examines County accounts, and inquiries into any alleged misconduct in of ce or public of cials. It may also inquire into all public offenses committed within the county, conduct con dential investigations, and bring indictments when deemed appropriate. Superior Court Programs Criminal Grand Jury M D Examines evidence presented by the District Attorney and return criminal indictments directly to the Superior Court. Superior Court Programs Dispute Resolution M D 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. Yes Superior Court Programs Criminal Justice Facility Construction D M Special fund created for penalty assessments levied on court nes for the purpose of criminal justice facility construction, systems development and operations. Yes Contra Costa County | FY24-25 Recommended Budget Page 513 593 Department Division / Program Service Level Description Special Fund Superior Court Programs Courthouse Construction D M Special fund created for penalty assessments levied on court nes for the purpose of courthouse construction and maintenance. Yes Treasurer-Tax Collector Treasurer M D 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. Treasurer-Tax Collector Tax Collection M M Collects property taxes and special levies for all cities, school districts, special districts and County government. Treasurer-Tax Collector Business License M D 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 Veterans Service D D Provides assistance to Veterans, their dependents and survivors in obtaining Veteran's bene ts. Veterans Service Veterans Memorial Buildings D D Provides funds to support the County's Facilities Lifecycle Improvement Program that addresses deferred facilities maintenance and capital renewal projects, for County owned veteran memorial hall buildings in Martinez, Richmond, El Cerrito, Concord, Antioch, Brentwood, Pittsburg, and Lafayette. Key M = Mandated by law (must be legal mandate NOT a Board mandate) D = Discretionary Contra Costa County | FY24-25 Recommended Budget Page 514 594 Table of Funds Fund Type Fund Fund Name Fund Description Associated Departments General Fund 100300 General Fund 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. Agriculture Animal Services Assessor Auditor-Controller Board of Supervisors Capital Improvements Central Support Services Clerk- Recorder/Elections Con ict Defense Conservation & Development Contingency Reserve County Administrator County Counsel Crocket/Rodeo Revenues Debt Service Dept. of Information Technology District Attorney Employee/Retiree Bene ts Employment & Human Services General Purpose Revenues Health Services Human Resources Justice System Develop/Planning Probation Public Defender Public Works Sheriff-Coroner Superior Court Related Functions Treasurer-Tax Collector Veterans Service Special Revenue Funds 105600 County Law Enfrcmt-Cap Proj Fund 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. Sheriff-Coroner Special Revenue Funds 110000 Recorder Modernization Fund To account for the process converting records and modernizing computerized systems in the County Recorder's Of ce. Clerk-Recorder Elections Special Revenue Funds 110200 Fish and Game Fund To account for expenditures and nes levied for violation of the California Fish and Game Code. Fund is restricted to the propagation and conservation of sh and game in the County, and education and youth activates related to sh and game. Conservation & Development Contra Costa County | FY24-25 Recommended Budget Page 515 595 Fund Type Fund Fund Name Fund Description Associated Departments Special Revenue Funds 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. Public Works Special Revenue Funds 110400 Criminalistics Lab Fund To account for revenue generated from nes levied for various controlled substance violations to be used for laboratory analysis. Sheriff-Coroner Special Revenue Funds 110500 Survey Monument Preservation Fund To account for funding used to retrace major historical land division lines upon which later surveys are based. Public Works Special Revenue Funds 110600 Crim Justice Facility Construct Fund To account for the expenditures and revenues for projects funded with penalty assessments levied on court nes for criminal justice facility construction, systems development and operations. Capital Improvements Special Revenue Funds 110700 Courthouse Construct Fund To account for the expenditures and revenues from penalty assessments levied on court nes for the purpose of courthouse construction. Capital Improvements Special Revenue Funds 110800 Road Fund 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. Public Works Special Revenue Funds 110900 Transportation Improvement Fund To account for the development, implementation and maintenance of a County Growth Management Program. Conservation & Development Capital Project Funds 111000 Drainage Area 9 Fund To fund design and construction of drainage improvements for the Sans Crainte Drainage area.Public Works Special Revenue Funds 111100 Private Activity Bond Fund To account for County Private Activity Bond fees received from single and multiple-family housing programs that are used to fund program costs and nance property acquisition related to affordable housing and economic development projects. Conservation & Development Special Revenue Funds 111300 Affordable Housing Spec Rev Fund To account for funding received from the federal affordable housing program used to provide nancial assistance for affordable housing projects and economic development. Conservation & Development Special Revenue Funds 111400 Navy Trans Mitigation Fund To account for the implementation of various transportation improvement projects near the Concord Naval Weapons Station. Public Works Special Revenue Funds 111500 Tosco/Solano Trns Mitig Fund To account for nancing from TOSCO used to implement various transportation improvement projects near Solano Avenue. Public Works Special Revenue Funds 111600 Child Development Fund To account for the funding from the State to assist low-income residents by providing childcare and related services. Employment & Human Services Special Revenue Funds 111800 HUD NSP Fund To account for funding for the HUD Neighborhood Stabilization Program grants. Conservation & Development Special Revenue Funds 111900 Used Oil Recycling Grant Fund To account for the revenues and expenditures related to the "Used Oil Recycling Block Grant" awarded by the State of California Environmental Protection Agency. Conservation & Development Special Revenue Funds 112000 Conservation & Development Fund To account for the funding for community development and building inspection functions in the County. Conservation & Development Contra Costa County | FY24-25 Recommended Budget Page 516 596 Fund Type Fund Fund Name Fund Description Associated Departments Special Revenue Funds 112100 CDD/PWD Joint Review Fee Fund To account for developer fees used to nance joint application review services for all land development functions throughout unincorporated portions of the County between the Conservation & Development and Public Works Departments. Public Works Special Revenue Funds 112200 Drainage De ciency Fund To account for project speci c developer fees generally levied through conditions of approval where no formed drainage area exists to nance drainage improvements in the unincorporated County area-enacted pursuant to the Contra Costa County Flood Control and Water Conservation District Act. Public Works Special Revenue Funds 112300 Public Works Fund To account for developer fees to nance plan review and inspection services of all Land Development functions throughout the unincorporated portions of the County. Public Works Special Revenue Funds 112400 DA Consumer Protection Fund To account for funding from court ordered settlements for District Attorney consumer protection projects when individual restitution cannot be determined or is not feasible. District Attorney Special Revenue Funds 112500 Domestic Violence Victim Asst Fund 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 nes (Penal Code §1203.097). Employment & Human Services Special Revenue Funds 112600 Dispute Resolution Program Fund To account for the costs of supporting dispute resolution services, funded by revenue generated from court ling fees. Justice System Development/Planning Special Revenue Funds 112700 Zero Tolerance- Domestic Violence Fund To account for the funding for oversight and coordination of domestic violence programs. Supported by recording fees authorized by State law (SB 968). Employment & Human Services Special Revenue Funds 112900 DA Revenue Narcotics Fund To account for a portion of the distributed forfeited narcotics assets that are used for enhancement of prosecution. District Attorney Special Revenue Funds 113000 DA Environment/OSHA Fund To account for the costs associated with environmental and occupational safety and health investigations, prosecutions, and employee training pursuant to Court Order. District Attorney Special Revenue Funds 113100 DA Forfeiture-Fed-DOJ Fund 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. District Attorney Special Revenue Funds 113200 Walden Green Maintenance Fund 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. Conservation & Development Special Revenue Funds 113300 R/Estate Fraud Prosecution Fund To account for the costs of deterring, investigating and prosecuting real estate fraud crimes, funded by fees from recording real estate instruments. District Attorney Special Revenue Funds 113400 CCC Dept Child Support Svcs Fund 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. Child Support Services Contra Costa County | FY24-25 Recommended Budget Page 517 597 Fund Type Fund Fund Name Fund Description Associated Departments Special Revenue Funds 113500 Emergency Med Svcs Fund To account for the reimbursement to physicians and hospitals for a percentage of the losses they incur in providing uncompensated emergency services. Health Services Special Revenue Funds 113800 Los Medanos Comm Health Care Created by the Board of Supervisors pursuant to a requirement by the Local Agency Formation Commission (LAFCo) to track ad valorem property tax revenue previously distributed to the Los Medanos Community Healthcare District now directed to the County following dissolution of the District. All funds must be spent for the bene t of the residents within the former District area. Health Services Special Revenue Funds 113900 Traf c Safety Fund To account for the cost of of cial traf c control devices, the maintenance of equipment and supplies for traf c law enforcement and traf c 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. Sheriff-Coroner Special Revenue Funds 114000 Public Protection-Spec Rev Fund To account for the funding of a Countywide warrant system for replacement and enhancement of automated ngerprint identi cation (CAL-ID) equipment. Justice System Development/Planning Special Revenue Funds 114100 Sheriff Nar Forfeit-ST/Local Fund 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. Sheriff-Coroner Special Revenue Funds 114200 Sheriff Forfeit-Fed-DoJ Fund 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. Sheriff-Coroner Special Revenue Funds 114300 Sup Law Enforcement Svcs Fund 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"). District Attorney Justice System Development/Planning Probation Sheriff-Coroner Special Revenue Funds 114500 Sheriff Forfeit-Fed Treasury Fund 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. Sheriff-Coroner Special Revenue Funds 114600 PROP 63 MH Svcs Fund 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. Health Services Special Revenue Funds 114700 Prisoners Welfare Fund To account for commissions from inmate telephone calls and commissary purchases that are used for service contracts that bene t inmates (penal code §4025, 4026). Sheriff-Coroner Contra Costa County | FY24-25 Recommended Budget Page 518 598 Fund Type Fund Fund Name Fund Description Associated Departments Special Revenue Funds 115000 Automated Sys Development Fund To account for the interest and administrative costs associated with the Teeter Plan borrowing program and other funding sources to nance maintenance and enhancements for countywide nancial systems. Auditor-Controller General County Services Special Revenue Funds 115100 Property Tax Admin Fund To account for nancing from AB 719 used to fund operation improvements in the Assessor's Of ce.Assessor Special Revenue Funds 115300 Cnty Local Rev Fund To account for the following "realignment" accounts for Trial Court Security, District Attorney and Public Defender, Juvenile Justice, the Health and Human Services, and the Supplemental Law Enforcement Account. Funds to be used exclusively for Public Safety Services, as de ned, and for other speci c services, including funding grants pertaining to county probation, mental health, drug and alcohol, and other county departments to provide rehabilitative, housing, and supervision services to youthful offenders. District Attorney Employment & Human Services Health Services Justice System Develop/Planning Probation Public Defender Public Safety Realignment Sheriff-Coroner Special Revenue Funds 115500 IHSS Public Authority Fund 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. Employment & Human Services Special Revenue Funds 115600 DNA Identi cation Fund To account for $1 of every $10 ne, 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). Justice System Development/Planning Special Revenue Funds 115700 Comm Corr Performance Inctv Fund To account for revenue transferred from state to the Community Corrections Performance Incentives funds (CCPIF) for use in Evidence-based probation supervision activities with the ultimate goal of reducing recidivism among adult between the ages of 18 and 25. SB 678 California Community Corrections Act of 2009. Probation Special Revenue Funds 115800 NO Rich Wst&Rcvy Mitigation Fee Fund To account for mitigation fees collected from the WCCSL Bulk Materials Processing Center used to defray annual costs associated with collection and disposal of illegally dumped waste and associated impacts in N. Richmond and adjacent areas. Board of Supervisors Special Revenue Funds 115900 L/M HSG Asset Fd-LMI Fund To account for winding down of the County's former redevelopment activities in accordance with Assembly Bill 1484 and as codi ed in the State of California's Health and Safety Code. Conservation & Development Special Revenue Funds 116000 Bailey Rd Mntc Surcharge Fund Used for surcharge to be imposed at Keller Canyon Land ll for the maintenance of Bailey Road between Highway 4 interchange and the land ll entrance pursuant to Land Use Permit Conditions of Approval. Public Works Special Revenue Funds 116100 Home Invstmt Prtnrshp Act Fund 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). Conservation & Development Contra Costa County | FY24-25 Recommended Budget Page 519 599 Fund Type Fund Fund Name Fund Description Associated Departments Special Revenue Funds 116200 CASP Cert & Training Fund To account for moneys used for increased certi ed access specialist (CASP) training and certi cation within that local jurisdiction and to facilitate compliance with construction-related accessibility requirements (AB1379 - Jan 2018) Conservation & Development Special Revenue Funds 120600 County Library Fund To account for the funding of operations for the County library.Library Special Revenue Funds 120700 Casey Library Gift Fund To account for monies bequeathed by the Casey family to the library that is restricted to Ygancio Valley library branch expenditures. Library Special Revenue Funds 123200 West County Area of Bene t To account for developer fees to nance improvements of bridges and major thoroughfares in the West County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 123400 North Richmond AOB To account for developer fees to nance improvements of bridges and major thoroughfares in the North Richmond County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 124000 Martinez Area of Bene t To account for developer fees to nance improvements of bridges and major thoroughfares in the Martinez unincorporated County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 124100 Briones Area of Bene t To account for developer fees to nance improvements of bridges and major thoroughfares in the Briones County area (Government Code 66484, Div. 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 124200 Central Co Area/Bene t To account for developer fees to nance improvements of bridges and major thoroughfares in the Central County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 126000 Alamo Area of Bene t To account for developer fees to nance improvements of bridges and major thoroughfares in the Alamo County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 127000 South Co Area of Bene t To account for developer fees to nance improvements of bridges and major thoroughfares in the South County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 128200 East County Area of Bene t To account for developer fees to nance improvements of bridges and major thoroughfares in the East County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 129000 Bethel Isl Area of Bene t To account for developer fees to nance improvements of bridges and major thoroughfares in the Bethel Island County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Public Works Special Revenue Funds 132800 County Childrens Fund To account for monies supporting prevention/ intervention services to abused and neglected children/children at risk. Funding generated through birth certi cate fees (AB2994). Employment & Human Services Contra Costa County | FY24-25 Recommended Budget Page 520 600 Fund Type Fund Fund Name Fund Description Associated Departments Special Revenue Funds 133200 Animal Bene t Fund To account for donations limited to items that directly bene t animals.Animal Services Special Revenue Funds 133400 CO-Wide Gang and Drug Fund 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. Sheriff-Coroner Special Revenue Funds 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. Conservation & Development Special Revenue Funds 134900 ARRA HUD Bldg Insp NPP Fund 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. Conservation & Development Debt Service Funds 135200 Ret Litgtn Stlmnt Dbt Svc Fund 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. General County Services Special Revenue Funds 136000 Central Identify Bureau Fund To account for funds received from cities and other participants in the Automated Fingerprint Identi cation System (B.O. 12/7/93). Sheriff-Coroner Special Revenue Funds 138800 Southern Paci c Right-of- Way Fund To Account for the planning of possible future uses, maintenance, and administration of the former Southern Paci c Railroad right of way. (Res 91-813) Public Works Special Revenue Funds 139000 RD Dvlpmnt Discovery Bay Fund To account for developer fees used to nance improvements of bridges and major thoroughfares in the Discovery Bay area, mitigating adverse traf c and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). Public Works Special Revenue Funds 139200 Road Imprvmnt Fee Fund To account for developer fees levied through conditions of approval to nance road improvements in the unincorporated County area in order to mitigate adverse traf c and infrastructure impacts. Public Works Special Revenue Funds 139400 Rd Devlpmnt Rich/El Sobrt To account for developer fees used to nance improvements of bridges and major thoroughfares in the Richmond/El Sobrante area, mitigating adverse traf c and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). Public Works Special Revenue Funds 139500 Road Development Bay Point To account for developer fees used to nance improvements of bridges and major thoroughfares in the Bay Point area, mitigating adverse traf c and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). Public Works Special Revenue Funds 139900 Rd Devlpmnt Pacheco Area To account for developer fees used to nance improvements of bridges and major thoroughfares in the Pacheco area, mitigating adverse traf c and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). Public Works Enterprise Funds 140100 Airport Enterprise Fund To account for the operation and capital development of Buchanan and Byron Airports.Public Works Contra Costa County | FY24-25 Recommended Budget Page 521 601 Fund Type Fund Fund Name Fund Description Associated Departments Enterprise Funds 142000 Sheriff Law Enf Training Fund 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. Sheriff-Coroner Enterprise Funds 142500 Childcare Enterprise Fund 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. Employment & Human Services Enterprise Funds 145000 Hospital Enterprise Fund To account for the operations of the Contra Costa Regional Medical Center (CCRMC).Health Services Enterprise Funds 146000 HMO Enterprise Fund 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. Health Services Enterprise Funds 146100 HMO Enterprise -Comm Plan Fund 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. Health Services Internal Service Funds 150100 Fleet Internal Service Fund To account for funding and facilitate regular scheduled replacement of County vehicles.Public Works Special Districts Various Emergency Medical Services To provide support for expanded rst responder and paramedic service; EMS communications; Public Access De brillation; Hazardous Materials Program charges and administrative and levy collection costs. Funded by Measure H parcel levies collected with property taxes. Also accounts for the West Contra Costa Health Care District. Health Services Special Districts Various Fire Protection To account for re protection services in the County. Services include re suppression responses, emergency medical services, rescue responses, hazardous condition responses, plan review, code enforcement, re/arson investigation, weed abatement, public education, and permits issuance required by Fire Code. Primarily funded by property taxes. Fire Districts Special Districts Various Flood Control To account for activities related to regional drainage facility planning, collection and analysis of rainfall data, and projects. Funded by drainage fees, property tax assessments and interest earnings. Public Works Special Districts Various Miscellaneous Districts To account primarily for development of the County's water policy and oversight of 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. Public Works Special Districts 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 Public Works Special Districts Various Service Area-Library To account for library services in El Sobrante, Pinole, Moraga, Walnut Creek/Concord (Ygnacio). Funding provided by property tax assessments. Library Contra Costa County | FY24-25 Recommended Budget Page 522 602 Fund Type Fund Fund Name Fund Description Associated Departments Special Districts Various Service Area-Lighting To account 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 Public Works Special Districts Various Service Area-Miscellaneous To account primarily for development of the County's water policy and oversight of 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. Public Works Special Districts Various Service Area-Police To account for police protection services in speci c areas in the county. Revenues received from property taxes and user charges. Public Works Special Districts Various Service Area-Recreation To account for recreation facility maintenance by special districts to speci c areas in the county. Revenues received from property taxes assessments, facility rental fees and interest earnings. Public Works Special Districts 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. Public Works Special Districts Various Storm Drainage Districts To account for accumulated monies for payment of storm drainage bonds. Financed provided by speci c property tax levies. Public Works Special Districts 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. Public Works Contra Costa County | FY24-25 Recommended Budget Page 523 603 APPENDIX Contra Costa County | FY24-25 Recommended Budget Page 524 604 Glossary Abatement: A reduction or elimination of a real or personal property tax, motor vehicle excise, a fee, charge, or special assessment imposed by a governmental unit. Granted only on application of the person seeking the abatement and only by the committing governmental unit. Accounting System: The total structure of records and procedures that identify record, classify, and report information on the nancial position and operations of a governmental unit or any of its funds, account groups, and organizational components. Accrued Interest: The amount of interest that has accumulated on the debt since the date of the last interest payment, and on the sale of a bond, the amount accrued up to but not including the date of delivery (settlement date). (See Interest) Amortization: The gradual repayment of an obligation over time and in accordance with a predetermined payment schedule. Appropriation: A legal authorization from the community's legislative body to expend money and incur obligations for speci c public purposes. An appropriation is usually limited in amount and as to the time period within which it may be expended. Arbitrage: As applied to municipal debt, the investment of tax-exempt bonds or note proceeds in higher yielding, taxable securities. Section 103 of the Internal Revenue Service (IRS) Code restricts this practice and requires (beyond certain limits) that earnings be rebated (paid) to the IRS. Assessed Valuation: A value assigned to real estate or other property by a government as the basis for levying taxes. Audit: An examination of a community's nancial systems, procedures, and data by a certi ed public accountant (independent auditor), and a report on the fairness of nancial statements and on local compliance with statutes and regulations. The audit serves as a valuable management tool in evaluating the scal performance of a community. Audit Report: Prepared by an independent auditor, an audit report includes: (a) a statement of the scope of the audit; (b) explanatory comments as to application of auditing procedures; (c) ndings and opinions. It is almost always accompanied by a management letter which contains supplementary comments and recommendations. Available Funds: Balances in the various fund types that represent non-recurring revenue sources. As a matter of sound practice, they are frequently appropriated to meet unforeseen expenses, for capital expenditures or other one-time costs. Balance Sheet: A statement that discloses the assets, liabilities, reserves and equities of a fund or governmental unit at a speci ed date. Betterments (Special Assessments): Whenever a speci c area of a community receives bene t from a public improvement (e.g., water, sewer, sidewalk, etc.), special property taxes may be assessed to reimburse the governmental entity for all or part of the costs it incurred. Each parcel receiving bene t from the improvement is assessed for its proportionate share of the cost of such improvements. The proportionate share may be paid in full or the property owner may request that the assessors apportion the betterment over 20 years. Over the life of the betterment, one year’s apportionment along with one year’s committed interest computed from October 1 to October 1 is added to the tax bill until the betterment has been paid. Bond: A means to raise money through the issuance of debt. A bond issuer/borrower promises in writing to repay a speci ed sum of money, alternately referred to as face value, par value or bond principal, to the buyer of the bond on a speci ed future date (maturity date), together with periodic interest at a speci ed rate. The term of a bond is always greater than one year. (See Note) Bond and Interest Record: (Bond Register) – The permanent and complete record maintained by a treasurer for each bond issue. It shows the amount of interest and principal coming due each date and all other pertinent information concerning the bond issue. Bonds Authorized and Unissued: Balance of a bond authorization not yet sold. Upon completion or abandonment of a project, any remaining balance of authorized and unissued bonds may not be used for other purposes, but must be rescinded by the community's legislative body to be removed from community's books. Bond Issue: Generally, the sale of a certain number of bonds at one time by a governmental unit. Contra Costa County | FY24-25 Recommended Budget Page 525 605 Bond Rating (Municipal): A credit rating assigned to a municipality to help investors assess the future ability, legal obligation, and willingness of the municipality (bond issuer) to make timely debt service payments. Stated otherwise, a rating helps prospective investors determine the level of risk associated with a given xed-income investment. Rating agencies, such as Moody's and Standard and Poors, use rating systems, which designate a letter or a combination of letters and numerals where AAA is the highest rating and C1 is a very low rating. Budget: A plan for allocating resources to support particular services, purposes and functions over a speci ed period of time. (See Performance Budget, Program Budget) Capital Assets: All real and tangible property used in the operation of government, which is not easily converted into cash, and has an initial useful live extending beyond a single nancial reporting period. Capital assets include land and land improvements; infrastructure such as roads, bridges, water and sewer lines; easements; buildings and building improvements; vehicles, machinery and equipment. Communities typically de ne capital assets in terms of a minimum useful life and a minimum initial cost. (See Fixed Assets) Capital Budget: An appropriation or spending plan that uses borrowing or direct outlay for capital or xed asset improvements. Among other information, a capital budget should identify the method of nancing each recommended expenditure, i.e., tax levy or rates, and identify those items that were not recommended. (See Capital Assets, Fixed Assets) Cash: Currency, coin, checks, postal and express money orders and bankers’ drafts on hand or on deposit with an of cial or agent designated as custodian of cash and bank deposits. Cash Management: The process of monitoring the ebb and ow of money in an out of municipal accounts to ensure cash availability to pay bills and to facilitate decisions on the need for short- term borrowing and investment of idle cash. Certi cate of Deposit (CD): A bank deposit evidenced by a negotiable or non-negotiable instrument, which provides on its face that the amount of such deposit plus a speci ed interest payable to a bearer or to any speci ed person on a certain speci ed date, at the expiration of a certain speci ed time, or upon notice in writing. Classi cation of Real Property: Assessors are required to classify all real property according to use into one of four classes: residential, open space, commercial, and industrial. Having classi ed its real properties, local of cials are permitted to determine locally, within limitations established by statute and the Commissioner of Revenue, what percentage of the tax burden is to be borne by each class of real property and by personal property owners. Collective Bargaining: The process of negotiating workers' wages, hours, bene ts, working conditions, etc., between an employer and some or all of its employees, who are represented by a recognized labor union. regarding wages, hours and working conditions. Consumer Price Index: The statistical measure of changes, if any, in the overall price level of consumer goods and services. The index is often called the "cost-of-living index." Cost-Bene t Analysis: A decision-making tool that allows a comparison of options based on the level of bene t derived and the cost to achieve the bene t from different alternatives. Debt Burden: The amount of debt carried by an issuer usually expressed as a measure of value (i.e., debt as a percentage of assessed value, debt per capita, etc.). Sometimes debt burden refers to debt service costs as a percentage of the total annual budget. Debt Service: The repayment cost, usually stated in annual terms and based on an amortization schedule, of the principal and interest on any particular bond issue. Encumbrance: A reservation of funds to cover obligations arising from purchase orders, contracts, or salary commitments that are chargeable to, but not yet paid from, a speci c appropriation account. Enterprise Funds: An enterprise fund is a separate accounting and nancial reporting mechanism for municipal services for which a fee is charged in exchange for goods or services. It allows a community to demonstrate to the public the portion of total costs of a service that is recovered through user charges and the portion that is subsidized by the tax levy, if any. With an enterprise fund, all costs of service delivery--direct, indirect, and capital costs—are identi ed. This allows the community to recover total service costs through user fees if it chooses. Enterprise accounting also enables communities to reserve the Contra Costa County | FY24-25 Recommended Budget Page 526 606 "surplus" or net assets unrestricted generated by the operation of the enterprise rather than closing it out to the general fund at year-end. Services that may be treated as enterprises include, but are not limited to, water, sewer, hospital, and airport services. Equalized Valuations (EQVs): The determination of the full and fair cash value of all property in the community that is subject to local taxation. Equity: Equity means that each and every person achieves positive health and well-being and is able to access the resources they need to thrive. We apply equity in our work when we create opportunities and spaces in which all people are welcomed, supported, and valued to participate in meaningful ways. Estimated Receipts: A term that typically refers to anticipated local revenues often based on the previous year's receipts and represent funding sources necessary to support a community's annual budget. (See Local Receipts) Exemptions: A discharge, established by statute, from the obligation to pay all or a portion of a property tax. The exemption is available to particular categories of property or persons upon the timely submission and approval of an application to the assessors. Properties exempt from taxation include hospitals, schools, houses of worship, and cultural institutions. Persons who may qualify for exemptions include disabled veterans, blind individuals, surviving spouses, and seniors. Expenditure: An outlay of money made by municipalities to provide the programs and services within their approved budget. Fiduciary Funds: Repository of money held by a municipality in a trustee capacity or as an agent for individuals, private organizations, other governmental units, and other funds. These include pension (and other employee bene t) trust funds, investment trust funds, private- purpose trust funds, and agency funds. Fixed Assets: Long-lived, assets such as buildings, equipment and land obtained or controlled as a result of past transactions or circumstances. Fixed Costs: Costs that are legally or contractually mandated such as retirement, FICA/Social Security, insurance, debt service costs or interest on loans. Float: The difference between the bank balance for a local government’s account and its book balance at the end of the day. The primary factor creating oat is clearing time on checks and deposits. Delays in receiving deposit and withdrawal information also in uence oat. Full Faith and Credit: A pledge of the general taxing powers for the payment of governmental obligations. Bonds carrying such pledges are usually referred to as general obligation or full faith and credit bonds. Fund: An accounting entity with a self-balancing set of accounts that are segregated for the purpose of carrying on identi ed activities or attaining certain objectives in accordance with speci c regulations, restrictions, or limitations. Fund Accounting: Organizing nancial records into multiple, segregated locations for money. A fund is a distinct entity within the municipal government in which nancial resources and activity (assets, liabilities, fund balances, revenues, and expenditures) are accounted for independently in accordance with speci c regulations, restrictions or limitations. Examples of funds include the general fund and enterprise funds. Communities whose accounting records are organized according to the Uniform Municipal Accounting System (UMAS) use multiple funds. GASB 34: A major pronouncement of the Governmental Accounting Standards Board that establishes new criteria on the form and content of governmental nancial statements. GASB 34 requires a report on overall nancial health, not just on individual funds. It requires more complete information on the cost of delivering value estimates on public infrastructure assets, such as bridges, road, sewers, etc. It also requires the presentation of a narrative statement the government's nancial performance, trends and prospects for the future. GASB 45: This is another Governmental Accounting Standards Board major pronouncement that each public entity account for and report other postemployment bene ts in its accounting statements. Through actuarial analysis, municipalities must identify the true costs of the OPEB earned by employees over their estimated years of actual service. General Fund: The fund used to account for most nancial resources and activities governed by the normal appropriation process. Contra Costa County | FY24-25 Recommended Budget Page 527 607 General Obligation Bonds: Bonds issued by a municipality for purposes allowed by statute that are backed by the full faith and credit of its taxing authority. General Purpose Revenue: The County's discretionary budget, which is primarily sourced from property taxes, sales and use taxes, interest earnings, fees, and other miscellaneous sources. Governing Body: A board, committee, commission, or other executive or policymaking bodyof a municipality or school district. Indirect Cost: Costs of a service not re ected in the operating budget of the entity providing the service. An example of an indirect cost of providing water service would be the value of time spent by non-water department employees processing water bills. A determination of these costs is necessary to analyze the total cost of service delivery. The matter of indirect costs arises most often in the context of enterprise funds. Interest: Compensation paid or to be paid for the use of money, including amounts payable at periodic intervals or discounted at the time a loan is made. In the case of municipal bonds, interest payments accrue on a day-to-day basis, but are paid every six months. Interest Rate: The interest payable, expressed as a percentage of the principal available for use during a speci ed period of time. It is always expressed in annual terms. Investments: Securities and real estate held for the production of income in the form of interest, dividends, rentals or lease payments. The term does not include xed assets used in governmental operations. Line Item Budget: A budget that separates spending into categories, or greater detail, such as supplies, equipment, maintenance, or salaries, as opposed to a program budget. Local Aid: Revenue allocated by the state or counties to municipalities and school districts. Maturity Date: The date that the principal of a bond becomes due and payable in full. Municipal(s): (As used in the bond trade) "Municipal" refers to any state or subordinate governmental unit. "Municipals" (i.e., municipal bonds) include not only the bonds of all political subdivisions, such as cities, towns, school districts, special districts, counties but also bonds of the state and agencies of the state. Note: A short-term loan, typically with a maturity date of a year or less. Objects of Expenditures: A classi cation of expenditures that is used for coding any department disbursement, such as “personal services,” “expenses,” or “capital outlay.” Of cial Statement: A document prepared for potential investors that contains information about a prospective bond or note issue and the issuer. The of cial statement is typically published with the notice of sale. It is sometimes called an offering circular or prospectus. Operating Budget: A plan of proposed expenditures for personnel, supplies, and other expenses for the coming scal year. Overlapping Debt: A community's proportionate share of the debt incurred by an overlapping government entity, such as a regional school district, regional transit authority, etc. Performance Budget: A budget that stresses output both in terms of economy and ef ciency. Principal: The face amount of a bond, exclusive of accrued interest. Program: A combination of activities to accomplish an end. Program Budget: A budget that relates expenditures to the programs they fund. The emphasis of a program budget is on output. Purchased Services: The cost of services that are provided by a vendor. Refunding of Debt: Transaction where one bond issue is redeemed and replaced by a new bond issue under conditions generally more favorable to the issuer. Contra Costa County | FY24-25 Recommended Budget Page 528 608 Reserve Fund: An amount set aside annually within the budget of a town to provide a funding source for extraordinary or unforeseen expenditures. Revaluation: The assessors of each community are responsible for developing a reasonable and realistic program to achieve the fair cash valuation of property in accordance with constitutional and statutory requirements. The nature and extent of that program will depend on the assessors’ analysis and consideration of many factors, including, but not limited to, the status of the existing valuation system, the results of an in-depth sales ratio study, and the accuracy of existing property record information. Revenue Anticipation Note (RAN): A short-term loan issued to be paid off by revenues, such as tax collections and state aid. RANs are full faith and credit obligations. Revenue Bond: A bond payable from and secured solely by speci c revenues and thereby not a full faith and credit obligation. Revolving Fund: Allows a community to raise revenues from a speci c service and use those revenues without appropriation to support the service. Sale of Real Estate Fund: A fund established to account for the proceeds of the sale of municipal real estate other than proceeds acquired through tax title foreclosure. Stabilization Fund: A fund designed to accumulate amounts for capital and other future spending purposes, although it may be appropriated for any lawful purpose. Surplus Revenue: The amount by which cash, accounts receivable, and other assets exceed liabilities and reserves. Tax Rate: The amount of property tax stated in terms of a unit of the municipal tax base; for example, $14.80 per $1,000 of assessed valuation of taxable real and personal property. Tax Title Foreclosure: The procedure initiated by a municipality to obtain legal title to real property already in tax title and on which property taxes are overdue. Trust Fund: In general, a fund for money donated or transferred to a municipality with speci c instructions on its use. As custodian of trust funds, the treasurer invests and expends such funds as stipulated by trust agreements, as directed by the commissioners of trust funds or by the community's legislative body. Both principal and interest may be used if the trust is established as an expendable trust. For nonexpendable trust funds, only interest (not principal) may be expended as directed. Uncollected Funds: Recently deposited checks included in an account’s balance but drawn on other banks and not yet credited by the Federal Reserve Bank or local clearinghouse to the bank cashing the checks. (These funds may not be loaned or used as part of the bank’s reserves and they are not available for disbursement.) Undesignated Fund Balance: Monies in the various government funds as of the end of the scal year that are neither encumbered nor reserved, and are therefore available for expenditure once certi ed as part of free cash. Unreserved Fund Balance (Surplus Revenue Account): The amount by which cash, accounts receivable, and other assets exceed liabilities and restricted reserves. It is akin to a "stockholders’ equity" account on a corporate balance sheet. It is not, however, available for appropriation in full because a portion of the assets listed as "accounts receivable" may be taxes receivable and uncollected. (See Free Cash) Vacancy Factor: A vacancy factor, also known as "attrition," is a reduction in appropriations for salary and bene ts, accounting for anticipated cost savings from authorized positions remaining un lled during the scal year. Valuation (100 Percent): The legal requirement that a community’s assessed value on property must re ect its market, or full and fair cash value. Contra Costa County | FY24-25 Recommended Budget Page 529 609 County Administrator’s Office April 22, 2024 Fiscal Year 2024-2025 Recommended Budget 610 FY24-25 Recommended Budget Agenda – Day 1 2 1.Presentations a.County Administrator’s Office b.Clerk-Recorder and Registrar of Voters c.Auditor Controller d.Health Services e.Employment and Human Services f.Animal Services g.Contra Costa County Fire Protection District h.Library 2.Public Comment 3.Board discussion 611 FY24-25 Recommended Budget Agenda – Day 2 1.Department presentations i.Sheriff-Coroner j.District Attorney k.Public Defender l.Probation m.Public Works 2.Public comment 3.Board discussion / action 3 612 FY24-25 Recommended Budget Budget in brief 1.Balanced budget of $5.979 billion in expenditures and revenues for all funds and districts 2.Maintains existing service levels 3.Authorizes 11,400.6 FTE, including a $145.7M net salary and benefit increase ($83M for negotiated wage increases) 4.Notable changes a.Adds 79 FTE (67 Health Services + 12 Sheriff) for Detention Health to comply with a court ordered settlement with the Prison Law Office b.Rising insurance and workers compensation costs c.Increases appropriation for contingencies from $15M to $20M (0.33% of the County budget) 4 613 FY24-25 Recommended Budget Rising insurance premiums Premiums FY24-25 Budgeted FY23-24 Actual Percent change General Liability 17,145,090 13,854,454 24% Property and Pollution 10,003,410 7,639,036 31% Workers' Compensation 6,413,800 5,713,870 12% Medical Malpractice 2,717,100 2,553,268 6% Cyber 1,097,190 658,975 66% 37,433,380 30,419,603 23% 5 614 FY24-25 Recommended Budget Critical factors in how we balanced 1.Continued, but slowing, revenue growth of 1.5% for Property Tax 2.Increased interest income to $60M (up from $30M) 3.Vacancy Factors (salary budget reductions) totaling $81.6M a.Health Services $61.6M b.Employment and Human Services $3.8M c.Library $2.4M d.Information Technology $1.8M e.Conservation and Development $1.7M f.Child Support Services $1.3M g.Probation $1.2M h.Clerk-Recorder Elections $1.1M i.Others: Sheriff $685k, Animal Services $500k, District Attorney $277k, Public Defender $33k, Assessor $342k 6 615 FY24-25 Recommended Budget FY24-25 Recommended expenditure budget of $5.979 billion 7 $1.46B $1.49B $1.60B $1.65B $1.73B $2.04B $2.19B $2.50B $2.61B $2.91B $3.15B $3.34B $3.47B $3.79B 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 FY18-19 Actuals FY19-20 Actuals FY20-21 Actuals FY21-22 Actuals FY22-23 Actuals FY23-24 Adopted Budget FY24-25 Recommended BudgetBillionsCounty Expenditure Trends FY18-25 Salaries and benefits All other costs $3.96B $4.10B $4.51B $4.80B $5.07B $5.51B $5.98B 616 FY24-25 Recommended Budget Budgeted $5.979 billion expenditures by state categories 8 Health And Sanitation, $2,944,104,913, 49% Public Protection, $1,472,026,358, 25% Public Assistance, $921,260,771, 15% General, $342,921,586, 6% Public Ways & Facilities, $228,158,114, 4% Education, $43,688,769, <1% Approp For Contingencies, $20,000,000, <1% Recreation & Cultural Svcs, $7,463,749, <1% 617 FY24-25 Recommended Budget Requiring $5.979 billion in revenues 9 Hospital/Health Plan Revenue, $2,132,293,140, 36% Property Taxes, $795,847,872, 13% Other Taxes, $157,916,711, 3% Licenses & Permits, $39,951,542, <1% Fines & Penalties, $28,814,791, <1% Use Of Money & Property, $81,452,401, 1% Intergovernmental Revenue, $1,468,814,682, 25% Charges For Services, $380,177,651, 6% Miscellaneous Revenue, $620,176,781, 10% Fund Balance, $219,233,245, 4% 618 FY24-25 Recommended Budget Revenues by source 10 State Assistance, $2,546,099,556, 42% Other Local Revenue, $2,127,960,272, 36% General Purpose Revenue, $783,171,054, 13% Federal Assistance, $522,393,378, 9% 619 FY24-25 Recommended Budget Recommended Budget FY24-25 – All funds 11 Total All County - All Funds General Government Health & Welfare Law & Justice Special Districts Expense Salaries And Benefits 2,186,145,556 283,324,523 1,233,295,772 463,075,794 206,449,467 Services And Supplies 2,701,499,527 385,635,459 1,878,938,154 91,917,382 345,008,533 Other Charges 658,664,513 58,455,761 512,821,454 39,520,135 47,867,163 Fixed Assets 106,534,846 37,101,433 29,877,049 7,506,478 32,049,886 Expenditure Transfers 306,779,817 -80,210,210 225,672,024 113,521,706 47,796,297 Provisions For Contingencies 20,000,000 20,000,000 Expense Total 5,979,624,260 704,306,966 3,880,604,452 715,541,495 679,171,346 Revenue Other Local Revenue 2,856,185,881 1,151,313,269 843,511,983 186,380,186 674,980,443 Federal Assistance 522,393,378 35,704,580 479,535,028 4,191,902 2,961,868 State Assistance 2,546,099,556 52,867,186 2,266,110,205 225,893,129 1,229,036 Revenue Total 5,924,678,815 1,239,885,035 3,589,157,217 416,465,217 679,171,347 Net Fund Cost (NFC):54,945,445 -535,578,068 291,447,236 299,076,278 -1 Allocated Positions (FTE)11,400.6 1,729.1 6,984.3 2,063.1 624.0 620 FY24-25 Recommended Budget Recommended Budget FY24-25 – General Fund 12 Total General Fund General Government Health & Welfare Law & Justice Expense Salaries And Benefits 1,246,822,315 204,509,909 582,627,313 459,685,093 Services And Supplies 906,243,790 270,440,642 546,406,373 89,396,775 Other Charges 390,151,267 32,133,143 323,943,896 34,074,229 Fixed Assets 39,397,960 29,047,433 2,844,049 7,506,478 Expenditure Transfers -145,757,561 -116,579,918 -32,703,538 3,525,895 Provisions For Contingencies 20,000,000 20,000,000 0 Expense Total 2,456,857,771 439,551,209 1,423,118,092 594,188,470 Revenue Other Local Revenue 1,493,284,945 1,000,331,501 329,063,250 163,890,194 Federal Assistance 434,690,243 16,796,333 413,702,008 4,191,902 State Assistance 528,882,583 5,530,943 388,806,923 134,544,717 Revenue Total 2,456,857,771 1,022,658,777 1,131,572,181 302,626,813 Net County Cost (NCC):0 -583,107,568 291,545,911 291,561,657 Allocated Positions (FTE)6,902.1 1,201.7 3,660.3 2,040.1 621 FY24-25 Recommended Budget General Purpose Revenue allocations Just eight departments comprise 79% of the discretionary budget of $783.1M 13 Agency Name FY24-25 Recommended Net County Cost Share of Total Health Services 247,731,113 31.6% Sheriff-Coroner 144,856,831 18.5% Probation 49,457,000 6.3% Employment & Human Services 43,604,055 5.6% Public Works 40,999,999 5.2% Public Defender 40,240,276 5.1% District Attorney 31,013,065 4.0% Assessor 22,245,815 2.8% 79% 622 FY24-25 Recommended Budget General Purpose Revenue allocations The balance of allocations total 21% of General Purpose Revenue. If Capital, Contingency Reserve, and Measure X funds (ConFire, DCD, ORESJ) are excluded, the remaining departments total just 11% of the discretionary budget. 14 Agency Name FY24-25 Recommended Net County Cost Share of Total County Administrator 13,934,691 1.8% Superior Court Related Functions 13,205,500 1.7% Clerk-Recorder / Elections 10,315,164 1.3% Board Of Supervisors 7,943,812 1.0% Animal Services 5,788,985 0.7% Information Technology 5,210,000 0.7% Justice Programs - Conflict Defense 5,000,000 0.6% Auditor-Controller 4,376,436 0.6% Treasurer-Tax Collector 4,313,711 0.6% Agriculture-Weights/Measures 3,818,889 0.5% County Counsel 3,007,154 0.4% Human Resources 2,982,851 0.4% General County Services 2,268,800 0.3% Veterans Service 1,889,744 0.2% Risk Management 409,634 0.1% Library 215,040 0.0% Racial Equity Social Justice 1,290,240 0.2% Conservation & Development 16,410,650 2.1% Consolidated Fire District 15,641,600 2.0% Capital Improvements 25,000,000 3.2% Contingency Reserve 20,000,000 2.6% Total 783,171,054 100% 11% 10% 623 FY24-25 Recommended Budget Contra Costa County - Assessed Value Fiscal Years 2000 - 2024 15 $85B $267B $271B 11.7% -7.0% -3.0% -0.4% 8.9% 7.8% 4.0% 1.5% -7% -2% 3% 8% 13% 18% 23% (100) (50) - 50 100 150 200 250 300 FY00-01 FY05-06 FY10-11 FY15-16 FY20-21Billions Net Assessed Value Year on Year Change (%)Sources: CA BOE, Beacon Economics 624 FY24-25 Recommended Budget General Fund reserves 1.For FY 2022-23, total General Fund revenues were $2.11 billion, and the total fund balance was $880.2 million, or 41.7% of total General Fund revenue 2.Of the $880.2 million: a.$444.3 million was unassigned – 21.0% of total General Fund Revenues b.$435.9 million was assigned, committed, restricted or nonspendable 16 7.2% 9.4% 11.0% 13.2% 16.5%17.9%16.6% 20.1%20.5%21.2%20.0%21.0% 0% 5% 10% 15% 20% 25% FY11-12 FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Unassigned General Fund Reserves 625 FY24-25 Recommended Budget FY24-25 Recommended FTE Changes 17 Agency FY23-24 Adopted Budget FY24-25 Recommended Budget Change 06 - Information Technology 101.00 109.00 8.00 09 - ORESJ 2.00 2.00 15 - Treasurer-Tax Collector 30.50 32.50 2.00 18 - Health Services 4,743.20 4,900.80 157.60 24 - Clerk-Recorder Elections 85.50 87.00 1.50 25 - Sheriff-Coroner 1,146.50 1,164.50 18.00 30 - Probation 358.00 370.00 12.00 33 - Agriculture-Weights/Measures 44.70 47.70 3.00 36 - Animal Services 83.00 93.00 10.00 38 - Conservation & Development 210.00 218.00 8.00 42 - District Attorney 236.60 239.10 2.50 43 - Public Defender 190.50 191.50 1.00 65 - Public Works 570.00 575.00 5.00 70 - Fire Protection 601.60 607.00 5.40 85 - Library 228.00 250.00 22.00 258.00 626 FY24-25 Recommended Budget Labor Contracts 18 Filled Positions 2023 Filled Positions 2024 Contract End Date AFSCME Local 512, Professional and Technical Employees 226 239 6/30/2026 AFSCME Local 2700, United Clerical, Technical and Specialized Employees 1,417 1,489 6/30/2026 California Nurses Association 815 816 9/30/2025 CCC Defenders Association 93 104 6/30/2026 CCC Deputy District Attorneys’ Association 91 100 6/30/2026 Deputy Sheriffs Association, Mgt Unit and Rank and File Unit 779 816 6/30/2027 Deputy Sheriffs Association, Probation Peace Officers Association 212 205 6/30/2027 District Attorney Investigator’s Association 15 19 6/30/2026 IAFF Local 1230 405 453 6/30/2027 Physicians and Dentists of Contra Costa 243 252 10/31/2025 Professional & Technical Engineers – Local 21, AFL-CIO 1,162 1,282 6/30/2026 Public Employees Union, Local One & FACS Site Supervisor Unit 489 497 6/30/2026 SEIU Local 1021, Rank and File and Service Line Supervisors Units 853 831 6/30/2026 Teamsters, Local 856 1,803 1,879 6/30/2026 United Chief Officers' Association 15 17 6/30/2027 Western Council of Engineers 23 21 6/30/2026 Management Classified & Exempt & Management Project 430 461 N/A 9,071 9,481 627 FY24-25 Recommended Budget Measure X sales tax revenues Contra Costa County voters passed Measure X, a ½ cent sales tax levied countywide, in November 2020. The ballot measure language stated the intent of Measure X is “to keep Contra Costa’s regional hospital open and staffed; fund community health centers, support timely emergency response; support crucial safety-net services; invest in early childhood services; protect vulnerable populations; and for other essential county services.” The tax became effective April 1, 2021. 1.$339.3M in actual revenue has been collected through March 2024; still need $17.5M more to fully fund existing allocations 2.The total Measure X allocations through FY23-24 is $356.8M 3.For FY24-25, Measure X recommended budget for revenues and expenditures are balanced at $120.2M. Ongoing allocations were given a 2.4% COLA. 4.Anticipating approximately $31M in one-time revenue surplus by September 2024, of which $0 has been actually received thus far. 19 628 FY24-25 Recommended Budget Measure X financials 20 Measure X adopted allocations through FY23-24 Budget Reserve 20,000,000$ One-time 136,895,200$ FY22-23 78,150,000$ FY23-24 121,793,535$ 356,838,735$ Revenue budget and projection through FY23-24 Budget Actuals/Projection Difference FY20-21 24,078,616$ 27,659,018$ (3,580,402)$ FY21-22 104,000,000$ 117,721,524$ (13,721,524)$ FY22-23 107,000,000$ 122,416,463$ (15,416,463)$ FY23-24 118,169,856$ 120,602,200$ (2,432,344)$ Total 353,248,472$ 388,399,206$ (35,150,734)$ 629 FY24-25 Recommended Budget COVID-19 FEMA Cost Recovery Update Financial Metrics 21 630 FY24-25 Recommended Budget COVID-19 FEMA Cost Recovery Update Timeline Metrics 22 631 FY24-25 Recommended Budget American Rescue Plan Act Update 23 ➢What’s it mean?: •Projected expenditures through FY 2023/24 are $186.5 million, including $162.2 million to HSD and $24.3 million to County departments for PSRP payments; •Based on these projections, $37.5 million will remain unallocated as of June 30, 2024. 632 FY24-25 Recommended Budget American Rescue Plan Act Recommendations for Board Consideration 24 1.Maximize Local Flexibility. The County Administrator's Office proposes to claim the remaining $37.5 million of ARPA CSLFRF funding in the current fiscal year (FY23-24) to offset a portion of the General Fund subsidy to the Health Services Department for the provision of healthcare to residents of the County. 2.Transparency. Establish a general fund reserve designation at the conclusion of FY23-24 in the amount of $37.5 million. This will allow the Board and the community to effectively track those funds within the audited financial statements of the County across fiscal years. 3.Accountability.As FEMA arrives at a disposition on the County's COVID-19 reimbursement claims, the County Administrator's Office will return to the Board to propose decreases to the general fund reserve designation consistent with the denominations reimbursed by FEMA. 633 FY24-25 Recommended Budget Risks to the Recommended Budget a.Unanticipated impacts from the State deficit and May Revision proposed budget b.High interest rates slowing growth in county assessed values and property tax revenues c.Significant negotiated salary increases compounding over years three and four d.FEMA reimbursement potential disallowances and timing to receive obligated funds 25 634 FY24-25 Recommended Budget FY24-25 Budget recommendations 1.OPEN and CONDUCT a public hearing to receive input on the Fiscal Year 2024-2025 Recommended Budget; 2.ACKNOWLEDGE that delivering core services, maintaining top credit ratings, minimizing debt, meeting labor contract obligations, and maintenance of the County's physical assets remain a priority of the Board of Supervisors over the long term; 3.ACKNOWLEDGE that the Recommended Budget balances annual estimated expenditures with estimated revenues in FY24-25; 4.ACKNOWLEDGE that the Recommended Budget does not include any funding changes that may occur in the State of California’s FY24-25 budget; 5.RE-AFFIRM the Board of Supervisors’ policy prohibiting the use of County General Purpose Revenue to backfill State and Federal revenue cuts; 6.PROVIDE direction to the County Administrator for the anticipated $31M one-time surplus for Measure X; 7.DIRECT the County Administrator to claim $37,544,395 in remaining American Rescue Plan Act (ARPA), Coronavirus State and Local Fiscal Recovery Funds (CSLFRF) to offset a portion of the General Fund subsidy to the Hospital Enterprise Fund in fiscal year 2023/24; 8.DIRECT the County Administrator to include a new General Fund reserve designation of “Assigned” fund balance in the amount of $37,544,395 at the conclusion of fiscal year 2023/24 in recognition of FEMA claims that have not yet been obligated or received; 26 635 FY24-25 Recommended Budget FY24-25 Budget recommendations 9.DIRECT the County Administrator to return to the Board of Supervisors at least annually on the status of the County’s COVID-19 FEMA Public Assistance program claims and DETERMINE whether to reduce the $37,544,395 “Assigned” fund balance designation in amounts consistent with COVID-19 FEMA payments received by the County. 10.ACKNOWLEDGE that the Recommended Budget includes a specific appropriation of $20M for contingency, and that the Board also maintains its ability to manage General Fund contingencies during the fiscal year by use of fund balance and reserve funds; 11.ACKNOWLEDGE that any program increases or 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; 12.RECEIVE public comment on the above budget presentations and any other budget items. 13.DIRECT the County Administrator to prepare for consideration by the Board of Supervisors on May 21, 2024, position additions and eliminations necessary to carry out Board action on the Recommended Budget; 14.DIRECT the County Administrator to prepare for Board adoption on May 21, 2024, the FY24-25 County and Special District Budgets, as modified to incorporate any changes directed by the Board during these public hearings; 15.CLOSE the public hearing. 27 636 Contra Costa County Kristin B. Connelly C l e r k -R e c o r d e r -E l e c t i o n s County Clerk-Recorder-Registrar Kristin.Connelly@vote.cccounty.us 925.335.7899 637 Contents •Department overview •FY24-25 Budget Summary •Diversity, Equity, Inclusion, and Access •Performance highlights -- FY24-25 Major Initiatives and Goals 638 Organizational Chart 639 ELECTIONS Registrar of Voters Primary Statutory Responsibilities Include: •Conduct elections in a fair, efficient, accurate, and timely manner; •Provide services to maintain a high level of voter registration and to ensure that all eligible citizens can register to vote and are able to exercise their right to vote, according to Federal and State statutory laws and regulations;640 Key Operation Indicators - Elections $10.13 $12.17 $11.13 $12.01 $12.41 $0.00 $2.00 $4.00 $6.00 $8.00 $10.00 $12.00 $14.00 2008 2012 2016 2020 2024 Election cost per registered voter March 5 Presidential Primary By the Numbers: •710,254 registered voters •269,304 voters cast ballots •147 polling places •40 secure drop boxes •31 ballot types •62 seasonal workers (82 onboarded) •894 poll workers •20,324 Election Day Polling Place voters 641 CLERK -RECORDER Primary Statutory Responsibilities Include: •Accurately maintain, protect, and preserve official records and indices relating to real property and vital records in Contra Costa County and provide the public with easy,convenient, and reliable access to public documents; •Digitize, archive, and store our public record utilizing micrographic technologies,while also securing resources to ensure their perpetual integrity. 642 Key Operation Indicators – Clerk-Recorder 643 Clerk-Recorder Accomplishments (2023) 644 Key Operation Indicators – Public Outreach / Engagement 645 CLERK -RECORDER - ELECTIONS DEPARTMENT •The proposed budget provides for maintenance of current staffing and service levels in advance of the General Election on November 5, 2024. •The Clerk-Recorder-Elections Department, one of the County’s most diverse,is respected statewide for our work across both Clerk-Recorder and Elections Divisions. Budget Submission for FY 2024 -2025 646 Budget Summary The table below shows amounts budgeted for the General Fund and Micrographic/Modernization Fund Combined. 2022-23 Actuals 2023-24 Adopted 2024-25 Recommended 2024-25 Rec vs. 2023-24 Adopted Total Expenditures 18,501,201 27,841,547 28,889,037 1,047,490 Revenues 9,762,568 7,840,853 9,317,100 1,476,247 Net Cost 8,738,633 20,000,694 19,571,937 (428,757) General Fund Contribution 7,688,310 10,305,000 10,315,164 10,164 FTE 85.5 85.5 87 +1.5 647 General Fund Vacancy Factor General Fund positions currently vacant Job Title Position Salary + Benefit Costs Clerk-Experienced Level 00005820 $89,295 Clerk-Experienced Level 00005852 $89,295 Clerk-Experienced Level 00011763 $89,295 Clerk-Experienced Level 00014635 $89,295 Clerk-Recorder Svcs Specialist 00014892 $109,243 Clerk-Recorder Svcs Specialist 00014069 $109,243 Clerk-Recorder Svcs Specialist 00014808 $109,243 Clerk-Recorder Svcs Specialist 00018256 $109,243 Clerk-Recorder Svcs Technician 00014065 $98,715 Clerk-Recorder Svcs Technician 00014486 $98,715 Clerk-Recorder Svcs Technician 00014627 $98,715 Clerk-Recorder Svcs Technician 00017644 $98,715 Info Sys Technician I 00016666 $121,743 Total General Fund Vacancies: 13 Budgeted Vacancy Factor: $1,205,084 Vacancy Values: $1,310,755 648 Fy24-25 Revenues $9,317,100 Recording Fees, $3,200,000 , 34% Elections Fees, $2,985,000 , 32% Micro/Mod fees, $955,000 , 10% Cap Replacement, $650,000 , 7% SB2 (redaction) fees, $550,000 , 6% HAVA, $453,000 , 5% Election filing fees, $300,000 , 3% Marriage Ceremony Fees, $140,000 , 2%Misc, $84,100 , 1% 649 Measure X Funding to Support Diversity, Equity in Elections •The Elections Division looks forward to hiring two, full-time, bilingual Diversity, Equity and Inclusion Specialists to focus on underrepresented, under-registered, and language minority communities. This support also includes $150,000 in new program funding to expand outreach and voter education programs for these communities. •The Clerk-Recorder Division is excited about a new collaboration with the University of Minnesota and volunteers from the National Park Service with one-time funding for the Mapping Prejudice Project which will identify which historical documents contain illegal restrictive covenants in the public record and will produce a map showing the locations of these properties. This was funded at $50,000. •NEW REQUEST: $72,400 one-time augmentation for staffing from the University of Minnesota for the Mapping Prejudice Project. 650 Outreach Equity in Services •Increased Department presence at community events throughout the county with an emphasis on East and West County. •Updated instructional videos about election processes and new video production with the help of CCTV and OCM. •Quarterly meetings with the Election Community Engagement Group (ECEG) including representatives from community groups. •Increased presence on social media channels to reach a younger audiences and educate a more diverse audience on the work of the department. •Launched a campaign to increase trust in Elections that that includes the basis for a new Strategic Communications Plan. 651 Clerk Recorder Equity in Services •Quarterly Destination Weddings Events to bring wedding services to the public in local,unique settings at no extra charge. •Provide translation services in paper forms as well as video translators. •Updated the website ensuring each page is ADA compliant. •Implemented the use of headphones for those that are visually impaired. •Added a QR code for access to complete vital record applications from the ease of your mobile devices. •17 different languages are used to better serve the public. Here are the top five languages from 2023*: •PORTUGUESE •MANDARIN •SPANISH •RUSSIAN •CANTONESE *data from our Language Line vendor 652 Elections Equity in Services •Offered ballots and all election materials in Section 203 mandated languages and a Ballot Translation Guide in 9 additional languages to all voters, not just those identified under EC 14201. •Offered curbside voting for voters who cannot come inside the polling place to vote. •Conducted regular accessibility surveys of all polling places to ensure ADA compliance and access. •Updated website ensuring each page is ADA compliant. •Added a QR code to our Voter Information Guide for ease in locating polling places or ballot drop boxes. •Updated Candidate Guide and Poll Worker Guide for inclusivity. •Increased number of Accessible Ballot Marking Devices at polling places. •Reworked and reorganized our phone system to provide better service to our Limited English Proficiency voters. 653 Departmental Values and Approach 654 FY24 -25 Major Initiatives and Goals The Department highlights the following goals for FY24-25 in addition to continuing all current services and initiatives: •Support relevant legislation at state and federal level •Engage in statewide associations: CACEO, CRAC), the Elections Center, and IGO •Prepare and conduct the November 2024 Presidential General Election and special elections as needed. •Document the benefit of our security guard. •Install secure drop boxes at main campuses of the Contra Costa Community College District. •Renovate 555 Escobar and plan for future Elections Operations Center on Waterbird Way. •Actively support our work as a Center for Election Excellence •Complete the Contra Costa Trust in Elections Campaign. •Grow the Certified Election Observer Program. •Hire and train two full-time, bilingual Diversity, Equity, and Inclusion Specialists for the Elections Division. •Use GIS (Geographic Information Systems) Applications to inform our work. •Launch a regular Constant Contact program to manage email communication to registered voters. 655 Office of the Auditor-Controller 2024-25 Budget Presentation Monday, April 22, 2024 14/17/2024 656 The Auditor-Controller is an elected official and serves as the Chief Accounting Officer for the County. The mandate is to ensure the required Auditor-Controller functions specified in the California Constitution, various California codes, and by the Board of Supervisors are performed. 24/17/2024 Auditor-Controller 657 The Office is comprised of the following areas: Property Tax Special Accounting General Accounting Administration 34/17/2024 Payroll Internal Audit Accounts Payable Systems 658 Operating Indicators: Payroll Payroll Processed $1,168,270,811 Check/Advices issued 139,402 W2s Issued for 2023 12,192 44/17/2024 659 Operating Indicators: Property Tax Apportionments in excess of $3.5 billion in taxes, including direct charges, as well as over 400,000 tax bills prepared. 54/17/2024 660 Operating Indicators: Internal Audit Examinations Issued 15 52 Procurement Card Compliance Reviews Issued FYE 6/30/2023 ACFR Issued and audited with no findings.64/17/2024 661 Operating Indicators: Accounts Payable and General Accounting 2023 Total Payments Issued of $2.4 billion. 2023 Checks Processed 102,521 2023 Electronic Transfers 18,249 74/17/2024 662 Budget Expenditure Summary 8 Description FY 2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget VS Recommended ($ Change) FY2024 Adopted Budget VS Recommended (% Change) Expenditures Salaries and Benefits $8,398,778 $10,834,187 $11,015,460 $181,273 1.67% Services and Supplies $2,087,293 $3,089,375 $2,039,894 ($1,049,481)-33.97% Other Charges $0 $29,135 $29,135 $0 0.00% Expenditure Transfers ($328,267)($188,695)($164,195)$24,500 -12.98% Total Expenditures $10,157,804 $13,764,002 $12,920,294 ($843,708)-6.13% 4/17/2024 663 Budget Revenue Summary 9 Description FY 2023 Actuals FY2024 Adopted Budget FY2025 Recommended Budget FY2024 Adopted Budget VS Recommended ($ Change) FY2024 Adopted Budget VS Recommended (% Change) Revenue Source Other Local Revenue Use Of Money & Property $95,009 $15,000 $15,000 $0 0.00% Charges For Services $7,319,089 $8,327,442 $8,118,858 ($208,584)-2.50% Miscellaneous Revenue $228,810 $225,000 $225,000 $0 0.00% Fund Balance $104,991 $185,000 $185,000 $0 0.00% Total Other Local Revenue $7,747,899 $8,752,442 $8,543,858 ($208,584)-2.38% General Purpose Revenue $2,409,905 $5,011,560 $4,376,436 ($635,124)-12.67% Total General Purpose Revenue:$2,409,905 $5,011,560 $4,376,436 ($635,124)-12.67% Total Revenue Source:$10,157,804 $13,764,002 $12,920,294 ($843,708)-6.13% 4/17/2024 664 Total FTEs 65 Staffing Challenges 10 Much of last year our vacancy rate was 25% or more. Most vacancies were in our Accounts Payable, Payroll, and Internal Audit sections. Recruitment and On-Boarding takes a significant amount of time, months not weeks. 4/17/2024 665 Staffing Improvements 11 Able to hire for some of our positions and our current vacancy rate is down to approximately 15%, but we continue to have challenges hiring and retaining staff. 4/17/2024 666 1) Workday Financial Enhancements 2) New Property Tax System Selection 3) Kronos Timekeeping Update Major Initiatives and Goals 124/17/2024 667 Performance HighlightsDespite significant staffing and construction challenges over the last year the Office was able to accomplish: 13 a)Closing fiscal year 2022-23 in Workday with no outside consulting assistance. b)Completing the 2022-23 ACFR and pass audit with no findings. c)Issuing Over 12,000 employee W2s d)Issuing Over 4,000 1099s4/17/2024 668 Questions? 144/17/2024 669 FY 2024/2025 Budget Anna M. Roth, RN, MS, MPH CEO & Health Services Director 1670 AGENDA Department Overview FY 24/25 Budget Summary FY 24/25 Major Initiatives & Goals Performance Highlights Diversity, Equity, Inclusion & Access 2671 MISSION Care for & improve the health of all people in Contra Costa County with special attention to those who are most vulnerable to health problems. 3672 Prevention & Protection 4 Health Insurance Direct Health Services ●Contra Costa Regional Medical Center & Health Centers ●Behavioral/Mental Health & Substance Use ●Detention Health ●Health, Housing & Homeless Services ●Contra Costa Health Plan ●Environmental Health ●Hazardous Materials ●Emergency Medical Services ●Public Health Department Overview 673 Insure 1 in 4 residents and 1 in 3 children countywide CCHP Serves 4 in 10 residents living in the lowest quartile of HPI Invested $350M+ in community-based providers for housing & behavioral health 85% of Medi-Cal members (270,000) in Contra Costa served by CCHP CCRMC: 35,000 ED visits, 7,000 PES visits & 480,000+ clinic visits 15,000+ Environmental Health inspections & 4,000+ Hazardous Materials inspections Department Highlights 5674 Key Operations Indicators •Patient numbers have increased •Health clinic visits have recovered from COVID reduction •Consistent utilization for inpatient behavioral health •Leader in quality 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 53% CCHP Membership Increase in 5 yrs 1,800,000 300,000 1,600,000 250,000 1,400,000 200,000 1,200,000 1,000,000 150,000 800,000 100,000 600,000 400,000 50,000 0 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 200,000 0 CCHP Claims Volume 51% Increase in 5 yrs 35 30 25 20 15 10 5 0 40 Jan-14 Jan-15 Jan-16 Jan-17 Jan-18 Jan-19 Jan-20 Jan-21 Jan-22 Jan-23 Jan-24 CCRMC Inpatient Psych Patients 81% Occupancy Rate Health Center Visits 482,805 Visits in 2023 600,000 500,000 400,000 300,000 200,000 100,000 - 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 6675 7Source: California Department of Public Health Community Burden of Disease Version P3.0, 3/1/2024 44.0 23.1 17.5 Deaths per 100,000 Population5.9 2002-2004 2005-2007 2008-2010 2011-2013 2014-2016 2017-2019 2020-2022 Asian Black Latino White Drug Overdose Death Rate by Race/Ethnicity (per 100,000) Number of deaths for API, AIAN and Multirace are not large enough to calculate stable rates and number of deaths for Asian residents are not large enough to calculate stable rates before 2017 Population Health Indicators 74.3 85.9 83.1 82.4 81.9 YearsAsian Latino White Black Total Life Expectancy by Race/Ethnicity LIFE EXPECTANCY •82.3 yrs in Contra Costa (81.1 yrs in CA) •>11 yr difference between White population & Black population DRUG OVERDOSE DEATHS •Contra Costa has 20.3 deaths per 100,000 & rising •Black population is nearly twice as high as White population & 7 times higher than AANHPI population 676 Leading Causes of Death in Contra Costa County (2020 – 2022) 8 * * * * * * * * * *numbers less than 11 not reported for patient privacy Source for Life Expectancy and Age-Adjusted Mortality Rate by Sex: California Department of Public Health Community Burden of Disease Version P3.0, 3/1/2024 Source for Infant Mortality: California Department of Public Health, Center for Family Health, Maternal, Child and Adolescent Health Division, Infant Mortality Dashboard, Last Modified June 2023 677 Mortality Rate in Contra Costa County (2018-2022) 9678 BUDGET CONSIDERATIONS Diversity, equity, inclusion & access This budget supports the continuation of all programs, including funded planned expansions Final State budget & legislative impacts unknown 10679 Expenses: $2.98 billion Revenues: $2.73 billion County Cost: $248 million Budget Summary FY 24/25 11680 FY 24/25 Recommended Expenditures $2.98 billion Note: Recommended Expenditures include reconciling items of $211.9M for Hospital Subsidy, MHSA, EMS, and Los Medanos. 12681 FY 2022/23 Actuals FY 2023/24 Adopted FY 2024/25 Recommended Change Expenses*$2,935,308,477 $2,587,135,985 $2,771,446,121 $184,310,136 Revenues $2,726,222,477 $2,355,393,985 $2,523,715,008 $168,321,023 Net County Cost $209,086,000 $231,742,000 $247,731,113 $15,989,113 Positions (Budgeted FTE)**4,747.20 4,743.20 4,900.80 157.60 Department Budget Summary * Excludes reconciling items for Hospital Subsidy, MHSA, EMS and Los Medanos from expense and revenue ** Excludes 9 FTE in the EMS Fund ****FY 2024/25 Vacancy Factor requires 405.93 FTE to remain vacant. However, the Department retains the authority to fill these positions to meet operational needs. 13 Budgeted Vacancy Factor: $66.6M; 8.3% Current Vacancies: $146.6M (892.08 FTE***) 682 14 Budget Summary by Division FY 2024/25 RECOMMENDED BUDGET FY 2024/25 BUDGETED REVENUE FY 2024/25 RECOMMENDED NET COUNTY COST ENTERPRISE FUNDS Hospital, Clinics and Capital $882,802,363 $766,549,363 $116,253,000 Contra Costa Health Plan Medi-Cal $1,169,749,161 $1,169,749,161 $0 Contra Costa Health Plan Commercial $79,741,616 $75,755,616 $3,986,000 ENTERPRISE FUNDS TOTAL $2,132,293,140 $2,012,054,140 $120,239,000 GENERAL FUND UNITS Mental Health $372,942,049 $332,699,449 $ 40,242,600 Alcohol and Other Drugs $45,677,271 $43,742,271 $1,935,000 Homeless Programs $22,911,794 $20,227,794 $2,684,000 Public Health $94,732,099 $72,492,099 $22,240,000 Environmental Health $26,970,073 $26,970,073 $0 Detention $56,542,319 $2,241,806 $54,300,513 Conservatorship $5,495,996 $1,843,996 $3,652,000 California Children’s Service $13,881,380 $11,443,380 $2,438,000 GENERAL FUND TOTAL $639,152,981 $511,660,868 $127,492,113 TOTAL ENTERPRISE & GENERAL FUNDS*$2,771,446,121 $2,523,715,008 $247,731,113** * Excludes $211.9M in reconciling items for Hospital Subsidy, MHSA, EMS, and Los Medanos from Expense and Revenue ** Net County Cost includes $65,945,600 in Measure X revenue 683 15 Net County Cost Comparison 2023/24 BUDGET 2024/25 CHANGES 2024/25 TOTAL MEASURE X* ENTERPRISE FUNDS EF-1 Hospital, Clinics and Capital $115,245,000 $1,008,000 $116,253,000 $43,008,000 Contra Costa Health Plan Commercial $4,736,000 ($750,000)$3,986,000 $0 ENTERPRISE FUNDS TOTAL $119,981,000 $258,000 $120,239,000 $43,008,000 TOTAL ENTERPRISE & GENERAL FUND $231,742,000 $15,989,113 $247,731,113 $65,945,600 GENERAL FUND UNITS Mental Health $38,305,000 $1,937,600 **$40,242,600 $22,937,600 Alcohol and Other Drugs $1,935,000 $0 $1,935,000 $0 Homeless Programs $2,684,000 $0 $2,684,000 $0 Public Health $22,240,000 $0 $22,240,000 $0 Environmental Health $0 $0 $0 $0 Detention $40,507,000 $13,793,513 ***$54,300,513 $0 Conservatorship $3,652,000 $0 $3,652,000 $0 California Children’s Service $2,438,000 $0 $2,438,000 $0 GENERAL FUND TOTAL $111,761,000 $15,731,113 $127,492,113 $22,937,600 *Measure X amount included in the 2024/25 NCC total amount ** Includes $1.4M for new Children’s program; $.5M for A3 COLA *** WRTH funding for 70 positions 684 91.7% External Revenue 8.3% General Purpose Revenue 16 CCH FUNDING MIX (1)General purpose revenue includes Measure X revenue of $65,945,600 (2)Includes reconciling items of $211.9M for Hospital Subsidy, MHSA, EMS, and Los Medanos $2.98 B Total CCH Budget $2.7 B $248 M 685 FY 24/25 MAJOR INITIATIVES Equity Behavioral Health Modernization Medi-Cal Transformation Housing & Homelessness Access to Care & Services 17686 DIVERSITY, EQUITY, INCLUSION & ACCESS 70% of CCH workforce identify as people of color Partnering with & hiring community residents as ambassadors & health workers Delivering culturally appropriate care where people are at Protecting community health during climate & emergency events 18687 DIVERSITY, EQUITY, INCLUSION & ACCESS: Community Outreach Activities Improve the health & well-being of underserved populations with communities •Named an Equity Champion for Community Voice and Shared Power by California Department of Public Health •26 programs focused on community-centered education, engagement & partnerships •Partner with 100+ community & faith-based organizations to amplify reach “We’ve had an amazing partnership with Contra Costa Health. We now have a mobile clinic — that has been a game changer. More people are going to get the care that they deserve.” - Marivel Mendoza, Hijas del Campo 19688 BEHAVIORAL HEALTH MODERNIZATION •Reduce opioid overdoses by 50% •Increase substance use treatment admissions by 30% •Increase housing by 27% (125 units) for people with serious behavioral health conditions •Continue A3 expansion •Successfully implement the CARE Act •MHSA transformation (Prop 1) •SB 43/LPS expansion readiness Buprenorphine Prescriptions ~25% increase in 5 yrs 20 30,169 buprenorphine prescriptions in 2022 Source: DHCS - https://skylab.cdph.ca.gov/ODdash/?tab=CTY 689 •~1,000 calls/month •~17 seconds to answer •75% of callers’ needs resolved by phone •~20 minutes for mobile team arrival “A3 has helped us get the right people to the right calls. It has freed us up to do what is more in the realm of what police officers should be doing.” - Chief Mark Bustillos, Concord Police Department BEHAVIORAL HEALTH MODERNIZATION: 24/7 A3 Crisis Response 21690 MEDI-CAL TRANSFORMATION: Enhanced Care Management 5.72% Contra Costa Health Plan L.A. Care Health Plan 0% 1% 2% 3% 4% 5% 6% 7% 0 5,000 35,000 40,00010,000 15,000 20,000 25,000 30,000 Number of Members EnrolledPercentage of HealthPlan Members Enrolled6,488 People Enrolled in ECM 26,555 In-Field Client Visits 15,387 Telehealth Visits 22691 MEDI-CAL TRANSFORMATION: CalAIM Community Support Services 12,313 nights in shelters for people leaving the hospital 3,041 nights of post-hospital medical care for unhoused people 9,991 housing navigation visits 9,726 medically tailored meals 160 asthma remediation services “CalAIM Medically-Tailored Foods gives patients timely access to healthy foods & education, thereby improving health outcomes & health equity.“ - Dr. Michelle Wong, Integrative Health Program Medical Director, Contra Costa Health 23692 2019 21,949 14,331 46% 2020 13,049 9,356 40% 2021 11,756 8,368 44% 2022 14,167 10,378 41% 2023 15,638 11,513 0 0 2018 Bookings 22,675 Individuals 14,932 Recidivism Rate 49% 5,000 10,000 15,000 20,000 25,000 41% Recidivism Rate in Contra Costa County Detention 24 •70% of the bookings are people already known by county services •Familiar faces are more likely to: ✓Have used behavioral health services ✓Have received housing services, but overall have used fewer shelter days ✓Be a veteran or a former foster care child MEDI-CAL TRANSFORMATION: Familiar Faces *Recidivism rate: two or more bookings within 12 months 693 Contra Costa Health 19,136 HOUSING & HOMELESSNESS Physical Housing Supply Housing Leases Street Outreach Street Medicine Medical Care/ Respite Care Mgmt & Navigation Services Payor H3 x x x x x BH x x x x x PH x x x x CCRMC & HCs x CCHP x Continuum of Care 14,028 25 Health, Housing and Homeless 6,292 More than $100M invested in homeless medical & housing support services •$50.3M H3/Continuum of Care •$17.8M Behavioral Health •$37.5M Health Care for the Homeless *excludes CCRMC & CCHP 694 HOUSING & HOMELESSNESS 5,721 people accessed CORE services 54 units at El Portal in San Pablo moved 750+ people into shelter or housing “Having a stable place to live changed my life, really. I needed that time to get a job and help me with my mental health and to get me in contact with services.” - RANDY, SECURITY GUARD, RICHMOND From CalMatters, Feb. 2024 26695 ACCESS TO CARE & SERVICES 35 30 25 20 15 10 5 0 9/4/23 10/4/23 11/4/23 12/4/23 1/4/24 2/4/24 3/4/24 Median Days Wait (New Patient) Median Days Wait (Return Patient) Median Days Wait (Telehealth) Primary Care Access (third next available) - 200,000 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 10/1/20123/1/20138/1/20131/1/20146/1/201411/1/20144/1/20159/1/20152/1/20167/1/201612/1/20165/1/201710/1/20173/1/20188/1/20181/1/20196/1/201911/1/20194/1/20209/1/20202/1/20217/1/202112/1/20215/1/202210/1/20223/1/20238/1/20231/1/2024Patients Assigned to CCRMC & Clinics (180,728) Hospital care & clinic providers rated highly by patients – top 15% performance nationwide Nationwide evaluation by NRC: nrchealth.com CCRMC Telehealth Visits (~15,000/month) 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 129,000+ calls to CCHP advice nurse line 74,000 calls to Behavioral Health access line ~750,000 CCRMC & CCHP automated outreach efforts 75,000 CCRMC patient care outreach calls 27696 CONSIDERATIONS & CHALLENGES •State budget •Seismic (earthquake) compliance •Many unknowns with key legislation •Many unknowns with public hospital financing 28697 Service Expansion Justice-Involved/Reentry Regional Housing Action Plan Increase Access Workforce LOOKING AHEAD: GOALS FOR 24/25 29698 RECOGNITIONS & ACCOMPLISHMENTS 30 •Opioid Multiagency Response Initiative awarded 2023 Best in Category for Health by the National Association of Counties •CCHP was recognized as one of the top Medi-Cal Plans in the country •CCHP received four out of five stars in the Health Plan Ratings from the National Committee on Quality Assurance (NCQA) •CCHP is ranked in the top 90th percentile in several categories in NCQA’s Health Equity Measurement Framework •CCRMC achieved a Leapfrog safety grade of A & 4-star quality status by the Centers for Medicare & Medicaid Services •2023 Performance Resilience Award from the Department of Health Care Services •Top 10% of all providers for breast cancer screening rate & follow-up biopsy – American Cancer Society 699 •Quality and Sustainability Award for low c-section rate from California Maternal Quality Care Collaborative •Outstanding Achievement Award from the American College of Surgeons’ Commission on Cancer •Dr. Sonia Sutherland, Medical Director, Detention Health, received National Compassionate Caregivers of the Year Award •Newly Designated Aging-Friendly Ambulatory System 31 •Contra Costa Health Care for the Homeless Program received the national HRSA Gold Badge Award •Vaccinated thousands of people in communities with the most need & least access •15,000+ Environmental Health inspections •4,000+ Hazardous Materials inspections •Prevented 2.1 million pounds of greenhouse gas emissions RECOGNITIONS & ACCOMPLISHMENTS 700 Thank you 32701 April 22-23, 2024 Marla Stuart, MSW PhD, Director info@ehsd.cccounty.us | (925) 608-4800 EHSD Fiscal Year 2024-25 Recommended Budget 1 702 CCC EHSD FY24/25 Recommended Budget 1. Need 2. Services 4. Value 3. Budget Outline 2 703 CCC EHSD FY24/25 Recommended Budget 1. Need 2. Services 4. Value 3. Budget 3 704 CCC EHSD FY24/25 Recommended Budget Intersecting Hardships TRAUMA Violence, neglect, and exploitation previously and/or currently experienced POVERTY Insufficient resources to meet basic needs DISCRIMINATION Chronic inequitable access to societal resources CCC EHSD FY24/25 Recommended Budget 4 705 CCC EHSD FY24/25 Recommended Budget Economic Instability COVID 5 706 CCC EHSD FY24/25 Recommended Budget Poverty Source: US Census 2022 ACS 5-Year Estimates Table S1701 CCC EHSD FY24/25 Recommended Budget 6 707 CCC EHSD FY24/25 Recommended Budget 1. Need 2. Services 4. Value 3. Budget 7 708 CCC EHSD FY24/25 Recommended Budget Guiding Principles VISION Contra Costa County will continue to be a thriving community where all individuals and families can be healthy, safe, secure and self-sufficient. MISSION We partner with the community to deliver quality services to ensure access to resources that support, protect, and empower individuals and families to achieve self-sufficiency. VALUES Promote Organizational Excellence Deliver Exceptional Customer Experience Openly Communicate Embrace Change Practice Ethical Behavior Respect Diversity 8 709 CCC EHSD FY24/25 Recommended Budget Services Across the Lifespan Tamina Alon, Information & Systems | Susan Bain, Internal Operations | Navdeep Singh, Chief Financial Officer Children Older AdultsAdultsFamilies Roslyn GentryMJ Robb Angela Bullock-Hayes Tamia Brown Tracy Murray Children & Family Services Community Services Workforce Services Workforce Development Aging & Adult Services Administrative Services 9 710 CCC EHSD FY24/25 Recommended Budget Fed/State/Local Measure X -Childcare Centers -Childcare Payments -Community Action -Energy Assistance -Family Strengthening -Differential Response -Child Protective Services -Intensive Family Services -Foster Care -Adoptions -Independent Living Skills -Medi-Cal -CalFresh -CalWORKs -Welfare-to-Work -4-Our-Families Navigators -Refugee Cash Assistance -District Navigators -Refugee Assistance -American Job Centers -Targeted Population Supports -Systems Planning -Business Services -Youth Centers -Early Childhood Supports -Adult Protective Services -Area Agency on Aging -General Assistance -In-Home Supportive Services -Public Administrator -Public Authority -Master Plan for Aging (complete) -Community Services Services Across the Lifespan Children Older AdultsAdultsFamilies Children & Family Services Community Services Workforce Services Workforce Development Aging & Adult Services Administrative Services -Alliance to End Abuse -VES -Food Security -NEW REQUEST South County Family Justice Center ($2,000,000) 10 711 CCC EHSD FY24/25 Recommended Budget Individuals Accessing Services Sources: CalWIN, CalSAWS, CWS/CMS/SafeMeasures, CMIPS, LEAPS, CLOUDS; Jan 2016 – Feb 2024 = onset of COVID 11 712 CCC EHSD FY24/25 Recommended Budget Racial Diversity of Clients Sources: CalSAWS, CWS/CMS/SafeMeasures, CMIPS, LEAPS, CLOUDS; Feb 2024 12 713 CCC EHSD FY24/25 Recommended Budget Diversity, Equity, Inclusion & Access •64,236 interpreted calls in 67 languages •199 certified bilingual staff in 10 languages •Enhanced visual experience on ehsd.org •Public Information Sharing Tools promote data transparency and engagement •2,100 hair care products for African American youth 13 714 CCC EHSD FY24/25 Recommended Budget Community Input Community Services 1. Economic Opportunity Committee 2. Head Start Policy Council Children & Family Services 3. Family & Children’s Trust Committee 4. System Improvement Plan 5. Family First Prevention Services Act Workgroup 6. Three Regional Community Partnerships Workforce Development 7. Workforce Development Board 8. Business & Economic Development Committee 9. Youth Committee Aging & Adult Services 10. Public Authority Advisory Committee 11. Area Agency on Aging 12. Local Impact Committee Information & Systems 13. Alliance to End Abuse Core Project Team 14. Food Security Collaborative Ongoing InputBudget Survey 14 715 CCC EHSD FY24/25 Recommended Budget 1. Need 2. Services 4. Value 3. Budget 15 716 CCC EHSD FY24/25 Recommended Budget Budget Summary FY22-23 Actuals FY23-24 Adopted FY24-25 Recommended % Change Expenditures $540,596,063 $636,411,295 $718,576,053 13% Revenue $540,596,063 $636,411,295 $718,576,053 13% Federal, State, Local $511,147,782 $593,969,595 $674,971,998 % of Total 94% Measure X*$714,855 $13,435,700 $13,798,055 2% Net County Cost $28,733,426 $29,006,000 $29,806,000 4% FTEs 1911.5 1937.5 1937.5 0% *Measure X: Table includes annual appropriations. EHSD also has one-time MX appropriations of $16,250,000. This includes $1,000,000 in Refugee Resettlement Resources (fully expended), $250,000 for the Master Plan for Aging (fully expended), $15,000,000 for 3 Youth Centers start -up costs. Youth Center planning continues. 16 717 CCC EHSD FY24/25 Recommended Budget Expenditures by Service Area Total $106,500,771 Service Delivery $92,272,906 87% Payments to Community Members $14,227,865 13% Total $160,522,746 Service Delivery $107,719,861 67% Payments to Community Members $52,802,885 33% Total $299,631,160 Service Delivery $210,528,869 70% Payments to Community Members $89,102,291 30% Total $16,497,133 Service Delivery $15,137,068 92% Payments to Community Members $1,360,065 8% Total $124,359,396 Service Delivery $56,807,584 46% Payments to Community Members $67,551,812 54% Other Service Delivery managed within Administration: $11,064,847 Children Older AdultsAdultsFamilies Children & Family Services Community Services Workforce Services Workforce Development Aging & Adult Services 17 718 CCC EHSD FY24/25 Recommended Budget Federal 26% State 7% Local 64% Measure X 0% NCC 2% Federal 42% State 53% Local 1% Measure X 0% NCC 4% Federal 67% State 0% Local 11% Measure X 22% NCC 0% Federal 17% State 67% Local 7% Measure X 2% NCC 7% Federal 33% State 45% Local 15% Measure X 7% NCC 0% Revenue by Service Area Children & Family Services Community Services Workforce Services Workforce Development Aging & Adult Services Children Older AdultsAdultsFamilies 18 719 CCC EHSD FY24/25 Recommended Budget Information & Systems 88 FTE Internal Operations 102 FTE Fiscal 55 FTE Office of the Director 4 FTE 268 FTE 407.5 FTE 801 FTE 16 FTE 196 FTE Public Authority +16 FTE Administrative Supports 1937.5 FTE Human Resources Children Older AdultsAdultsFamilies Children & Family Services Community Services Workforce Services Workforce Development Aging & Adult Services 19 720 CCC EHSD FY24/25 Recommended Budget Accomplishments Senior Nutrition 816,266 meals (FY 23/24) Customer Service 260,551 cases per month (2023) CalSAWS BenefitsCal 33,858 opened accounts (Feb 2023 – Mar 2024) Medi-Cal Renewals 79,847 (Jun 2023 – Dec 2023) 20 721 CCC EHSD FY24/25 Recommended Budget Challenges: Caseload Growth & Vacancies Sources: CalWIN, CalSAWS, CWS/CMS/SafeMeasures, CMIPS, LEAPS, CLOUDS, CalJOBS; FY22/23 72% of Caseloads Increased (18 of 25) + Chronic 17% vacancy rate 52% of Performance Mandates Met (11 of 21) Vacancies (1/31/24) 67 Social Workers 98 Social Service Program Assistants 125 Other Program Classifications 32 Administration Classifications 322 TOTAL = 17% Vacancy Rate Total S&B = $40,067,615 (NCC = $1,602,705) Budgeted Vacancy Factor = $3,820,653 21 722 CCC EHSD FY24/25 Recommended Budget Funding Reduction Risks Revenue Type # of Revenue Sources FY23-24 Funding FY24-25 Budgeted Difference Potential Reductions Administrative Allocations 39 $296,242,853 $358,014,515 $61,771,662 ($1,122,643) (.3%) Grants 32 $116,861,757 $135,516,620 $18,654,863 ($20,110,998) (15%) Assistance Payments 28 $223,306,686 $225,044,918 $1,738,232 $0 Total 99 $636,411,296 $718,576,053 $82,164,757 ($21,233,641) (3%) 22 723 CCC EHSD FY24/25 Recommended Budget 1. Need 2. Services 4. Value 3. Budget 23 724 CCC EHSD FY24/25 Recommended Budget Sources: Feb 2024 issuances from CalSAWS, CLOUDS, CMIPS Community Wellbeing CCC EHSD FY24/25 Recommended Budget 24 725 CCC EHSD FY24/25 Recommended Budget 1. Need 2. Services 4. Value 3. Budget Intersecting Hardships Community Wellbeing ~$690 million per year Across the Life Span $718,576,053 $29,806,000 NCC 1937.5 + 16 FTE 25 726 EHSD Fiscal Year 2024-25 Recommended Budget April 22-23, 2024 Marla Stuart, MSW PhD, Director info@ehsd.cccounty.us | (925) 608-4800 26 727 CONTRA COSTA ANIMAL SERVICES Fiscal Year 2024-2025 Budget Captain Jane De May Andreotti Interim Animal Services Director 1 728 2 Department Summary Shelter Operations & Medical Services Provides basic daily care and necessary medical care to animals. Public low-cost and targeted spay and neuter services for owned animals and unowned cats through a no-cost Trap-Neuter- Return (TNR) program. Public low-cost vaccination clinic. Administration Provides administrative oversight of departmental functions and other support, such as customer services and dispatch. 2 Community Services Supports adoption, lost and found, public events, humane education, and volunteer services. Field Services Provides enforcement and community services to support administrative hearings for dangerous animals and noise violations. 729 FY24-25 Budget Summary 3 FY22-23 Actuals FY23-24 Adopted FY24-25 Recommended Change Expense Salaries and Benefits $8,448,850 $10,573,684 $12,134,943 $1,561,259 Services and Supplies $3,348,657 $3,351,018 $5,125,599 $1,774,581 Other Charges $10,439 $69,000 $119,500 $50,500 Expenditure Transfers $278,697 $450,298 $448,165 ($2,133) Total:$12,086,643 $14,444,000 $17,828,207 $3,384,207 Revenue Animal Licenses $1,320,711 $1,350,000 $1,350,000 $0 City Contracts $6,670,788 $7,876,000 $10,389,222 $2,513,222 Other Revenue $403,245 $359,000 $300,000 ($59,000) Total:$8,394,744 $9,585,000 $12,039,222 $2,454,222 Net County Costs $3,691,898 $4,859,000 $5,788,985 $929,985 Allocated Positions (FTE)78 83 93 10 Animal Benefit Fund $186,307 $507,000 $440,000 ($67,000)730 Budget Summary: Vacancies 4 Current FY23-24 Vacancies Total number of vacant positions*11 Total annual cost of vacant positions $1,387,153 FY24-25 Budgeted Vacancy Factor Total Vacancy Factor $500,000 *Current vacancies as of March 27, 2024.731 City Fee Details 5 City 2023 Population FY23-24 Fee FY24-25 Fee Fee Change Brentwood 64,513 $586,156 $781,252 $195,097 Clayton 10,666 $98,962 $129,165 $30,203 Concord 122,074 $1,126,306 $1,478,316 $352,010 Danville 42,823 $394,937 $518,587 $123,650 El Cerrito 25,484 $233,672 $308,611 $74,940 Hercules 26,297 $237,689 $318,457 $80,768 Lafayette 25,004 $228,333 $302,798 $74,465 Martinez 36,543 $336,232 $442,536 $106,304 Moraga 16,893 $155,827 $204,574 $48,748 Oakley 44,995 $405,696 $544,889 $139,194 Orinda 19,225 $177,445 $232,815 $55,370 Pinole 18,244 $169,701 $220,935 $51,234 Pittsburg 74,809 $684,671 $905,937 $221,266 Pleasant Hill 33,397 $309,977 $404,438 $94,461 Richmond 113,518 $1,042,995 $1,374,703 $331,708 San Pablo 31,301 $287,056 $379,055 $91,999 San Ramon 82,870 $763,600 $1,003,556 $239,956 Walnut Creek 69,245 $636,707 $838,557 $201,850 Total 857,901 $7,875,959 $10,389,181 $2,513,222 County General Purpose Revenue 2023 Population FY23-24 Contribution FY24-25 Contribution Contribution Change CCC Unincorporated 174,310 $4,859,000 $5,788,985 $929,985 Per Capita Rates Cities $12.11 CCC Unincorporated $33.21 732 Personnel and Service Improvements 6 Medical Services o Add 1.0 FTE Registered Veterinary Technician o Add 1.0 FTE Veterinary Assistant Shelter Services o Add 1.0 FTE Animal Center Operations Coordinator (Dog Foster Program) o Add 2.0 FTE Animal Center Technicians Customer Service o Add 1.0 FTE Animal Center Operations Coordinator (Adoptions Program) o Add 3.0 FTE Animal Services Clerks 733 FY18-19 to FY22-23 Performance Indicators 7 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Total Calls for Service 18,432 18,176 17,560 16,644 18,027 Animal Intake 8,202 7,064 4,691 5,804 6,863 S/N Surgeries 4,470 3,316 2,675 3,269 4,553 Vaccinations 9,191 6,545 3,969 5,142 7,177 Microchips 4,924 4,106 3,026 3,549 4,894 Deceased Animal Intake 5,086 5,043 4,282 3,769 4,160 Animals Adopted 2,648 2,205 810 1,499 2,061 Animals Returned to Owner 1,396 1,312 851 892 1,008 Transferred to Rescues 2,045 1,937 1,107 1,205 1,272 734 CCAS Spay/Neuter & Vaccination Clinic Update FY21-22 compared to FY22-23: o Low -Cost Spay and Neuter increased by 40% o Low -Cost Vaccines increased by 39% o 38% more microchips were administered 8 735 Major Initiatives & Goals 9 o The Department strives to achieve 2-hour response times for 95% of priority 1 calls and 12-hour response times for 80% of priority 2 calls, as specified in the city service agreements. The Department will continue to assess the current service model to improve response times. o The Center Operations Division will review the shelter and medical operations, including S/N services, to increase positive animal care outcomes. In FY 24-25, the Department will assess staffing levels and will utilize the Animal Shelter Veterinarian guidelines to assess and improve its animal care standards. o The Department received $200,000 in grant funds in FY22-23 and will continue to develop a community outreach and engagement plan aimed at increasing community services and partnerships with other animal welfare organizations throughout the County. The Department’s Community Services Division will increase offsite events and activities, such as adoptions and microchip clinics. o The Department will increase low-cost spay and neuter, microchip, vaccination and pet retention services through Measure X funding. Funding will be provided over three (3) years, for a total of $750,000, to a partnering animal welfare organization identified through a Request for Qualifications (RFQ) solicitation process.736 Animal Benefit Fund 10 ABF Revenues o General Donations: over $100,000 per year ABF Funded Programs: $440,000 o General Support - $100,000 o Medical Assistance Program - $40,000 o Shelter Intervention Program - $200,000 o S/N Services Program - $100,000 ABF Fund Balance: $738,873 as of 3/25/24 737 11 738 Special Programs and Services 12 UC Davis Grant for Community Engagement $200,000 •Review Department’s strategic plan and assess program service levels. •Create collaborative partnerships to increase public access to vaccination, microchipping, flea control, and humane education around responsible pet guardianship. •Identify socially vulnerable areas (e.g., strays, community cats) to develop and implement programs to support County residents’ and their pets’ needs. Measure X $750,000 •Address needs of socially vulnerable communities related to shelter animal population and community service needs. •Increase access to low/no-cost spay and neuter services, along with microchip/vaccination and pet retention services. •Request for Qualifications (RFQ) published March 2024.739 Equity in Service 13 o Community Outreach and Engagement •Community events in areas that have socially vulnerable populations o Translation Services •Literature and pamphlets •Call Center translation services o S/N and Vaccination •Collaborative partnerships in communities 740 Proposed Revision: FY24-25 Budget 14 Factors for Revision 4 Positions to Withhold $412,656 Additional Vacancy Factor $500,000 4 months to hire new FTEs $312,266 Total $1,224,922 FY24-25 Recommended FY24-25 Revised Change Expense Salaries and Benefits $12,134,943 $10,910,021 $ (1,224,922) Services and Supplies $5,125,599 $5,125,599 $ - Other Charges $119,500 $119,500 $ - Expenditure Transfers $448,165 $448,165 $ - Total:$17,828,207 $16,603,285 $ (1,224,922) Revenue Animal Licenses $1,350,000 $1,350,000 $ - City Contracts $10,389,222 $9,367,896 $ (1,021,285) Other Revenue $300,000 $300,000 $ - Total:$12,039,222 $11,017,896 $ (1,021,285) Net County Costs $5,788,985 $5,585,348 $ (203,637) Allocated Positions (FTE)93 89 -4 Animal Benefit Fund $440,000 $440,000 $ - Positions to Withhold Administrative Services o 1.0 FTE Community and Media Specialist Shelter Services o 1.0 FTE Animal Center Technician Customer Service o 2.0 FTE Animal Services Clerks 741 Proposed Revision: City Fee Details 15 City FY24-25 Fee Revised Fee Fee Change Brentwood $781,252 $704,453 ($76,799) Clayton $129,165 $116,468 ($12,697) Concord $1,478,316 $1,332,994 ($145,323) Danville $518,587 $467,608 ($50,978) El Cerrito $308,611 $278,274 ($30,337) Hercules $318,457 $287,151 ($31,305) Lafayette $302,798 $273,033 ($29,766) Martinez $442,536 $399,033 ($43,502) Moraga $204,574 $184,464 ($20,110) Oakley $544,889 $491,325 ($53,564) Orinda $232,815 $209,928 ($22,886) Pinole $220,935 $199,216 ($21,719) Pittsburg $905,937 $816,881 ($89,056) Pleasant Hill $404,438 $364,680 ($39,757) Richmond $1,374,703 $1,239,566 ($135,137) San Pablo $379,055 $341,793 ($37,262) San Ramon $1,003,556 $904,903 ($98,652) Walnut Creek $838,557 $756,124 ($82,432) Total $10,389,181 $9,367,896 ($1,021,285) County General Purpose Revenue FY24-25 Contribution Revised Contribution Contribution Change CCC Unincorporated $5,788,985 $5,585,389 ($203,596) Revised Per Capita Rates FY24-25 Recommended Revised Rates Cities $12.11 $10.92 CCC Unincorporated $33.21 $32.04 742 Thank You! 16 743 Recommended Budget Fiscal Year 2024-25 744 Fire District Overview ▪3 Major Sections: Operations, Planning and Development, and Administration ▪Operations includes 35 Operating Fire Stations, 39 Staffed Fire Companies, 31 Engines, 7 Truck Companies, 1 Rescue Company ▪Special Operations Include: Hazardous Materials, Rescue, Dozer & Hand Crew 2 745 3 746 FY 2024-25 Recommended Budget Summary ▪Recommended Budget inclusive of revenue and costs for ECCFPD and Pinole operations ▪Provides for 35 staffed fire stations: 31 engine companies, seven truck companies, and one rescue ▪Invest in building and grounds maintenance and repair projects, including Communications Center remodel ▪Debt service continues on lease revenue bonds for fire station construction projects ▪In contract with Local 1230 and UCOA through June 2027 ▪Replace capital and non-capital equipment ▪No use of fund balance and no vacancy factors used 4 747 Recommended Budget FY 2024-25 5 General Fund EMS Transport Fund Total CCCFPD Expense Salaries And Benefits 194,525,288 6,920,913 201,446,201 Services And Supplies 23,067,249 63,983,737 87,050,986 Other Charges 16,219,786 11,887,375 28,107,161 Fixed Assets 19,432,405 5,139,000 24,571,405 Expenditure Transfers 4,675,000 4,068,975 8,743,975 Provisions For Contingencies 0 Expense Total 257,919,728 92,000,000 349,919,728 Revenue Taxes Current Property 190,113,935 - 190,113,935 Taxes Other Than Current Prop (800,000)- (800,000) Intergovernmental Revenue 8,788,475 - 8,788,475 Charges For Services 21,587,621 92,000,000 113,587,621 Use of Money and Property 31,000 31,000 Miscellaneous Revenue 30,135,423 - 30,135,423 Fund Balance 8,063,274 - 8,063,274 Revenue Total 257,888,728 92,000,000 349,919,728 748 FY 2024-25 Organization 6 The Contra Costa County Fire Protection District is currently budgeted for 604 full - time equivalent positions and is requesting to add eight (8) positions for the FY2024-2025 budget. Positions (Full-time Equivalent) FY 23-24 Adopted Budget FY 24-25 Recommended Budget Change 601.6 607.0 5.4 749 Measure X Funding ▪Wildfire Mitigation Programs ▪Crew 12 Staffed Year-round- Countywide Response Asset ▪Fuel Mitigation Funding for projects ▪Building, Staffing and Reopening Fire Stations ▪New Engine Company in Antioch ▪Two New Fire Stations are in development for Brentwood ▪City of Pinole Contract ▪Fire Station 74 Re-Opened 7 750 Grant Activites ▪FEMA SAFER ▪Year 2 of 3, funding for 4 person rescue ▪State and Federal Programs ▪Heavy Equipment- Skid Steer ▪Fire Station Generator Replacements- FS 2 & FS 81 ▪USAR Rescue Equipment ▪Mobile Mechanic Vehicle ▪CAL FIRE ▪Walnut Creek- Lafayette Shaded Fuel Break Project 8 751 Diversity, Equity, Inclusion and Access ▪Fire District DEI Statement in development with internal stakeholder groups ▪Continued outreach and recruitment efforts to increase candidate pools for all positions ▪Added one Outreach Coordinator position in FY 23-24 Budget to increase overall effort ▪Provided DEI Training to oral board evaluation panels for firefighter selection process ▪Continued efforts with A3 program for integration and planning to include dispatch services. ▪Delivered DEI Training to 100 percent of staff in early 2024 9 New Bay Point Fire Station 86 752 Noteworthy 2023-24 Accomplishments ▪Implemented the service contract with the City of Pinole, reopening Fire Station 74 and assuming responsibility for fire services in the City ▪Acquired the Byron Boys Ranch to be reutilized as a wildland fire center supporting the District’s wildland programs ▪Staffed an additional fire company in Antioch, adding a second crew to Fire Station 81. ▪Staffed an additional fire company in Brentwood, adding Truck 92, proving ladder truck service to Oakley, Brentwood and surrounding communities. ▪Staffed a dedicated 4 person rescue unit in Bay Point from Fire Station 86 funded by a FEMA grant ▪Hired and conducted Firefighter Academy 60 ▪Continued support for Zonehaven evacuation program countywide 10 753 2024-25 Major Initiatives and Goals ▪Submit a proposal to Contra Costa County for the exclusive rights to provide 911 ambulance services to a majority of the County ▪Hire and conduct Firefighter Recruit Academy 61 in January 2025 ▪Continue work on $3M Cal-Fire funded fuel break in Rossmoor ▪Pursue funding mechanisms in areas of new development ▪Continue disaster planning, internal preparation, and public education for large wildland fire and evacuation planning 11 754 2024-25 Major Initiatives and Goals ▪Complete Standards of Cover and Master Plan study ▪Begin construction on Communications Center remodel and modernization project ▪Continue managing and implementing Measure X funded wildfire mitigation programs ▪Continue adding fuels reduction and wildland fire mitigation programs aimed at keeping communities safer from wildland fire threat ▪Start construction on two new fire stations in Brentwood ▪Continue engagement with City of Concord and the US Navy regarding MOTCO Redevelopment 12 755 Questions? 13 756 CONTRA COSTA COUNTY LIBRARY Department Overview 757 Contra Costa County Library Overview ▪Monday-Saturday service ▪26 branches ▪357,233 Square Feet ▪18 Cities ▪5 Unincorporated Areas ▪Juvenile Hall Library ▪Project Second Chance ▪341,182 cardholders ▪152,000 active cardholders Contra Costa County Library 2 758 26% Market penetration Contra Costa County Library 3 759 County-City Partnership City ▪Facility ownership and upkeep ▪Utilities and landscaping ▪Furniture and shelving ▪Certain technology costs ▪Extra open hours County ▪Operations ▪Staffing ▪Collections ▪40 base open hours ▪Most technology Contra Costa County Library 4 760 Antioch Clayton El Sobrante Kensington Martinez Moraga Oakley Pinole •Monday CLOSED •Tuesday 12-8 •Wednesday 10-6 •Thursday 10-6 •Friday 9-5 •Saturday 9-5 40 Hours Per Week 5 761 El Cerrito Hercules Dougherty Station •Monday CLOSED •Tuesday 10-8 •Wednesday 10-8 •Thursday 10-8 •Friday 9-5 •Saturday 9-5 46 Hours Per Week Contra Costa County Library 6 762 Brentwood Concord Pittsburg Pleasant Hill San Pablo Walnut Creek Ygnacio Valley •Monday 10-8 •Tuesday 10-8 •Wednesday 10-6 •Thursday 10-6 •Friday 9-5 •Saturday 9-5 52 Hours per Week 7 763 Danville Lafayette Orinda San Ramon •Monday 10-8 •Tuesday 10-8 •Wednesday 10-8 •Thursday 10-8 •Friday 9-5 •Saturday 9-5 56 Hours per Week 8 764 FY24-25 BUDGET SUMMARY 9 765 Expenditures Contra Costa County Library 10 766 FY 24-25 Budget Summary Agency 85 Library FY 22-23 Actuals FY 23-24 Adopted FY 24-25 Recommended Change Expense Revenue 39,602,467 44,551,910 41,376,399 41,376,399 43,978,078 43,978,087 2,601,688 2,601.688 Net Cost -4,949,433 0 0 0 Positions (Budgeted FTE)228 228 250 22 Contra Costa County Library 11 767 Proposed Added Positions 7 funded FTE ▪1.0 Personnel Technician ▪1.0 Clerk-Senior ▪1.0 Librarian II ▪1.0 Librarian I ▪1.0 Library Assistant-Journey Level ▪1.0 Library Literacy Assistant – Bilingual Spanish ▪1.0 Network Administrator II Vacancy Factor: $800,774 Contra Costa County Library 12 768 New Staffing Model 15 unfunded FTE ▪2.0 Library Assistant-Journey Level ▪2.0 Clerk-Specialist ▪6.0 Librarian I ▪2.0 Librarian II ▪3.0 Clerk-Senior Level These will be add/cancels when their corresponding part-time positions become vacant over the next several years. True Cost: $287,611 Contra Costa County Library 13 769 Vacancies ▪11 Vacancies, ▪4.5% ▪$ 1,199,460 ▪17 positions filled in Q1 of 2024 Contra Costa County Library 14 770 Safety and Security Private security guards at 7 libraries ▪Antioch ▪Bay Point ▪Brentwood ▪Concord ▪Martinez ▪Walnut Creek ▪San Pablo $607,897 for FY 24-25 Contra Costa County Library 15 771 MEASURE X ALLOCATIONS 16 772 The Rolling Reader Early Literacy Outreach ▪$200,000 ongoing funding for staffing ▪One Librarian ▪One Driver-Clerk ▪Both positions are filled Contra Costa County Library 17 773 Library Foundation of Contra Costa (LFCC) $50,000 one-time funds ▪Fully tax-exempt 501(c)3 non-profit organization ▪Working with Essex and Drake consultants ▪7 seats on board, 6 are filled ▪Website completed libraryfoundationcontracosta.org 18Contra Costa County Library 18 774 County-owned Library Facilities Deferred Maintenance Projects $4 million one-time MX funds ▪Antioch, Kensington, Pinole, Rodeo, Ygnacio Valley ▪Roofs, HVACs, Lighting and Electrical Upgrades ▪ADA upgrades triggered Contra Costa County Library 19 775 Deferred Maintenance Projects Financials Summary of Available Funding Amount Measure X $4,000,000 State Library Grant (Antioch)$1,057,533 State Library Grant (Pinole)$1,519,267 BAAQMD Grant (Pinole HVAC)$511,360 Totals $7,088,160 Summary of Estimated Costs Amount Antioch $1,677,409 Kensington $1,775,948 Pinole $2,700,438 Rodeo $201,476 Ygnacio Valley $2,820,102 Totals $8,973,898 Contra Costa County Library 20 776 Measure X Request: $1,885,738 One-time funds to cover gap in funding for deferred maintenance projects ▪Roofs ▪HVAC ▪Electric and Lighting Upgrades ▪ADA Improvements Contra Costa County Library 21 777 DIVERSITY, EQUITY, INCLUSION & ACCESS 22 778 Policies, Procedures, Practices All library users feel welcome, included, and have a sense of belonging when using library services, resources, and facilities (Goal 2 of Updated Strategic Plan) ▪Racial Equity Action Plan (coming soon!) ▪Staff Training ▪Fine Free since 2019 Contra Costa County Library 23 779 Collections ▪Diversity Audit ▪Lite Reads for new adult readers ▪Books for the Homebound ▪LGBTQIA+ collection at ECL ▪World Languages: ▪Spanish ▪Chinese ▪Russian ▪Farsi ▪Tagalog Contra Costa County Library 24 780 Programs ▪“Insiders” events for adults with developmental disabilites ▪Annual Pride Month and Cultural Celebrations ▪ADA Accommodations ▪Translation ▪Spanish ▪Chinese ▪Filipino ▪Farsi ▪ASL Contra Costa County Library 25 781 Technology ▪Assistive technology ▪Large Print Keyboard ▪Trackball Mouse ▪Headphones ▪T-Coil Looping (Assistive Hearing Device) ▪Screenreaders ▪Lendable WiFi hotspots Contra Costa County Library 26 782 MAJOR ACCOMPLISHMENTS & PERFORMANCE IMPROVEMENTS Contra Costa County Library 27 783 The Rolling Reader Launched in November 2023 ▪2,000 miles driven ▪75 events ▪39 partners ▪3,000 attendees ▪2,600 books & 400 STEM kits distributed ▪63 people signed up for new cards Contra Costa County Library 28 784 Welcome Card ▪For patrons who are unable to meet the address requirements for a full-service library card ▪Launched summer 2023 ▪1,000 welcome cards currently Contra Costa County Library 29 785 Network Upgrade ▪Increased Network Security ▪All branches and Library Admin ▪Funded by $657,000 in grants from the State Library ▪Partnership with DOIT Contra Costa County Library 30 786 North Richmond Remote Lockers North Richmond Senior Center ▪Launched April 17th ▪Patrons place items on hold ▪Retrieve them from lockers with a library card ▪Deliveries are twice weekly Contra Costa County Library 31 787 New Strategic Plan Contra Costa County Library 32 Community survey-16,324 responses Three input sessions with Library staff One input session with friends, foundations and commissioners Interviews with all five Supervisors 788 PERFORMANCE HIGHLIGHTS Contra Costa County Library 33 789 Library Visits Fiscal Year 21 -22 22-23 % increase Door Count 1,665,632 2,304,075 38% Fiscal Year 18 -19 22-23 % increase Door Count 3,540,968 2,304,075 -35% Contra Costa County Library 34 790 Materials Checkout Rates - 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 1,800,000 2,000,000 2018-19 2019-20 2020-21 2021-22 2022-2023 eContent Checkout Rate - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 2018-19 2019-20 2020-21 2021-22 2022-2023 Physical Items Checkout Rate Contra Costa County Library 35 791 Physical Checkouts are the Majority of Checkouts Contra Costa County Library 36 792 Highest Overall Checkout Rate in Eight Years 0 1000000 2000000 3000000 4000000 5000000 6000000 7000000 8000000 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 All Formats Contra Costa County Library 37 793 FY 24-25 MAJOR INITIATIVES & GOALS Contra Costa County Library 38 794 New Digital Resources ▪Hoopla ▪Consumer Reports website ▪Washington Post ▪Mango Languages Contra Costa County Library 39 795 New Plans ▪Racial Equity Action Plan ▪Aligns with Goal 2 of Strategic Plan ▪Work will begin in FY 24-25 ▪Marketing Plan ▪Aligns with Goal 4 of Strategic Plan ▪Will be completed in FY 24-25 Contra Costa County Library 40 796 New Bay Point Library ▪Will be built as part of a mixed-use, high-density, transit-oriented development ▪Plans include retail space and 340 low-income housing units ▪The 21,000 square foot library is expected to open in 2027. Contra Costa County Library 41 797 New Bay Point Library Costs Total estimated cost = $28,722,750 Secured funding sources: ▪Pacific West Communities: $4,200,000 ▪Contra Costa Capital Projects Fund: $10,000,000 At risk funding: ▪State of California: $10,000,000 Building Forward Grant ▪Senate Democrats’ Shrink the Shortfall plan recommends keeping all $131 million of Building Forwards grants in the budget Contra Costa County Library 42 798 New Bay Point Library Funding Potential additional funding ▪$2.5 million in federal community funding requests ▪Senators Butler and Padilla ▪Congressman Garamendi ▪LFCC capital campaign Contra Costa County Library 43 799 Self-Service Sundays ▪Pilot program for Sunday self-service hours at the Concord Library ▪Patrons will sign up for the program and enter the library using their library card number and a PIN. ▪Two security guards but no library staff will be present ▪Fall 2024 launch Contra Costa County Library 44 800 Honor Courage Commitment Leadership Teamwork Contra Costa County Office of the Sheriff 1 FY 2024-2025 RECOMMENDED BUDGET 801 2 A.Department Overview B.FY24-25 Budget Summary C.Diversity, Equity, Inclusion, and Access D.Performance Highlights E.FY24-25 Major Initiatives and Goals 802 3 The Contra Costa County Office of the Sheriff works in partnership with our diverse community to safeguard lives, rights, and property of the people we serve. ▪Largest law enforcement agency in Contra Costa County serving 1.16 million residents ▪Patrol serves a population of 164,000 in the unincorporated areas ▪715 square miles of land and 81 square miles of waterways ▪Four major bureaus: ▪Field Operations ▪Custody Services ▪Administrative Services ▪Support Services 803 4 Sheriff – Coroner Elected Field Operation Bureau Patrol Division Special Operations Division Investigations Division Support Services Bureau Emergency Services Division Coroner’s Division Technical Services Division Forensic Services Division Custody Services Bureau West County Detention Division Martinez Detention Division Administrative Services Bureau Training Division Professional Standards Division Personnel & Finance Division Undersheriff 804 5 *All FY 23-24 data is a straight-line projection for February-June FY 22-23 FY 23-24* Custody Services Total Bookings 15,588 15,690 Average Daily Population 643 994 Average Daily Population Custody Alternative 449 475 Support Services Coroner Cases 6,839 6,979 Crime Lab Cases Completed 8,743 9,009 Evidence Items Examined 31,898 32,126 805 6 *All FY 23-24 data is a straight-line projection for February-June FY 22-23 FY 23-24* Communications Total Calls Handled 362,845 355,091 911 Emergency Calls 210,824 203,361 Field Operations Patrol Calls for Service 158,233 159,202 New Investigations Cases 8,307 8,424 806 7 FY22-23 Actuals FY23-24 Adopted FY24-25 Recommended Change Expenses $270,211,479 $318,790,250 $335,872,593 $17,082,344 Revenues $167,966,772 $188,203,001 $191,015,792 $2,908,556 Net County Cost $120,244,706 $130,587,249 $144,856,831 $14,173,788 Positions (Budgeted FTE)1,146.5 1,146.5 1,164.5 18.0 807 8 Vacancies Total Number of all Vacant Positions: 205 Total Number of GF Vacant Positions: 201 (91 Sworn) Vacancy Factor: Total Vacancy Factor of all Vacancies: $34,133,741 Total Vacancy Factor of all GF Vacancies: $33,642,869 Budgeted Vacancy Factor: Total Vacancy Factor: $685,492 *Vacancies as of December 2023 808 9 Prop 172 Sales Tax, $89,170,370 Contract Law Enforcement Svcs, $28,536,662 Fines and Fees, $218,000 State Aid, $7,177,216 Federal Aid, $2,933,902 Misc Law Enforcement Svcs, $11,855,626 AB109, $11,730,216Ad Valorem, $11,969,279 Court Security & Perimeter Screening, $20,320,664 Other Govt Reimbursements, $1,601,642 Other Misc Revenue, $5,502,185 General Fund Contribution, $144,856,831 809 10 The Office of the Sheriff was allocated Measure X funding in FY23 -24 to deliver expanded and enhanced public safety services to the community and greater transparency through the body-worn and in-car camera program. ▪FY23-24 the body-worn and in-car camera installations and program implementation completed in FY23-24 ▪FY24-25 budget includes $581,683 for ongoing equipment and licensing costs and $1,397,760 for staffing. 810 11 The Contra Costa County Office of the Sheriff is dedicated to fostering diversity, equity, inclusion, and access. Mission Statement The Office of the Sheriff works in partnership with our diverse community to safeguard the lives, rights and property of the people we serve. With unwavering dedication, we provide innovative professional law enforcement services to our community. We accomplish this mission by maintaining our Core Values while always conducting ourselves with the highest ethical standards. 811 12 Race/Ethnicity*Number of Employees Percentage of Employees African-American 85 8.91% Asian 106 11.11% Caucasian 545 57.13% Hispanic/Latino(a)185 19.39% Native American 4 0.42% Pacific Islander 11 1.15% Other 18 1.89% Total 954 100% *Race/ethnicity is self-reported at the time of hire 812 13 Total Bilingual Staff: 77 ▪Total Chinese/Cantonese/ Mandarin Bilingual Staff: 4 ▪Total Spanish Bilingual Staff: 67 ▪Total Hindi/Punjabi-Indian Bilingual Staff: 2 ▪Total Filipino Ilocano/Tagalog 4 Most Common Language Services Request: Spanish 813 14 ▪Community Outreach & Events ▪Adopt-A-Family ▪Stuff a Cruiser ▪Backpack drives/giveaways ▪Bay Point Christmas Party ▪Food as a Medicine Health Fair ▪Unity in the Community ▪Bay Point Christmas Party/Bike Rodeo (English & Spanish) ▪Deer Valley HS Law and Justice Class ▪Coffee with a Cop ▪Recess with a Cop (Delta Station) ▪Countywide National Night Out Events ▪Boy Scouts and Daisy Troops Presentations ▪Summer Pop Up Parties at Contra Costa Centre ▪Alamo Rotary Club Egg Hunt ▪Celebration of Learning Night at Verde Elementary School 814 15 New Initiatives and Projects ▪Local Hazard Mitigation Plan: Focus on equity for underserved populations. ▪Equity: Coordinate with the County Office of Restorative Justice to become our OES/EOC Equity team. ▪Language Translation: Implement a contract with an Emergency Translation Service to access emergency interpretation during a disaster. ▪Extreme Weather Planning: Complete the Extreme Cold/Hot and Clean Air response plan which include Disability, Access, and Functional Needs. ▪Access: Implement new ADA workflow throughout the detention facilities in the Custody Services Bureau. 815 16 ▪Tablets were introduced in all three Custody Services Bureau detention facilities. ▪The Martinez Detention Facility's C-Module underwent inclusive upgrades, incorporating ADA cells and improved facilities. ▪Implemented Body Worn Cameras (BWCs) and In-Car camera systems. ▪Hosted a Women in Law Enforcement Spring Panel. ▪The Emergency Services Division (Office of Emergency Services) received recognition for their efforts in the winter storm warning response during the 7th Annual Red Cross Partner Recognition ceremony. 816 17 The Office of the Sheriff strives to eliminate barriers and promote equity in its internal operations and the service provided to the citizens of Contra Costa County. Examples of major initiatives that increase equity of service include: Field Operations ▪Increased Mental Health Evaluation Team (MHET) deputy staffing. ▪Attend Municipal Advisory Council meetings to foster transparency. Custody Services: ▪Ongoing construction upgrade projects to create ADA-accessible cells. ▪Broke ground on the West County Re-Entry Treatment and Housing Facility (WRTH). 817 18 Communications Center (Dispatch) ▪Callers can reach Dispatch using Text-to-911 for emergencies. Recruiting ▪Attend hiring fairs focused on diversity. ▪Focus recruiting efforts to attract female candidates. Training ▪All sworn employees attend Principled Policing training. ▪All sworn staff attend Crisis Intervention, De-Escalation, Racial Diversity & Cultural Diversity Training. 818 Contra Costa County Office of the Sheriff Thank You 19 819 CONTRA COSTA COUNTY DISTRICT ATTORNEY’S OFFICE DIANA BECTON, DISTRICT ATTORNEY FY 2024-25 BUDGET PRESENTATION Department Overview FY24-25 Budget Summary Diversity, Equity, Inclusion, and Access 1 Performance Highlights FY2024-25 Major Initiatives and Goals 820 CONTRA COSTA COUNTY COLLABORATION 2 821 DISTRICT ATTORNEY’S OFFICE Mission To seek justice and enhance public safety for all our residents. By fairly, ethically, aggressively and efficiently prosecuting those who violate the law, and by working to prevent crime. Seek Justice. Serve Justice. Do Justice. 3 822 DEPARTMENT OVERVIEW 4 Major Functions Superior Court Operations Special Operations Community Violence Reduction Homicide Family Violence Juvenile Victim/Witness Assistance Bureau of Investigations 823 KEY OPERATION INDICATORS 2023 Statistics 1.15 Million residents 25 law enforcement agencies within 19 cities Spent 424 days in jury trial on felony cases Filed close to 3,000 felony cases Filed approximately 4,400 misdemeanor cases Provided services and support to victims in 10,232 cases Obtained close to $4 million in Restitution Orders for Victims 5 824 BUDGET SUMMARY All Funds FY 22-23 Actuals FY 23-24 Adopted FY 24-25 Recommended Change Expenses $49,185,220 $57,462,370 $64,679,781 $7,217,411 Revenues $29,656,720 $32,719,370 $33,666,716 $947,346 Net County Cost $19,528,500 $24,743,000 $31,013,065 $6,270,065 Positions (Budgeted FTE)231.6 236.6 239.1 2.5 6 825 FY24-25 REVENUE 7 $758,000 $24.8M $8.1M $31M Federal Net County Cost State Other $33.7M $31M FY 2024-2025 Budget $64.7MRevenues Inclusive of Prop. 172 Funds Net County Cost 826 FY24-25 EXPENDITURE 84% 16% FY 2024-25 Budget Salaries and Benefits Services, Supplies, and Other $64.7M 8 827 DEPARTMENTAL VACANCIES (AS OF MARCH 2024) Description FTE/Value Total Number of Allocated Positions*242.1 Current Number of Vacancies*19 Dollar Value of Current Vacancies (monthly)$173,000 FY24-25 Budgeted Vacancy Factor $277,139 9 * There are currently 4 unfunded vacancies which are scheduled to be deleted in FY2024 -25. 828 FY24-25 BUDGET MAJOR CHANGES Description Add a DA Senior Inspector to investigate public corruption Add a Departmental Fiscal Officer and Cancel a vacant Admin Srvs Asst III Establish the Auto-focused Crime Elimination (ACE) Task Force Use fund balance in Supplemental Law Enforcement Services Fund (SLESF) to help fund ACE Task Force Received Federal Funding to support a Transitional Aged Youth Diversion Program 10 829 DIVERSITY, EQUITY, INCLUSION AND ACCESS Department Value & Approach District Attorney's Office strives to achieve diversity, equity, and inclusion by: •Building a diverse and inclusive workforce that reflects our community •Reducing racial disparities in criminal prosecutions •Expanding programs that support those disproportionately impacted by crime 11 830 DIVERSITY, EQUITY, INCLUSION AND ACCESS 12 Year White African American Hispanic Asian/ Other Total Dec 2021 72 (69%)8 (8%)11(11%)13 (13%)104 Dec 2022 66 (66%) 11 (11%)11(11%)12 (12%)100 Mar 2024 70 (66%)14 (13%)9 (9%)13 (12%)106 District Attorney’s Office – Attorney Employees Only Gender and Race/Ethnicity Report Year Male Female Total Dec 2021 47 (45%)57 (55%)104 Dec 2022 46 (46%)54 (54%)100 Mar 2024 49 (46%)57 (54%)106 831 DIVERSITY, EQUITY, INCLUSION AND ACCESS Most Common Language Translation Requests •Spanish •Chinese (Mandarin and Cantonese) •Farsi 13 832 DISTRICT ATTORNEY COMMUNITY OUTREACH Community Outreach Activities School Outreach Community Fairs Bear Appearances Community Academy Neighborhood Restorative Partnership Community Awareness Days 14 833 DIVERSITY, EQUITY, INCLUSION AND ACCESS New DEIA Initiatives and Programs Expand the Racial Justice Act Unit Establish an Auto-Focused Crime Elimination (ACE) Task Force Strengthen Public Corruption Investigations 15 834 PERFORMANCE HIGHLIGHTS 16 Key Performance Measurements Spent 424 days in jury trial on felony cases in 2023 Prosecuted 26 human trafficking cases in 2023 Reviewed 40 eligible cases for Prosecutor Initiated Resentencing Resentenced 25 individuals who earned a reduction from their original sentence 835 PERFORMANCE HIGHLIGHTS 2023 Accomplishments Neighborhood Restorative Partnership (NRP) •110 cases reviewed for possible NRP eligibility •44 cases completed program requirements Advanced Litigation Unit – PC745 California Racial Justice Act Public Integrity Unit – Reviewed hundreds of open cases Investigated 13 Law Enforcement Involved Fatal Incidents (LEIFI) incidents in 2023 17 836 FY24-25 MAJOR INITIATIVES AND GOALS Transitional Aged Youth Restorative Justice Diversion Program Establish ACE Task Force Move into Pittsburg Office Integration among various technological systems to increase service delivery Continue to pursue collaborative grant funding opportunities 18 837 DISTRICT ATTORNEY’S OFFICE 19 Comments and Questions 838 FISCAL YEAR 2024-2025 BUDGET PRESENTATION ELLEN MCDONNELL PUBLIC DEFENDER 839 OVERVIEW ❖Mission ❖2024-25 Budget & Staffing ❖Practice Areas ❖Client Caseload Data & Demographics ❖Current Challenges 2 840 Contra Costa Public Defender Mission The Public Defender fiercely and aggressively defends individuals charged with crimes inside of courtrooms throughout Contra Costa County. All our clients are indigent, and many are mentally ill and unhoused. Nearly 37% of the Public Defender’s clientele identify as black, and approximately 30% identify as Latinx. Public Defender clients are some of the most vulnerable and marginalized community members in Contra Costa. In addition to our litigation inside of the courtroom, we strive to advance equity and further community stability for thousands of community members each year. We achieve this through our holistic defense approach, that features a wide array of specialized programs, units, and partnerships. 3 841 BUDGET OVERVIEW 4 General Fund FY 22/23 Actuals FY 23/24 Adopted Budget FY 24/25 Recommended Budget Change Expenses $38,286,001 $46,329,230 $50,716,679 $4,387,449 Revenue $7,779,997 $11,182,230 $10,476,403 ($705,827) Net Cost $ 30,506,005 $35,147,000 $40,240,276 $5,093,276 FTE 172.5 190.5 191.5 1 842 5 2024-25 Recommended Expenditure Appropriation ($51.8M) 843 6 Category Count Managing Attorneys 12 Line Attorneys 100.5 Administration 8 Clerical Support 19 Case Prep Assistants 3 Legal Assistants 21 Investigators 15 Social Work Staff 13 Total FTE 191.5 Vacancy Factor: As of 4/1/24, we are projecting 13 vacancies with a dollar value of $3,059,628 and a budgeted vacancy factor of $33,059 for FY 24-25. FY 2024-2025 Employee Distribution by Category 844 CONTRA COSTA PUBLIC DEFENDER PRACTICE AREAS 7 Felonies Misdemeanors Youth Defense Mental Health Revocations Clean Slate Strategic Litigation & Research Immigration 845 Contra Costa Public Defender Programs Advancing Equity •Clean Slate Program •Holistic Intervention Partnership (HIP) •Stand Together Contra Costa (STCC) •Strategic Litigation & Research Unit •Racial Justice Act Litigation •Youth Early Intervention Partnership (YEIP) •Alternatives to Supervision Program •Social Work & Reentry Services Unit 8 846 2023 PUBLIC DEFENDER CASE REFERRALS 9 FELONIES 2,384 MISDEMEANORS 4,071 YOUTH DEFENSE 401 MENTAL HEALTH 642 IMMIGRATION 142 CLEAN SLATE 3,036 REVOCATIONS 1,530 POST CONVICTION 140 TOTAL 12,346 847 10 Client Race/Ethnicity 2023 Referrals by Race/Ethnicity White alone, not Hispanic or Latino 19.8% Black or African American alone 29.6% American Indian and Alaska Native alone 0.1% Asian alone 1.8% Native Hawaiian and Other Pacific Islander alone 0.2% Hispanic or Latino, not white 24.0% Two or More Races 3.0% Unspecified Race 21.7% 2023 PUBLIC DEFENDER REFERRALS BY RACE U.S. Census Demographic Race 2023 Contra Costa County Demographics White alone 62.8% Black or African American alone 9.5% American Indian and Alaska Native alone 1.1% Asian alone 20.2% Native Hawaiian and Other Pacific Islander alone 0.6% Two or More Races 5.8% U.S. Census Demographic Ethnicity 2023 Contra Costa County Demographics Hispanic or Latino, not white 27.0% White alone, not Hispanic or Latino 39.8% 848 2023: A YEAR IN REVIEW •268 Trials conducted •209 Jury Trials Conducted •59 Court Trials Conducted •64% of felony trials resulted in full acquittal, partial acquittal, or mistrial •73% of misdemeanor trials resulted in full acquittal, partial acquittal, or mistrial 10 849 Trial Trends Year Over Year TOTAL TRIALS JURY TRIALS COURT TRIALS 2020 153 110 43 2021 203 147 56 2022 192 140 52 2023 268 209 59 11 850 CONTRA COSTA PUBLIC DEFENDER PEOPLE WE SERVE 13 851 STCC is a collaborative partnership between the County and local community-based organizations to provide immigrant legal services, community outreach, and public education. Our community partners include Jewish Family and Community Services, Immigration Institute of the Bay Area, and Faith in Action – East Bay Indigent immigrants are not automatically provided with an attorney during deportation proceedings and 85.3% of immigrants in the US ordered deported last month did not have an attorney Nationally, immigrants seeking asylum protections without an attorney only win 18% of cases, while in Contra Costa, immigrants who are represented by STCC attorneys win their cases 92% of the time Last year, our STCC defense team represented 154 clients in deportation proceedings, and we reached 677 people through our community outreach and education programs 14 852 Antioch Police Department Racist Texting Scandal In 2023, an FBI investigation uncovered thousands of racist text messages that involved nearly half of the Antioch police force This discovery has had a cascading impact on an unprecedented number of community members Last year, the Board allotted funding for 5 Public Defender Attorneys to focus on defending those impacted as well as Racial Justice Act litigation Our work continues at the Public Defender’s Office to bring justice to those who have been victimized by police corruption and racism in policing 15 853 CURRENT CHALLENGES HIGH VOLUME OF FELONY, MISDEMEANOR, AND MENTAL HEALTH CASE REFERRALS POTENTIAL LOSS OF POST-CONVICTION UNIT STATE GRANT FUNDING INSUFFICIENT MENTAL HEALTH CONSERVATORSHIP STAFFING STRAINED IT SUPPORT AND BANDWIDTH CAPACITY CONCERNS WITH RACIAL JUSTICE ACT LITIGATION SUPPORT STAFFING 15 854 New Legislation for 2024: Retroactive Racial Justice Act Relief 17 855 Meeting the Challenge of Newly Retroactive Racial Justice Act Litigation 18 The California Racial Justice Act is legislation designed to allow those impacted by the criminal legal system to challenge racism in the legal system – this law became retroactive in 2024 1,521 Individuals currently serving Contra Costa convictions in State Prison 1,208 (79%) People of color currently serving time for Contra Costa convictions in State Prison The Public Defender is working to meet the challenge of representing the large number of individuals who are newly eligible for Racial Justice Act relief 856 Potential State Budget Cut: Public Defense Pilot Program Grant In 2022, the State provided grant funding to address inequities in sentencing and to implement much needed legal reforms for those currently serving inequitably long or unjust state prison sentences. Contra Costa has received approx. $3 million for the first 2 years of this grant. Contra Costa was slated to receive nearly $1.2 million in the 3rd year of the grant, but the Governor proposed to cut this critical funding to all counties. The Public Defender served 160 individuals, including 70 individuals who were resentenced, during this period. Of this group, 83% are people of color and 45% are Black. CCPD currently represents 471 incarcerated clients who are entitled to constitutionally mandated post-conviction legal services. 19 857 CONSERVATORSHIP: CURRENT CASELOAD AND STAFFING CHALLENGE CCPD represents vulnerable, mentally ill individuals subject to involuntary civil commitment New legislation has caused elevated referrals and increased conservatorship workload Currently have insufficient attorney bandwidth to handle large Conservatorship caseload Expanded definition of conservatorship to be implemented as soon as 2025 to include substance use disorder CARE Court is on the horizon in December of 2024 20858 Public Defender Conservatorship Case Referral Trend 21 0 50 100 150 200 250 300 350 400 450 2019 2020 2021 2022 2023 Number of Cases Per Year 859 Facilities Improvements Completed main office 800 Ferry Street remodel in the Fall of 2023 Moving into office space at 1026 Escobar in June of 2024 Looking forward to adding East County office space to increase our presence in East County 21 860 A Look Ahead CARE Court Launch and Implementation in December of 2024 Onboarding and training our litigation support team staff Continuing to address cases for those impacted by the Antioch PD racism scandal Ongoing investment in internal Diversity, Equity, Inclusion, and Belonging (DEI-B) training Continuing our research partnership with the Center for Policing Equity (CPE) 22 861 Questions or Comments? 862 PROBATION FY 24-25 BUDGET PRESENTATION ESA EHMEN-KRAUSE CHIEF PROBATION OFFICER 863 AGENDA •Department Overview •FY 24/25 Budget •Vacancy Factor •Measure X Update •Accomplishments •Goals 2 864 MISSION An unwavering commitment to justice, even in the face of adversity, an ethical application of the law, and a proven approach to rehabilitation 3 865 SERVICES PROVIDED COMMUNITY SUPERVISION STABILIZATION SERVICES JUVENILE CUSTODIAL CARE RESEARCH & PROGRAM EVALUATION 4 866 OPERATIONAL INDICATORS 277 433 1183 254 433 1030 210 529 917 Juvenile Hall Intakes Referrals to Juvenile Probation Cases Referred for Adult Supervision FY 20/21 FY 21/22 FY 22/23 5 867 BUDGET OVERVIEW Fund FY 22-23 Actuals FY 23-24 Adopted FY 24-25 Recommended Change General Fund $81,070,138 $104,385,000 $109,178,711 $4,793,711 Special Revenue $12,081,079 $18,163,000 $17,996,064 -$166,936 Total All Funds $93,151,218 $122,548,000 $127,174,775 $4,626,775 Positions (FTE)356.0 358.0 370.0 12.0* 6 *This net increase of position is due to midyear position changes made in current FY23 -24 868 VACANCY FACTOR 7 Description FTE / Value Total Number of Allocated Positions 370.0 Number of Vacancies*91.0 Vacancy Values*$13,980,362 FY24-25 Budgeted Vacancy Factor $1.2M *Based on FY23-24 Q3 Data, subject to change. 869 BUDGET HISTORY $0 $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 19/20 20/21 21/22 22/23 23/24 24/25 Expenditures Revenue Net County Cost 8 870 MEASURE X UPDATE •$2 Million allocated for Restorative Justice Initiative •Rane Community Development & Bright Research Group leading effort in collaboration with Probation •Community feedback sessions and surveys completed •Final Report in progress 9 871 ACCOMPLISHMENTS •Developed thoughtful & equitable supervision strategies •Invested in client focused services •Continued dedication to intervention and prevention •Increased staff development •Enhanced professional services •Continued investment in special projects and initiatives 10 872 GOALS COMMUNITY ENGAGEMENT QUALITY ASSURANCE EQUITABLE PRACTICES 11 873 CONTRA COSTA COUNTY PROBATION DEPARTMENT 2024 THANK YOU 874 Budget Presentation April 22 & 23, 2024 1 Warren Lai, Public Works Director Diana Oyler, Public Works Chief of Fiscal Services 875 Agenda 2 Department Overview FY 24-25 Budget Summary Diversity, Equity, Inclusion,and Access Performance Highlights FY 24-25 Major Initiatives and Goals 876 Department Overview Public Works Mission 3 Public Works employees deliver cost effective, safe, reliable, and sustainable projects, programs and quality services with a focus on our communities and provide support services that are competitive, attentive, responsive, efficient and safe to enable County Departments to provide high quality services to the public. 877 Service Areas 4878 Budget Summary 5 FY22-23 Actuals FY23-24 Adopted FY24-25 Recommended Change Expenses $210,583,816 $277,707,877 $283,746,843 $6,038,966 Revenues $203,517,926 $213,857,748 $209,487,907 ($4,369,841) Net Cost $7,065,890 $63,850,129 $74,258,936 $10,408,807 Positions (Budgeted FTE) 562 570 575 5 Current Position Count Current Vacancies Value of Vacancies Airport 18 4 $538,384 Facilities Maintenance 219 30 $3,713,320 Fleet Services 24 6 $817,183 Print & Mail 22 2 $287,864 Public Works Operations 281 75 $10,199,212 Purchasing 9 2 $287,864 Total 573 119 $15,733,633 5 879 Public Works FY 24-25 Requested Budget $283,746,843 General Fund Target $41,000,000 Public Works, $53,380,559 County Drainage Maintenance, $920,000 Building Maintenance, $33,499,106 Fleet ISF, $21,824,553 Road Construction, $698,000 Road Fund, $85,456,957 Land Development, $3,200,000 Airports, $6,125,931 Facilities, Purchasing and Other Services, $52,714,578 Other Funds, $25,927,160 6 880 7 Public Works, $1,476,000, 3.6%Facilities Maintenance Operations, $425,000, 1% Sustainability, $2,688,000, 6.6%Parks and Recreation, $1,024,000, 2.5% Purchasing, $1,134,000, 2.8%Gen. Co. Bldg Occupancy, $33,060,000, 80.6% Keller Mitigation. $293,000, 0.7%County-Wide Drainage Mtce, $900,000, 2.2% Public Works, General Fund Net County Cost $41,000,000 881 Infrastructure Investment and Jobs Act (IIJA) Public Works aggressively applied for IIJA funds. To fully appreciate this funding opportunity, a General Fund commitment was made for the required local match dollars. Applications were submitted under the following IIJA programs: •Rebuilding American Infrastructure with Sustainability and Equity •Highway Safety Improvement Program •Transportation Alternatives/Active Transportation Program •Bridge Investment Program •Building Resilient Infrastructure and Communities •Section 1135 Project Modifications for Improvement of the Environment •Clean Watersheds for All •Charging and Fueling Infrastructure Program •Safe Streets for All •Bay Area Water Quality Improvement Fund •Regional Watching Our Waterways Trash Water Quality Improvement Fund •Rural and Tribal Assistance Pilot Program Application Amounts Submitted (total including pending and rejected projects) Requested IIJA Grant Amount-$173,866,272 Estimated County Match Amount-$17,593,154 Successful IIJA Grant Award Amounts Secured IIJA Funding -$84,557,763 Required County local match -$12,845,105 8 882 IIJA Award Summary 9 PROJECT NAME IIJA GRANT AMOUNT Countywide Guardrail Upgrades – Phase 2 $999,990 Appian Way at Fran Way Pedestrian Crosswalk Enhancements $249,840 Walnut Boulevard Bike Safety Improvements $249,415 Byron Highway Safety Improvements $1,316,520 Vasco Road Safety Improvements $715,050 Deer Valley Road Traffic Safety Improvements $1,125,810 San Pablo Avenue Complete Street/Bay Trail Gap Closure $10,517,000 Pacifica Avenue Safe Routes to School $3,902,000 Marsh Creek Road Bridge Replacement (Bridge No. 28C143 & 28C145)$14,268,379 Byron Highway Bridge Replacement over California Aqueduct (Bridge No. 28C0121)$19,870,559 Del Monte Drive Bridge Painting and Poly Overlay (Bridge No. 28C0207)$ 793,000 Freeman Road and Briones Valley Road Bridge Maintenance $723,000 Second Avenue Bridge Replacement (Bridge No. 28C0383)$7,108,000 County-wide underserved communities GSI and water quality improvements $1,000,000 Contra Costa County EV4All Project - installation and deployment of 60 Level 2 chargers and 52 Direct Current Fast Chargers at 15 Contra Costa County Library sites $14,999,200 Vasco Road Corridor Safety Improvements Feasibility Study $320,000 Wildcat Creek Fish Passage Implementation $1,800,000 Clean Watersheds in Underserved communities throughout Contra Costa County $1,000,000 Receiving water monitoring in waterbodies in Contra Costa, Alameda, San Mateo, and Santa Clara County 50% local match.$3,600,000 Total $84,557,763 883 Measure X Allocations and Updates $3.75 Million one-time Allocation for Deferred Maintenance •30 & 50 Douglas Dr Generators •4545 Delta Fair HVAC Replacement $2,288,000 annual Allocation for Sustainability Fund •Electric Vehicle Charging Infrastructure •Energy Efficiency Projects •Leverage funding for grants $1,024,000 annual Allocation for Parks & Recreation •Diversity & Equity Component •Planning amongst the Supervisorial Districts Public Works is implementing other Measure X funded projects identified by other County departments (HSD at CCCRMC, County Libraries) 10884 Diversity, Equity, Inclusion, and Access •Public Works has implemented a comprehensive strategy to address equity issues and ensure inclusivity in operations through the following: •Title VI Implementation Plan and Training •Identify communities of concern to enhance infrastructure and promote equity •Small Business Enterprise Program initiatives •Sustainability Initiatives 11885 Performance Highlights Projects Completed •Marsh Drive Bridge •Franklin Canyon Road Safety Improvement Project •Westminster and Kenyon Avenue Accessibility Project •Countywide Pavement Dig Outs Project •Countywide Surface Treatment Project in Bay Point, Pacheco, and Contra Costa Centre •Buchanan Field Terminal Project (expected completion in Spring 2024) •Buchanan Field Security Fencing (remaining work adjacent to Terminal) Awarded Grant Funding for Projects •Flood Control District Wildcat Creek Fish Ladder Retrofit - $4 million •Clean Water Program Water Quality Improvement Funds - $1 million •Infrastructure Investment and Jobs Act (IIJA) - $84.5 million County Buildings •Satellite Administration Building and public plaza – completion anticipated later this year •Completed 52 Capital Building Projects (new Fire Stations,Deferred Maintenance) 12 886 Performance Highlights •EV Chargers •Commissioning timeline (2024) - Cumulative total number of charger ports: •Floodplain Program •Continued participation in National Flood Insurance Program and Maintained CRS Rating of 6, resulting in 20% savings in flood insurance premiums for unincorporated County residents •Land Development/Information Technology •Expand ePermits Center to process fees, deposits, and payments on ministerial and discretionary permits •Purchasing •Coordinated with County Counsel and County Administrator's Office to update County Purchasing Policy and Procedures. •Real Estate •Acquisition of 2523 El Portal for the operation of a mental health urgent care facility and a therapeutic residential facility 13 Month # of Ports February 16 March 28 April 81 May 93 June 121 July 161 August 171 887 Major Initiatives, Goals, and Challenges 14 Recruitment/ Retention and Succession Planning Capital Project Planning and Delivery Sustainable Funding - Transportation and Building Infrastructure - Storm Water/ Flood Control -Special Districts Creating a Better Built & Equitable Environment Traffic Safety County Airports 888 15 889 MXCAB funding recommendations – April 11, 2024 1 Measure X Community Advisory Board Funding Priority Recommendations to the Board of Supervisors April 11, 2024 At the March 20, 2024 meeting of the Measure X Community Advisory Board (MXCAB), the members voted unanimously to recommend to the Board of Supervisors that the $28 million in available one-time Measure X funding be allocated to the following priorities in response to data identifying unmet community needs. Funding recommendations for $28 million in one-time Measure X funds: ● Services to meet the urgent needs of African American residents in Contra Costa, including additional funds for the African American Holistic Wellness and Resource Hub services for African American families, and a parent resource center. ● Funding for the Innovation Fund. ● Funding for Guaranteed Income pilots throughout the county. ● Community-based training and employment services. ● Community-based mental health services for at-risk and under-served populations, with a particular focus on LGBTQI+ residents and Asian-American/Pacific Islander communities. ● Community-based services focusing on restorative justice and services for those re- entering the community from incarceration, including pre-release and post-release services. ● Community-based services for seniors and disabled residents, including programs that increase food security for seniors. ● Supportive housing subsidies for unhoused and housing-insecure youth and young adults, including those aging out of foster care or re-entering the community following incarceration. ● Vegetation management for fire prevention. ● Abuse prevention and support. These funding priorities were informed by intensive community input over several months in 2023 and early 2024, including both written and verbal public comments at nine monthly Advisory Board meetings, at which we heard testimony from more than 200 members of the public. 890 MXCAB funding recommendations – April 11, 2024 2 We also analyzed three years of public input, MXCAB funding recommendations, and funding decisions by the Board of Supervisors in order to identify prior MXCAB recommendations that have not yet been funded. We were especially interested in identifying funding priorities that have been lifted up in all three years of our work but have not yet been funded, with guaranteed income and senior services as two examples. At the March 20, 2024 MXCAB meeting, we conducted an online poll of the MXCAB members who were present. (See attached document summarizing poll results.) After further discussion and public comment, a motion to recommend funding the community needs as described above was proposed and unanimously adopted. Core Values and Operating Principles Our recommendations continue to elevate the core values and operating principles that have guided MXCAB’s work over the past three years. These principles and values include: 1. Holding a shared responsibility to practice core values of equity, justice, inclusion, and compassion 2. Recognizing the importance of a strong safety net 3. Addressing prevention as well as current system gaps 4. Actively seeking transformational ideas 5. Leveraging other funding sources 6. Prioritizing the perspectives of residents most impacted by community needs, with a recognition that solutions must be interconnected and intersectional 7. Naming inequities and disparities, and recognizing those most harmed (especially by anti-Black racism) 8. Recognizing that economic opportunity and equity are at the heart of our work 9. Creating a culture of inclusion, welcoming, and belonging Focusing on community-based services Given that a majority of ongoing Measure X funding to date has been allocated to County departments and programs, we urge the Board of Supervisors to focus this current pool of one- time funding on programs and services that are provided by organizations that are located in the communities being served, and ideally that are staffed and led by people who reflect and embody those being served. We also encourage the County to allocate these sales tax funds as expeditiously as possible, in order to ensure maximum impact in addressing urgent community needs. 891 Sumary of Results for March 20, 2024 MXCAB Priorities Survey to inform April 2024 MXCAB Recommendation to the Board of Supervisors Rank Q1 Priorities Votes 1 African American Holistic Wellness Hub (additional funding)14 2 Innovation Fund expansion 12 3 Community-based mental health for LGBTQI+11 3 Community-based training & employment 11 3 Guaranteed income pilot 11 6 Community-based mental health services (at-risk populations)9 6 Mental health services for AAPI community 9 6 Permanent housing subsidies for youth/young adults 9 9 Abuse prevention and support 8 9 Community-based restorative justice 8 11 Community-based reentry support services 6 11 Discretionary funds for Child Protective Services & foster youth 6 11 Seasonal fire staffing 6 11 Services for children with disabilities 6 15 Services for LGBTQI+ residents (beyond mental health)5 16 Community-based substance use treatment 4 16 East County multi-agency center for disabled residents 4 16 Family support services 4 16 Removal defense and case management for immigrant residents 4 20 Multicultural wellness center for Nepali/AAPI residents 3 20 Reimagine public safety initiative - countywide 3 22 East County community-based equity center 2 22 Public Defender front-end advocacy teams 2 22 Rental assistance for immigrants 2 25 Community-based asylum for LGBTQI+/other immigrants 1 Total Votes 160 Please select your top 10 priorities from this list of 25 unfunded MXCAB recommendations from the past three years. 892 Sumary of Results for March 20, 2024 MXCAB Priorities Survey to inform April 2024 MXCAB Recommendation to the Board of Supervisors Rank Q2 Priorities Votes 1 Community-based services for seniors & disabled 6 1 Food security for seniors 6 1 Fire/vegetation management 6 4 Supportive housing for unhoused residents 5 5 Black women and girls initiative 4 5 Funding to support re-entry population (pre-release & post-release services, 4 5 Legal services for seniors 4 8 Affordable home ownership for low-income residents 3 8 Community-based support for youth aging out of foster care 3 8 Community-based workforce development services & training 3 8 Wrap-around services for currently/recently unhoused residents 3 12 Animal services (animal enrichment, shelter intervention, community outrea 2 12 Asthma home visiting program 2 12 Healthcare for remaining uninsured 2 12 Helicopter for fire season 2 12 LGBTQI+ youth programs/supports 2 12 Mental health services for residents most harmed by war on drugs 2 12 Permanent, interim, & transitional housing that is affordable 2 12 Recovery house for residents with substance use disorder 2 12 Rental assistance for low-income residents 2 12 Support for LGBTQI+ residents’ basic needs including housing, food 2 12 West County fire training facility 2 23 911 emergency communications (back-up Emergency Operations Center)1 23 Adult education for seniors in West County 1 23 Asian American/Pacific Islander health study 1 23 Black parent resource center 1 23 District Attorney’s Underserved Unserved Survivors Support Program (emerg 1 23 East Bay radio communications system 1 23 Rehabilitate units for low-income residents 1 23 Services to help residents develop plan to move out of poverty 1 23 Supports for LGBTQI+ seniors 1 23 Transitional homes for residents returning after incarceration 1 23 Wrap-around services for BIPOC/other marginalized LGBTQI+ residents 1 34 Asian American/Pacific Islander initiative to address hate speech 0 34 Ballot disclosures project (voter education)0 34 District Attorney’s Auto-focused Crime Eliminator Task Force pilot 0 34 Family support center (mental health)0 34 HIV education & prevention 0 34 LGBTQI+ community center 0 34 Parent education to address African American achievement gaps 0 34 Richmond Reimagining Public Safety initiative 0 34 Support for transgender residents 0 34 Youth services - general 0 Total votes 80 You are welcome to select up to 5 additional priorities from this list of 43 additional one-time funding requests received from county staff and community members over the past three years. 893 1 April 22-23, 2024 Marla Stuart, MSW PhD, Director info@ehsd.cccounty.us | (925) 608-4800 EHSD Fiscal Year 2024-25 Recommended Budget 894 2 CCC EHSD FY24/25 Recommended Budget 1. Need 2. Services 4. Value 3. Budget Outline 895 3 CCC EHSD FY24/25 Recommended Budget 1. Need 2. Services 4. Value 3. Budget 3896 4 CCC EHSD FY24/25 Recommended Budget Intersecting Hardships TRAUMA Violence, neglect, and exploitation previously and/or currently experienced POVERTY Insufficient resources to meet basic needs DISCRIMINATION Chronic inequitable access to societal resources CCC EHSD FY24/25 Recommended Budget 4897 5 CCC EHSD FY24/25 Recommended Budget Economic Instability COVID 898 6 CCC EHSD FY24/25 Recommended Budget Poverty Source: US Census 2022 ACS 5-Year Estimates Table S1701 CCC EHSD FY24/25 Recommended Budget 6899 7 CCC EHSD FY24/25 Recommended Budget 1. Need 2. Services 4. Value 3. Budget 7900 8 CCC EHSD FY24/25 Recommended Budget Guiding Principles VISION Contra Costa County will continue to be a thriving community where all individuals and families can be healthy, safe, secure and self-sufficient. MISSION We partner with the community to deliver quality services to ensure access to resources that support, protect, and empower individuals and families to achieve self-sufficiency. VALUES Promote Organizational Excellence Deliver Exceptional Customer Experience Openly Communicate Embrace Change Practice Ethical Behavior Respect Diversity 901 9 CCC EHSD FY24/25 Recommended Budget Services Across the Lifespan Tamina Alon, Information & Systems | Susan Bain, Internal Operations | Navdeep Singh, Chief Financial Officer Children Older AdultsAdultsFamilies Roslyn GentryMJ Robb Angela Bullock-Hayes Tamia Brown Tracy Murray Children & Family Services Community Services Workforce Services Workforce Development Aging & Adult Services Administrative Services 9902 10 CCC EHSD FY24/25 Recommended Budget Fed/State/Local Measure X -Childcare Centers -Childcare Payments -Community Action -Energy Assistance -Family Strengthening -Differential Response -Child Protective Services -Intensive Family Services -Foster Care -Adoptions -Independent Living Skills -Medi-Cal -CalFresh -CalWORKs -Welfare-to-Work -4-Our-Families Navigators -Refugee Cash Assistance -District Navigators -Refugee Assistance -American Job Centers -Targeted Population Supports -Systems Planning -Business Services -Youth Centers -Early Childhood Supports -Adult Protective Services -Area Agency on Aging -General Assistance -In-Home Supportive Services -Public Administrator -Public Authority -Master Plan for Aging (complete) -Community Services Services Across the Lifespan Children Older AdultsAdultsFamilies Children & Family Services Community Services Workforce Services Workforce Development Aging & Adult Services Administrative Services -Alliance to End Abuse -VES -Food Security -NEW REQUEST South County Family Justice Center ($2,000,000)903 11 CCC EHSD FY24/25 Recommended Budget Individuals Accessing Services Sources: CalWIN, CalSAWS, CWS/CMS/SafeMeasures, CMIPS, LEAPS, CLOUDS; Jan 2016 – Feb 2024 = onset of COVID 904 12 CCC EHSD FY24/25 Recommended Budget Racial Diversity of Clients Sources: CalSAWS, CWS/CMS/SafeMeasures, CMIPS, LEAPS, CLOUDS; Feb 2024 905 13 CCC EHSD FY24/25 Recommended Budget Diversity, Equity, Inclusion & Access •64,236 interpreted calls in 67 languages •199 certified bilingual staff in 10 languages •Enhanced visual experience on ehsd.org •Public Information Sharing Tools promote data transparency and engagement •2,100 hair care products for African American youth 906 14 CCC EHSD FY24/25 Recommended Budget Community Input Community Services 1. Economic Opportunity Committee 2. Head Start Policy Council Children & Family Services 3. Family & Children’s Trust Committee 4. System Improvement Plan 5. Family First Prevention Services Act Workgroup 6. Three Regional Community Partnerships Workforce Development 7. Workforce Development Board 8. Business & Economic Development Committee 9. Youth Committee Aging & Adult Services 10. Public Authority Advisory Committee 11. Area Agency on Aging 12. Local Impact Committee Information & Systems 13. Alliance to End Abuse Core Project Team 14. Food Security Collaborative Ongoing InputBudget Survey 907 15 CCC EHSD FY24/25 Recommended Budget 1. Need 2. Services 4. Value 3. Budget 15908 16 CCC EHSD FY24/25 Recommended Budget Budget Summary FY22-23 Actuals FY23-24 Adopted FY24-25 Recommended % Change Expenditures $540,596,063 $636,411,295 $718,576,053 13% Revenue $540,596,063 $636,411,295 $718,576,053 13% Federal, State, Local $511,147,782 $593,969,595 $674,971,998 % of Total 94% Measure X*$714,855 $13,435,700 $13,798,055 2% Net County Cost $28,733,426 $29,806,000 $29,806,000 4% FTEs 1911.5 1937.5 1937.5 0% *Measure X: Table includes annual appropriations. EHSD also has one-time MX appropriations for Refugee Services, Youth Centers, and Master Plan for Aging. On 12/12/23, the BOS authorized $800,000 in ongoing funds for Food Security beginning in FY23/24 and $1,693,000 in additional one -time funding for the Youth Centers. 909 17 CCC EHSD FY24/25 Recommended Budget Expenditures by Service Area Total $106,500,771 Service Delivery $92,272,906 87% Payments to Community Members $14,227,865 13% Total $160,522,746 Service Delivery $107,719,861 67% Payments to Community Members $52,802,885 33% Total $299,631,160 Service Delivery $210,528,869 70% Payments to Community Members $89,102,291 30% Total $16,497,133 Service Delivery $15,137,068 92% Payments to Community Members $1,360,065 8% Total $124,359,396 Service Delivery $56,807,584 46% Payments to Community Members $67,551,812 54% Other Service Delivery managed within Administration: $11,064,847 Children Older AdultsAdultsFamilies Children & Family Services Community Services Workforce Services Workforce Development Aging & Adult Services 910 18 CCC EHSD FY24/25 Recommended Budget Federal 26% State 7% Local 64% Measure X 0% NCC 2% Federal 42% State 53% Local 1% Measure X 0% NCC 4% Federal 67% State 0% Local 11% Measure X 22% NCC 0% Federal 17% State 67% Local 7% Measure X 2% NCC 7% Federal 33% State 45% Local 15% Measure X 7% NCC 0% Revenue by Service Area Children & Family Services Community Services Workforce Services Workforce Development Aging & Adult Services Children Older AdultsAdultsFamilies 911 19 CCC EHSD FY24/25 Recommended Budget Information & Systems 88 FTE Internal Operations 102 FTE Fiscal 55 FTE Office of the Director 4 FTE 268 FTE 407.5 FTE 801 FTE 16 FTE 196 FTE Public Authority +16 FTE Administrative Supports 1937.5 FTE Human Resources Children Older AdultsAdultsFamilies Children & Family Services Community Services Workforce Services Workforce Development Aging & Adult Services 912 20 CCC EHSD FY24/25 Recommended Budget Accomplishments Senior Nutrition 816,266 meals (FY 22/23) Customer Service 260,551 cases per month (2023) CalSAWS BenefitsCal 33,858 opened accounts (Mar 2024) Medi-Cal Renewals 119,577 (Jun 2023 – Nov 2023) 913 21 CCC EHSD FY24/25 Recommended Budget Challenges: Caseload Growth & Vacancies Sources: CalWIN, CalSAWS, CWS/CMS/SafeMeasures, CMIPS, LEAPS, CLOUDS, CalJOBS; FY22/23 72% of Caseloads Increased (18 of 25) + Chronic 17% vacancy rate 52% of Performance Mandates Met (11 of 21) Vacancies (1/31/24) 67 Social Workers 98 Social Service Program Assistants 125 Other Program Classifications 32 Administration Classifications 322 TOTAL = 17% Vacancy Rate Total S&B = $40,067,615 (NCC = $1,602,705) Budgeted Vacancy Factor = $3,820,653 914 22 CCC EHSD FY24/25 Recommended Budget Funding Reduction Risks Revenue Type # of Revenue Sources FY23-24 Funding FY24-25 Budgeted Difference Potential Reductions Administrative Allocations 39 $296,242,853 $358,014,515 $61,771,662 ($1,122,643) (.3%) Grants 32 $116,861,757 $135,516,620 $18,654,863 ($20,110,998) (15%) Assistance Payments 28 $223,306,686 $225,044,918 $1,738,232 $0 Total 99 $636,411,296 $718,576,053 $82,164,757 ($21,233,641) (3%) 915 23 CCC EHSD FY24/25 Recommended Budget 1. Need 2. Services 4. Value 3. Budget 23916 24 CCC EHSD FY24/25 Recommended Budget Sources: Feb 2024 issuances from CalSAWS, CLOUDS, CMIPS Community Wellbeing CCC EHSD FY24/25 Recommended Budget 24917 25 CCC EHSD FY24/25 Recommended Budget 1. Need 2. Services 4. Value 3. Budget Intersecting Hardships Community Wellbeing ~$690 million per year Across the Life Span $718,576,053 $29,806,000 NCC 1937.5 + 16 FTE 918 26 EHSD Fiscal Year 2024-25 Recommended Budget April 22-23, 2024 Marla Stuart, MSW PhD, Director info@ehsd.cccounty.us | (925) 608-4800 919 Measure X Community Advisory Board Measure X Funding Priority Recommendations For up to $31 million in one-time Measure X funds Presented by Mariana Moore (immediate past Chair) and Roxanne Carrillo Garza (Chair) April 2024 920 Measure X Community Advisory Board purpose & role The ballot measure language stated that the intent of Measure X is “to keep Contra Costa’s regional hospital open and staffed; fund community health centers, emergency response; support crucial safety net services; invest in early childhood services; protect vulnerable populations; and for other essential county services.” The Measure X Community Advisory Board has 27 members and alternates, all of whom are appointed by the Board of Supervisors. 921 Measure X Community Advisory Board purpose & role Per the bylaws, the main responsibilities of the Advisory Board include: ●Overseeing regular assessments of community needs; ●Using the assessment findings to develop general funding priorities to recommend to the Board of Supervisors on any Measure X net revenues available for allocation; ●Receiving annual status reports on the implementation, milestones, impact, and outcomes of Measure X funded programs, including whether program goals are being achieved, in a joint presentation to the MXCAB and Board of Supervisors; and ●Providing an annual report to the Board of Supervisors on MXCAB’s self-assessment of their effectiveness during the past year. 922 Members - Measure X Community Advisory Board District appointees: District 1: Rachel Rosekind, Willie Robinson, Lishaun Francis* District 2:Kathryn Chiverton, Steven Bliss, Nishi Moonka* District 3: Odessa LeFrancois, Susanna Thompson, Nancy Benevides* District 4: Roxanne Carrillo Garza, Pello Walker, (alternate seat vacant) District 5: Jontae Clapp, Azi Carter, (alternate seat vacant) * Alternate At-large members: Gigi Crowder Mariana Moore Diana Honig Joseph Grupalo Omar Rascon Gene Jackson (one vacancy) At-large alternates: Natalie Oleas Patrick Walsh Mark Miller Sam Alley Jim Donnelly 923 Core values and operating principles Core values: ●Equity, justice, inclusion, compassion Operating principles: ●Importance of strong safety net ●Prevention & addressing service gaps ●Transformative solutions ●Leverage other funding sources ●Needs and issues are intersectional and interconnected. ●Prioritize experiences and perspectives of most impacted residents ●Commit to naming inequities and disparities & recognize those residents most harmed by them ●Economic opportunity & equity ●Create a culture of welcome, inclusion, belonging 924 Methodology for assessing community needs ●MXCAB’s funding priorities are informed by intensive community input conducted over several months in 2023 and early 2024, including: ○Written and verbal public comments at nine monthly Advisory Board meetings ○Testimony from more than 200 members of the public ○Data from third-party sources, including the Bay Area Equity Atlas ●Identification of unfunded priorities via formal analysis of 3 years of public input, prior MXCAB recommendations, and Board of Supervisors allocations ●Public poll of Advisory Board members at March 2024 meeting to identify and converge on priority recommendations 925 Funding priority recommendations ●Services to meet urgent needs of African American residents, including: ○Additional funds for African American Holistic Wellness & Resource Hub ○Services for African American families ○Parent resource center ●Additional funding for the Innovation Fund ●Guaranteed income pilots to benefit residents countywide 926 Funding priority recommendations ●Community-based/provided employment & training services ●Community-based/provided mental health services for at-risk & under-served populations, especially LGTBQI+ and Asian-American Pacific Islander ●Community-based services focusing on restorative justice & pre- & post-release services for those re-entering the community from incarceration 927 Funding priority recommendations ●Community-based services for seniors & disabled residents, including programs that increase food security for seniors ●Supportive housing subsidies for unhoused and housing-insecure youth and young adults, including those aging out of foster care or returning to the community following incarceration ●Vegetation management for fire prevention ●Abuse prevention and support 928 Encouraging a focus on community-based services ●A majority of Measure X funding to date has been allocated to County departments and programs. ●The Advisory Board urges the Board to allocate the majority of this round of one-time funding to programs and services provided by organizations that are based in, and ideally staffed/led by, people who reflect those being served. ●We also urge that these funds be disbursed as expeditiously as possible, to address the urgent needs of residents who are struggling. 929 Thank you! Thank you to the Board of Supervisors for committing to an inclusive, transparent, and values-driven approach to allocating these Measure X sales tax revenues. Thank you to our diverse community members and stakeholders for entrusting the Advisory Board with the task of inviting and lifting up urgent community needs and conveying these needs to the Board of Supervisors for consideration. 930 931 932 933 934 935 936 937 938 939 940 941 942 943 944 945 946 947 948 949 950 951 952 953 954 955 956 957 958 959 960 961 962 963 964 965 966 967 968 969 970 971 972 973 974 975 976 977 978 979 980 981 982 983 984 985 986 987 988 989 990 991 992 993 994 995 996 997 998 999 1000 1001 1002 1003 1004 1005 1006 1007 1008 1009 1010 1011 1012 1013 1014 1015 1016 1017 1018 1019 1020 1021 1022 1023 1024 1025 1026 1027 1028 1029 1030 1031 1032 1033 1034 1035 2023 2024 January to March 3,224 3,506 2 2023 2024 January to March 315 402 1036 Bookings By Agency By Race 3 *Sheriff’s Office bookings include Court Remands and Removal Orders from State Prison merican ndian sian lack is anic nkno n hite 1037 Bookings By Agency By Race 4 merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite 1038 Bookings By Agency By Race 5 merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite 1039 Bookings By Agency By Race 6 merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite 1040 Bookings By Agency By Race 7 merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite 1041 Bookings By Agency By Race 8 merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite 1042 Bookings By Agency By Race 9 merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite merican ndian sian lack is anic nkno n hite 1043 Bookings By Agency By Race 10 merican ndian sian lack is anic nkno n hite **Agencies with less than 10 arrests are not listed in the pie charts** 1044 11 Prior Felony by Race & Percentage of Jail Population merican ndian sian lack is anic nkno n hite 1045 Agency January to March 2024 Office of the Sheriff 583 Antioch PD 201 BART PD 161 Brentwood PD 244 CHP Martinez 217 Clayton PD 10 Concord PD 322 Danville PD 45 East Bay Regional Park Police 18 El Cerrito PD 56 Hercules PD 74 Kensington PD 5 12 Agency January to March 2024 Lafayette PD 51 Martinez PD 88 Moraga PD 11 Oakley PD 65 Orinda PD 32 Pinole PD 62 Pittsburg PD 168 Pleasant Hill PD 90 Richmond PD 336 San Pablo PD 291 San Ramon PD 84 Walnut Creek PD 211 1046 Agency January to March 2024 Amtrak Police 0 CCC College Police 5 Contra Costa DA 0 Contra Costa Probation 20 CHP Oakland and Solano 22 Fire Inspector 1 Other (Non-county)13 State Agencies (Other)2 State Parole 16 US Marshal 2 Total 3,506 13 1047 Jan to March 2024 Custody Alternative Facility 467 Marsh Creek Detention Facility 40 Martinez Detention Facility 400 West County Detention Facility 445 *Other 105 14 *Other population numbers include hospitals, those held in other counties, temporary releases, State Hospitals, and State Prison. The number shown is an average of the daily population added together divided by the days in a month. 1048 Pre-Trial January to March 2024 Post-Trial January to March 2024 Custody Alternative Facility 112 355 Marsh Creek Detention Facility 16 24 Martinez Detention Facility 255 45 West County Detention Facility 354 90 *Other 94 11 15 *Other population numbers include hospitals, those held in other counties, temporary releases, State Hospitals, and State Prison. The number shown is an average of the daily population added together divided by the days in a month. 1049 2023 2024 January to March 1 0 16 2023 2024 January to March 5 8 1050 17 On February 20, 2024, a homicide suspect was brought to the MDF for booking. During routine processing the suspect became combative. While no additional charges were brought against the suspect, this video highlights the dynamic environment deputy sheriffs work in. 1051 2023 2024 January to March 105 127 2023 2024 January to March 30 36 18 1052 2023 2024 January to March 5 3 2023 2024 January to March 25 33 19 1053 Prison Law Office o Mental Health Auditor – January 16 to 17 20 1054 21 1055 2023 2024 January to March 71,755 65,910 2023 2024 January to March 38,566 35,281 22 1056 23 The Sheriff's Office Air Support Unit serves multiple purposes. One of their more critical roles is rescuing injured community members who cannot be accessed by other first responders. In using a long rope affixed to our helicopter, two deputies are flown into a trail to retrieve an injured person to get him to the paramedics awaiting to aid the victim. 1057 2023 2024 January to March 4 13 24 On January 2, 2024, a Deputy Sheriff contacted an unhoused suspect who was refusing to leave a residence they had entered illegally. During the arrest, the suspect bit the Deputy Sheriff. After the suspect was secured in handcuffs, it was discovered that the suspect was covered in blood and fecal matter. The Deputy Sheriff was transported to a hospital to have the injury from the bite treated and for a blood-borne pathogen exposure protocol. This case as resented to the District ttorney’s Office and felony assault charges ere filed against the suspect. 1058 On February 26th, deputies responded to a verbal disturbance in Montalvin Manor between a mother and son with a report of shots being fired. During the incident, the son began firing shots at deputies who called in SWAT & HNT. After several hours the suspect was taken into custody with the help of a Richmond PD K-9. 25 1059 2023 2024 January to March 231 236 2023 2024 January to March 6 74 26 1060 2023 2024 January to March 72 97 27 2023 2024 January to March 295 269 1061 2023 2024 January to March 271 228 2023 2024 January to March 24 41 28 1062 2023 2024 January to March 597 460 29 2023 2024 January to March 89 88 2023 2024 January to March 1 1 1063 2023 2024 January to March 233 203 2023 2024 January to March 119 122 30 2023 2024 January to March 2 1 1064 Professional Employees Sworn Employees ’ Number of Filled Positions 295 666 961 Number of Unfilled Positions 90 111 201 Total Authorized 385 777 1,162 31 # of Employees on Admin Leave Total Number of Days of Admin Leave January to March 1 53 1065 2023 2024 January to March 4 6 2023 2024 January to March 0 0 * Government Code 12525.2 requires every law enforcement agency to furnish a monthly report to the Department of Justice, for all instances when a peace officer is involved in any of the following: o An incident involving the shooting of a civilian by a peace officer o An incident involving the shooting of a peace officer by a civilian o An incident in which the use of force by a peace officer against a civilian results in serious bodily injury or death o An incident in which use of force by a civilian against a peace officer results in serious bodily injury or death 32 1066 Coffee with a Cop Peet’s at Coffee in Alamo 33 Rancho Romero Girl Scout Troop Presentation 1067 Delta Station Deputy Sheriffs assisting with Homes for our Troops (HFOT) 34 1068 o The 198th Academy class graduated on January 5th, 2024. The Office of the Sheriff had 16 deputy sheriffs graduate. o The 199th Academy began on October 30th and is expected to graduate on May 3rd, 2024. There are 15 deputy sheriff recruits currently in the class. o The 200th Academy began on February 26th and is expected to graduate on August 23rd, 2024. There are 21 deputy sheriff recruits currently in the class. 35 1069 Sheriff’s Office recruiters traveled to Ne Orleans to attend a career day held in conjunction with Historical Black Colleges & Universities. 36 1070 37 1071 Program Description Date Posted Amount GENERAL ABF GENERAL DONATION 1/2/2024 82.50 GENERAL ABF GENERAL DONATION 1/2/2024 125.00 GENERAL ABF GENERAL DONATION 1/5/2024 400.00 GENERAL ABF GENERAL DONATION 1/5/2024 1,534.11 GENERAL ABF GENERAL DONATION 1/10/2024 205.00 GENERAL ABF WEBSITE DONATION 1/11/2024 500.00 GENERAL ABF GENERAL DONATION 1/11/2024 1,445.00 GENERAL ABF WEBSITE DONATION 1/11/2024 1,260.14 GENERAL ABF WEBSITE DONATION 1/11/2024 4,531.00 GENERAL ABF WEBSITE DONATION 1/11/2024 405.00 GENERAL ABF GENERAL DONATION 1/12/2024 87.50 GENERAL ABF WEBSITE DONATION 1/12/2024 100.00 GENERAL ABF GENERAL DONATION 1/16/2024 20.00 GENERAL ABF WEBSITE DONATION 1/18/2024 100.00 GENERAL ABF GENERAL DONATION 1/19/2024 40.00 GENERAL ABF GENERAL DONATION 1/19/2024 5.00 GENERAL ABF GENERAL DONATION 1/24/2024 1,000.00 GENERAL ABF WEBSITE DONATION 1/26/2024 100.00 GENERAL ABF GENERAL DONATION 1/26/2024 20.00 GENERAL ABF GENERAL DONATION 1/26/2024 25.00 GENERAL ABF GENERAL DONATION 1/26/2024 75.00 GENERAL ABF GENERAL DONATION 1/26/2024 6.00 GENERAL ABF GENERAL DONATION 1/26/2024 75.00 GENERAL ABF GENERAL DONATION 1/26/2024 40.00 GENERAL ABF GENERAL DONATION 1/31/2024 10,058.37 GENERAL ABF GENERAL DONATION 1/31/2024 25.00 GENERAL ABF GENERAL DONATION 1/31/2024 137.50 GENERAL ABF GENERAL DONATION 1/31/2024 5,430.00 GENERAL ABF GENERAL DONATION 2/1/2024 6.00 GENERAL ABF GENERAL DONATION 2/1/2024 40.00 GENERAL ABF GENERAL DONATION 2/2/2024 1,759.09 GENERAL ABF GENERAL DONATION 2/5/2024 25.00 GENERAL ABF GENERAL DONATION 2/7/2024 75.00 GENERAL ABF GENERAL DONATION 2/7/2024 203.60 GENERAL ABF GENERAL DONATION 2/14/2024 0.33 GENERAL ABF WEBSITE DONATION 2/15/2024 417.54 GENERAL ABF GENERAL DONATION 2/15/2024 20.76 GENERAL ABF GENERAL DONATION 2/15/2024 20.76 GENERAL ABF GENERAL DONATION 2/15/2024 375.00 GENERAL ABF GENERAL DONATION 2/15/2024 50.00 GENERAL ABF GENERAL DONATION 2/15/2024 65.00 GENERAL ABF GENERAL DONATION 2/15/2024 2,025.00 GENERAL ABF GENERAL DONATION 2/21/2024 20.76 GENERAL ABF GENERAL DONATION 2/21/2024 (20.76) GENERAL ABF GENERAL DONATION 2/21/2024 (20.76) GENERAL ABF GENERAL DONATION 2/21/2024 20.76 GENERAL ABF GENERAL DONATION 2/23/2024 60.00 GENERAL ABF GENERAL DONATION 2/23/2024 3,260.00 GENERAL ABF WEBSITE DONATION 2/23/2024 150.00 GENERAL ABF GENERAL DONATION 2/26/2024 248.00 GENERAL ABF GENERAL DONATION 2/26/2024 100.00 GENERAL ABF WEBSITE DONATION 2/27/2024 50.00 GENERAL ABF WEBSITE DONATION 2/27/2024 50.00 GENERAL ABF WEBSITE DONATION 2/29/2024 358.00 1072 GENERAL ABF GENERAL DONATION 3/1/2024 66.68 GENERAL ABF GENERAL DONATION 3/1/2024 50.00 GENERAL ABF GENERAL DONATION 3/4/2024 20.00 GENERAL ABF GENERAL DONATION 3/4/2024 116.20 GENERAL ABF GENERAL DONATION 3/5/2024 50.00 GENERAL ABF WEBSITE DONATION 3/5/2024 100.00 GENERAL ABF GENERAL DONATION 3/7/2024 75.00 GENERAL ABF GENERAL DONATION 3/7/2024 7.50 GENERAL ABF GENERAL DONATION 3/11/2024 70.00 GENERAL ABF GENERAL DONATION 3/13/2024 40.00 GENERAL ABF GENERAL DONATION 3/15/2024 27.50 GENERAL ABF WEBSITE DONATION 3/19/2024 208.00 GENERAL ABF GENERAL DONATION 3/20/2024 85.00 GENERAL ABF GENERAL DONATION 3/20/2024 6.00 GENERAL ABF GENERAL DONATION 3/25/2024 100.00 GENERAL ABF GENERAL DONATION 3/25/2024 450.00 GENERAL ABF GENERAL DONATION 3/25/2024 5,100.00 TOTAL SUM 43,763.08 Summary by Donation Type Type Total GENERAL DONATION 35,433.40 WEBSITE DONATION 8,329.68 TOTAL SUM 43,763.08 1073 1074 1075 1076 County of Contra Costa Office of the County Administrator MEMORANDUM DATE: April 30, 2024 TO: All Departments FROM: Monica Nino, County Administrator SUBJECT: 2024 BIKE TO WORK DAY AND BIKE TO WHEREVER DAYS Pull out your bike, pump up the tires, and leave your car in the garage! May is National Bike Month. This year, the Bay Area will be celebrating 30 years of Bike to Work Day! “Bike to Work Day” will be taking place on Thursday, May 16, and “Bike to Wherever Days” will be taking place for the entire month of May. The goal of Bike to Work Day is to encourage County commuters to try bicycling to work on this day by offering a variety of incentives, such as a raffle for prizes and bicycle energizer stations with refreshments and bicycle educational materials. The goal of Bike to Wherever Days is to encourage Bay Area residents to ride their bikes for all types of trips, including commute trips, recreational trips, and shopping trips. All nine Bay Area counties will be participating in Bike to Work Day and Bike to Wherever Days at 1077 some level. County Departments are being asked to encourage their staff to ride a bike to work on Bike to Work Day and bike as often as possible during Bike to Wherever Days. More information on both Bike to Work Day and Bike to Wherever Days can be found at the following website: https://bayareabiketowork.com. To mark the 30th anniversary of Bike to Work Day, the Bay Area will celebrate in a big way by holding the “Bay Area Bike Challenge” (https://bayareabiketowork.com/event-information/bike- challenge). Throughout the entire month of May, residents of all nine counties of the Bay Area are encouraged to collectively log 30,000 miles on their bikes. Whether commuting to work, running errands, or simply enjoying a leisurely ride, every mile counts toward this goal. Take the challenge today! 511 Contra Costa has set up a Bike to Work Day 2024 website (https://511contracosta.org/bike- to-work-day) that provides bicycling resources to prepare you for Bike to Work Day, Bike to Wherever Days, and the Bay Area Bike Challenge, including a Bike Mapper page (https://bike.511contracosta.org) to help you plan your bike route. 511 Contra Costa has developed a bike & drive safety quiz (https://driveless.typeform.com/BikeMonth24) that all County employees, including bicyclists and drivers, are encouraged to take. 511 Contra Costa will award a prize to ten randomly selected people who take the survey. County Departments are encouraged to participate in outreach efforts to promote both events, including distributing and posting a flyer (attached) promoting an interdepartmental bike competition. The interdepartmental bike competition has been created to encourage employees to bike to work on the week of Bike to Work Day (May 13-May 17).1 Individual participants can record their Bike to Work Day participation in a survey (https://tinyurl.com/CCC2024BTWDSurvey). Even if not participating in the bike competition, all employees are encouraged to take the survey to provide their input on their experience and/or challenges with biking to work. All bike competition participants will receive Bike to Work Day giveaways. In addition, staff from the Department of Conservation and Development will tally the number of participants who ride their bike to work on the week of Bike to Work Day by department and award a prize to the department with the most bike competition participants. All participants are encouraged to post photos and videos of their bike ride and the destinations they biked to on social media, using the hashtag #CCC2024BTWD. Staff from the Department of Conservation and Development and Public Works Department have volunteered to tune up bikes to help you get ready for Bike to Work Day, Bike to Wherever Days, and the Bay Are Bike Challenge.2 Services include help fixing a flat, adjusting brakes and gears, and maintaining bike chains. For more information on 2024 Bike to Work Day and Bike to Wherever Days, please contact Robert Sarmiento, Department of Conservation and Development, at robert.sarmiento@dcd.cccounty.us or (925) 655-2918. 1 A commute that includes fully or partially biking to/from work counts as participating in the interdepartmental bike competition. Surveys will be accepted through Friday, May 31. 2 Contact Lawrence Leong, Public Works Department [larry.leong@pw.cccounty.us, (925) 313-2026] or Joseph Lawlor, Department of Conservation and Development [joseph.lawlor@dcd.cccounty.us, (925) 655-2872]. Joseph Lawlor is available on both May 9 and May 14, 12PM-1PM and 5PM-5:30PM. 1078 FOR ALL PARTICIPANTS!FOR ALL PARTICIPANTS! FOR THE DEPARTMENTFOR THE DEPARTMENT WITH THE MOST PARTICIPANTS!WITH THE MOST PARTICIPANTS! FOR MORE INFORMATION ON FOR MORE INFORMATION ON BIKE TO WORK DAYBIKE TO WORK DAY AND AND BIKE TO WHEREVER DAYSBIKE TO WHEREVER DAYS , VISIT , VISIT HTTPS://BAYAREABIKETOWORK.COMHTTPS://BAYAREABIKETOWORK.COM ,, OR CONTACT OR CONTACT ROBERTROBERT SARMIENTOSARMIENTO, DEPARTMENT OF CONSERVATION AND DEVELOPMENT, AT , DEPARTMENT OF CONSERVATION AND DEVELOPMENT, AT ROBERT.SARMIENTO@DCD.CCCOUNTY.USROBERT.SARMIENTO@DCD.CCCOUNTY.US OR (925) 655-2918. OR (925) 655-2918. LOG YOUR BIKE RIDE TO WORK ATLOG YOUR BIKE RIDE TO WORK AT HTTP://TINYURL.COM/CCC2024BTWHTTP://TINYURL.COM/CCC2024BTW DSURVEYDSURVEY OR IN THE QR CODE OR IN THE QR CODE .. SURVEYS WILL BE ACCEPTEDSURVEYS WILL BE ACCEPTED THROUGH FRIDAY, MAY 31.THROUGH FRIDAY, MAY 31. INTERDEPARTMENTAL “BIKE TO WORK DAY” CHALLENGE ONINTERDEPARTMENTAL “BIKE TO WORK DAY” CHALLENGE ON M A Y 1 3 -1 7MAY 1 3 -1 7 1079 FOR ALL PARTICIPANTS!FOR ALL PARTICIPANTS! FOR THE DEPARTMENTFOR THE DEPARTMENT WITH THE MOST PARTICIPANTS!WITH THE MOST PARTICIPANTS! FOR MORE INFORMATION ON FOR MORE INFORMATION ON BIKE TO WORK DAYBIKE TO WORK DAY AND AND BIKE TO WHEREVER DAYSBIKE TO WHEREVER DAYS , VISIT , VISIT HTTPS://BAYAREABIKETOWORK.COMHTTPS://BAYAREABIKETOWORK.COM ,, OR CONTACT OR CONTACT ROBERTROBERT SARMIENTOSARMIENTO, DEPARTMENT OF CONSERVATION AND DEVELOPMENT, AT , DEPARTMENT OF CONSERVATION AND DEVELOPMENT, AT ROBERT.SARMIENTO@DCD.CCCOUNTY.USROBERT.SARMIENTO@DCD.CCCOUNTY.US OR (925) 655-2918. OR (925) 655-2918. LOG YOUR BIKE RIDE TO WORK ATLOG YOUR BIKE RIDE TO WORK AT HTTP://TINYURL.COM/CCC2024BTWHTTP://TINYURL.COM/CCC2024BTW DSURVEYDSURVEY OR IN THE QR CODE OR IN THE QR CODE .. SURVEYS WILL BE ACCEPTEDSURVEYS WILL BE ACCEPTED THROUGH FRIDAY, MAY 31.THROUGH FRIDAY, MAY 31. INTERDEPARTMENTAL “BIKE TO WORK DAY” CHALLENGE ONINTERDEPARTMENTAL “BIKE TO WORK DAY” CHALLENGE ON M A Y 1 3 -1 7MAY 1 3 -1 7 1080 1081 1082 1083 1084 Submit Date: Dec 27, 2023 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 1 Length of Employment 40 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? 1 How long have you lived or worked in Contra Costa County? 30 Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Family & Children's Trust Committee: Submitted Catherine M Reed The Dibble Institute Executive Director Catherine M Reed 1085 Seat Name Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended Lewis and Clark Degree Type / Course of Study / Major Psychology Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No Catherine M Reed 1086 Upload a Resume Other Trainings & Occupational Licenses Other Training A YMCA Executive Management Training Certificate Awarded for Training? Yes No Other Training B Bank of America Operations Training Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I am very committed to the well-being of children. I have professional experience with programs that support parents and prevent child abuse. Plus, I'd like to give back to Contra Costa County. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I have spent most of my career successfully managing non-profits. My current work includes exposure to the world of child abuse prevention. I'm very interested in how healthy relationships impact and potentially prevent child abuse and neglect. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Catherine M Reed 1087 Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: Kensington MAC List any volunteer or community experience, including any advisory boards on which you have served. Member - Rotary Club of Alameda; Member - California Department of Health Adolescent Sexual Health Working Group. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Catherine M Reed 1088 Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Catherine M Reed 1089 Catherine (Kay) Reed Kensington, CA 94707 President and Executive Director 1993 – Present The Dibble Institute for Marriage Education, Berkeley, CA Manages all aspects of The Dibble Institute – board relations, strategic planning, daily operations, project management, regulatory compliance. Responsible for finances and financial reporting. Managed all aspects of Dibble’s $3 million five year federal marriage grant. Supervises staff of 12. Has overseen the development of 12 curricula. Manages program evaluations. Consults with Rand Corporation, Brookings Institute, Institute for American Values, and Healthy Marriage Resource Center on youth relationship skills education. Develops partnerships and projects with major regional and national organizations (National Campaign to Prevent Teen Pregnancy, Healthy Teen Network, National Human Resources Assembly). Educates thought leaders, educators, and policy makers in research and benefits of youth relationship skills education. Advancement Director; Major Gifts Officer 1988 - 2016 St. Joseph Notre Dame High School, Alameda, CA Managed annual, capital, and endowment giving for Catholic high school. Supervised student team in alumni giving program. Led project team to develop SJND master plan, close city street, and raise $9 million to add science wing and renovate classrooms. Raised $17M in endowment funds. Responsible for SJND alumni, parent, and community outreach including editing alumni newsletter, speaker’s bureau, and recruitment materials. Director, California Newcomer Service 1983 – 1986 Bank of America, SF, CA Founded and ran marketing department welcoming new residents to California. Decided on approach to meet project goals, recruited realtors as referral sources, gathered newcomer resources (school scores, driver’s license, info). Managed resource center and phone follow- up. Supervised staff of three. Executive Director and Youth Program Director 1978 - 1981 YMCA, Pinole, CA Responsible for planning, operations, and facilities for a youth oriented aquatic facility and pre-school. Served 1,000 youth a day in summer. Supervised full time staff of 10 and part time staff of 30. Started Teen Association of Pinole to meet needs of middle school students. Coordinated City of Pinole, YMCA, and United Way assets to develop afterschool and summer programs. EDUCATION/PROFESSIONAL TRAINING Bachelor of Arts- Psychology Lewis and Clark College, Portland, OR Management Training Programs Bank of America and YMCA of America 1090 Submit Date: Mar 06, 2024 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: None Selected Length of Employment 2 Do you work in Contra Costa County? Yes No If Yes, in which District do you work? Alameda How long have you lived or worked in Contra Costa County? 6 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Affordable Housing Finance Committee: Submitted Waleed Akbar San Ramon CA 94583 Everhome Real Estate Realtor Waleed Akbar 1091 Seat Name Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? 0 Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended San Jose State University Degree Type / Course of Study / Major Bachelors Degree in Finance Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No Waleed Akbar 1092 Other Trainings & Occupational Licenses Other Training A Real Estate Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. "My passion for affordable housing is deeply personal, rooted in witnessing firsthand the challenges and stresses that families, including my own, face when secure, affordable housing is out of reach. This experience has shaped my commitment to being part of the solution, driving me to apply my background in finance, policy analysis, and heartfelt dedication to community service towards making a significant difference in this field. Serving on the Affordable Housing Finance Committee represents a unique opportunity for me to contribute my skills and insights towards creating innovative and compassionate financing solutions that can transform lives. I am eager to leverage this platform to advocate for policies and initiatives that ensure every individual and family has access to safe, affordable housing—a foundation upon which they can build a stable, prosperous future. This role aligns with my deepest values and professional aspirations, and I am committed to bringing my full energy and expertise to help the committee achieve its goals. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) With over 18 years of experience in the real estate industry, I have cultivated a profound understanding of the housing market, finance, and the economic factors influencing both urban and rural housing development. My background in finance has equipped me with the analytical skills necessary to navigate complex financial landscapes, enabling me to contribute valuable insights into funding strategies and financial planning for affordable housing projects. As a part-owner of a successful business, the Kebab Shop, I have demonstrated strong leadership and management skills, directly contributing to the creation of hundreds of employment opportunities. This experience has honed my ability to manage resources efficiently, foster team collaboration, and drive sustainable growth—all skills that are directly transferable to the challenges and responsibilities of serving on the Affordable Housing Finance Committee. My hands- on experience in the real estate sector, combined with my entrepreneurial success and commitment to community enrichment through job creation, uniquely positions me to offer a comprehensive perspective on affordable housing finance and development. I am deeply motivated to leverage my expertise and experiences to contribute to the committee's mission of expanding access to affordable housing, and I am confident in my ability to make a meaningful impact in this role. Waleed Akbar 1093 Upload a Resume Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: I am the proud father of two daughters who are currently in Kindergarten and Transitional Kindergarten, and my wife plays a critical role at Stanford Hospital. Given the nature of her work, there are occasions when she may be on call, requiring me to take on primary childcare responsibilities. While I am deeply committed to fulfilling my duties and contributing my best to the board, these circumstances could potentially impact my availability for meetings or events at times. I want to be upfront about this possibility and assure you that I will proactively manage my commitments to minimize any disruptions. My family and I are dedicated to finding balanced solutions that enable me to serve effectively on the board while attending to my parental responsibilities. I appreciate your understanding and flexibility in this matter. Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Waleed Akbar 1094 Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Waleed Akbar 1095 Submit Date: Mar 06, 2024 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 4 Length of Employment 12 Years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? How long have you lived or worked in Contra Costa County? Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Affordable Housing Finance Committee: Submitted Seat Name Dallas Elliott Walnut Creek CA 94595 Currently Unemployed Senior Finance Manager Dallas Elliott 1096 Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended University of the Pacific Degree Type / Course of Study / Major Bachelors / Business Finance and Economics Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No Other Trainings & Occupational Licenses Dallas Elliott 1097 Upload a Resume Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I love my home in Walnut Creek and I love Contra Costa county. I want to be apart of the community and my financial skills and background make me well qualified for this role. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) High business acumen especially surrounding finance. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No Dallas Elliott 1098 If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information Dallas Elliott 1099 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Dallas Elliott 1100 Dallas Elliott ||| Contact Information: Page 1 of 2 Summary Experienced Finance, Data, Systems & Business Intelligence professional with strong financial, analy�cal, and technical skills. Unique ability to comprehend business finance objec�ves & architect solu�ons to problem-solve. Adept at conver�ng manual processes through driving process op�miza�on, systems automa�on, enhancing repeatable analysis, and improve reliability & accuracy. Expert at leveraging technology competencies to enable op�mum access to system data, allow development of beter systems, and facilitate rapid crea�on of needed reports for management’s strategic decisions. Skills and Competencies Treasury | Cash Forecas�ng | System Implementa�ons | Project Management | Advanced Modeling | P&L Ownership | Advanced Excel | VBA | EC2 Instances | Python | SQL | GIT | Cronjobs | AWS | Hive | Presto | Kyriba | NetSuite | Oracle | Tableau | Domo | Marketo | Credit Underwri�ng | SOC 2 | ACH | Wires | Process Architecture | Controls | Reconcilia�ons | Compliance | Banking Administra�on | Experience Sr Manager, Treasury Jan 2022 – May-2023 Carta (San Francisco, CA) • Developed automated cash allocation analysis to maximize interest income while continuing diversification of funds. • Generated highly accurate cash forecasting models which were plug and play. Departments could alter cash burn, interest income, and revenue streams dynamically and the model automatically updates forecast. This allowed Carta to optimize interest income, diversification of funds, while maintaining liquidity for operational needs. • Created and automated holistic reporting of all account balances, interest incomes, bank fees, and other relevant data to banking. • Monitored compliance and performance of investments alongside investment advisors. • Created investment policy alongside industry professionals. • Maintained banking relationship. Including negations for pricing, review of legal contracts for new banking programs, and coordination of implementation of new banking programs and features. Sr Manager, Finance/Treasury Jun 2020 – Jan 2022 Wisetack (San Francisco, CA) • Both determine and execute strategic initiatives for the Treasury department. Decide appropriate staffing levels, recruit skilled talent, and manage teams as needed. Work with the Federal Reserve reporting systems and partner banks to optimize money flows and operating procedures. Establish reporting to implement higher level automation and construct holistic platform reconciliations. • Design, implement and manage all treasury related operational processes in conjunction with automating them. Direct and monitor accurate cash movements, along with conducting and designing necessary reconciliations. 1101 Dallas Elliott ||| Contact Information: Page 2 of 2 Sr Manager, Treasury / Finance Data & Automation Jul 2015 – Oct 2019 LendingClub (San Francisco, CA) • Designed, automated, and documented operational workflows, reconciliation processes, and reporting within the Treasury Department. This approach removed redundant processes, mitigated risk, improved efficiency, and enhanced KPI reporting. • Developed and designed an automatic subledger software system to optimize workflow and allow the company to perfectly reconcile daily cash exceeding 1 million transactions per day. The system automatically generated ledger entries, audit reports, and key metrics useful for management. • Frequently created reporting and presentation decks requiring complex analysis of data sets to drive business decisions, assess risk, report on group metrics, perform audit requests, and explain workflow. Assistant Vice President -P&L Business Control Analyst (FX Emerging Markets) Dec 2012 – Apr 2015 Bank of America Merrill Lynch (New York, NY) • Validated and substantiated position balances for the bank’s general ledger across 50+ FX portfolios daily. Face value of transactions exceeded billions of dollars per month. • Ensured the Business Unit’s financial data was accurately reflected in all the bank’s systems. • Automated daily processes with Python and VBA reducing repetitive work from hours to minutes. • Learned large company institutional systems for managing and reconciling positions and cash • Broke out trader P&L plex - (Delta / Gama / Theta / Vol ) on a daily basis. This process includes analysis of yield curves to determine if given P&L was correct. Operations tech – derivatives July 2010 – Dec 2012 Bank of America Merrill Lynch (Concord, CA) • Reviewed, confirmed, and settled institutional FX and FX derivative transactions worldwide. • Reviewed and validated cash flows along with complex reconcilement of accounts receivable and accounts payable. • Conducted trade matching and confirmations via swift and long form. • Reviewed broker confirmations and Reuter conversations to ensure tickets were accurately booked. Education University of the Pacific, Stockton, CA Bachelors of Science in Business Finance May 2010 Bachelors of Science in Applied Economics May 2010 1102 Submit Date: Feb 23, 2024 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: N/A - Out of County Length of Employment 2 Do you work in Contra Costa County? Yes No If Yes, in which District do you work? 5 How long have you lived or worked in Contra Costa County? I lived in contra Costa County for 35 years, I worked in contra County for 20 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Affordable Housing Finance Committee: Submitted Keycha D Gallon VALLEJO CA 94590 Keyz 2 The Future Executive Director Keycha D Gallon 1103 Seat Name Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? No Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended University of Colorado Degree Type / Course of Study / Major Master Business Administration Degree Awarded? Yes No College/ University B Name of College Attended University of Colorado Degree Type / Course of Study / Major Bachelor's of Business Administration Degree Awarded? Yes No College/ University C Name of College Attended Contra Costa College Keycha D Gallon 1104 Upload a Resume Degree Type / Course of Study / Major Associate Art Sociology Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Life Coach Certificate Awarded for Training? Yes No Other Training B Certified Pharmacy Technician Certificate Awarded for Training? Yes No Occupational Licenses Completed: Certified Pharmacy Technician Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I'm interested in serving on the Affordable Housing Finance Committee because I believe in the importance of providing accessible housing options for all individuals and families. Additionally, I'm passionate about addressing homelessness in our community, which is why I'm drawn to the Contra Costa Council on Homelessness. As for the Contra Costa Community Corrections Partnership, I believe in the rehabilitation and support of individuals within the criminal justice system. Lastly, with First 5 - Contra Costa Children and Families, I am dedicated to ensuring that our youngest community members have the resources and support they need to thrive. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) Resume Attached Keycha D Gallon 1105 Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Na Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: Na If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: Na List any volunteer or community experience, including any advisory boards on which you have served. Founder & Executive Director | Keyz 2 The Future Vallejo, CA September 2022 – Present Led the comprehensive operations of the non-profit, organizing community events, and acted as a project coordinator, overseeing management tasks. numerous weekly activities, accounting tasks, soliciting grants and donors, and coordinating the best resources for families. Sought out grants and drafted proposals for funding. Local Lead | Moms Demand Action Richmond/ Vallejo, CA September 2021 – Present Lead the charge in growing the local group, emphasizing the importance of equity and inclusion. Using the honed skills in Diversity, Equity, and Inclusion (DEI) from Moms Demand Action trainings, Proactively inspire and enable the local leadership team to step into organizer roles. The objective is to nurture a diverse movement that champions and respects individuals from all backgrounds, with a specific focus on amplifying communities disproportionately impacted by gun violence. Project Manager | Motivated 2 Help Others, Richmond, CA September 2018 – Present Headed the overall operations of the non-profit plan community events and functioned as a project coordinator, managing numerous weekly activities, accounting tasks, soliciting grants and donors, and coordinating the best resources for families. Oversaw a team of employees, performed staff attendance reviews, and conducted discipline meetings as needed. Renowned for becoming a highly reliable expert in union contracts and instituted game-changing immersion on rebid communities. Co-Lead for Attendance/Total Health/Unit Base Team | Labor, Oakland, CA December 2015 – Present Steward | Local 29 Shop, Oakland, CA April 2007 – January 2020 Conflict of Interest and Certification Keycha D Gallon 1106 Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Na Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Na Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information Keycha D Gallon 1107 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Keycha D Gallon 1108 Keycha D Neff Gallon Vallejo, CA 94590 https://www.linkedin.com/in/keycha-gallon-768402120 Administrative Service Manager Dynamic and accomplished professional with 7+ years of experience and diverse background in project management, training facilitation, strategic planning, bookkeeping, and inventory control. An upcoming human resource leader capable of carrying out viable leads using innovative methodologies to a full spectrum of human resources. Equipped with a proven track record of systematically aligning objectives with shifting paradigms to achieve maximum impact with minimum resource expenditures. Adept tactician towards HR-related initiatives and proficient in managing departmental training and development programs, implementing corrective actions plans, and revitalizing existing business resources to achieve operational and organizational goals. Collaborative across business lines, fostering teamwork, employee loyalty, compliance to labor laws, far-seeing strategies in a metrics-driven environment, and operational excellence through productivity. CAREER HIGHLIGHTS ✔Co-founded the “Motivate 2 Help Others,” a non-profit plan community events and served as a project coordinator, managing the overall operations of weekly activities, accounting tasks, soliciting grants and donors, and coordinating the best resources for families. ✔Led a team of employees, performed staff attendance reviews, and conducted discipline meetings as needed. ✔Collaborated with 20+ multi-disciplinary team members to strategize on bolstering client retention and satisfaction on service delivery. ✔Developed mastery and expertise in union contracts and immersed in the rebid communities. ✔Delivered effective call center management and inbound call strategies to respond to multiple customer issues, eliminating issue escalation and increasing customer loyalty that eventually amplified revenue growth and new business opportunities. ✔Spearheaded the implementation of quarterly training and development programs that improved productivity and efficiency by 60%. ✔Authored customer service metrics to monitor, analyze and maintain patient-focused and cost-effective health service delivery. CORE COMPETENCIES Strategic Leadership | Human Resource Management | HR Professional Services | HR Business Strategy | Compensation & Business Scheme Alignment | Payroll Administration & Management | Employee Training & Performance Management | Employee Engagement & Retention | Employee Policies | Labor Laws & Government-Mandated Regulations | Organizational Regulations and Compliance | Excellent Communication Skills | Effective Job Market Prospecting | Candidate Screening | Employee Hiring & Onboarding | Cross-Functional Teamwork | People Management | Problem-Solving | Analytical Thinking | Strategic Thinking | Attention to Detail | Excellent Communication & Collaboration | Cultural Awareness & Sensitivity | Strong Work Ethic | Good Decision-Making | Monitoring & Evaluation | Interpersonal & Collaboration | Critical Thinking | Detail Oriented | Flexibility & Adaptability | Time Management | Team Building PROFESSIONAL WORK EXPERIENCE Pharmacy Technician & Stocking to Standard Technician |Kaiser Permanente,Oakland, CA February 2003 – Present ✔Advise prescribed medication to 150+ patients daily by verifying the eligibility of prescription orders, aligning with the physician’s instructions, and eliminating drug mismatch errors to administer correct and proper medication. ✔Work closely with 20+ multi-disciplinary team members to strategize in bolstering client retention and satisfaction on service delivery. ✔Instrumental in improving productivity and efficiency by 60% through the effective conceptualization and implementation of quarterly training and development programs that aim to enhance employees’ job capabilities, skillset, and industry knowledge. 1109 Keycha D Neff Gallon Page 2 ✔Train 8+ new hires on the organization’s mission, values, working conditions, and regulations, ensuring a smooth onboarding process. ✔Leverage CRM capabilities to retain, develop and acquire new and existing customers. ✔Champion prompt resolution and service in addressing clients’ inquiries with respect, integrity, and professionalism. ✔Guarantee the timely processing and delivery of high-volume client orders daily. ✔Direct the tracking and monitoring of received orders, ensuring repeat business from new and existing clients. ✔Capitalize on effective call center management and inbound call strategies to respond to multiple customer issues, eliminating issue escalation and increasing customer loyalty that eventually amplifies revenue growth and new business opportunities. PROFESSIONAL WORK EXPERIENCE (continuation) ✔Execute the implementation of customer service metrics to monitor, analyze and maintain patient-focused and cost-effective health service delivery, to improve the health facility’s brand awareness, and to acquire potential leads. ✔Engage in multiple job briefings daily to align objectives with business goals, exchange ideas, and keep informed with relevant information. ✔Direct multiple delivery and dispatch of drug consignments to clients daily, including loading packages and liaising with the dispatch team to ensure timely delivery, improving customer satisfaction, and driving client retention. ✔Initiated the establishment and deployment of multiple purchase requisitions to inform departmental managers of the resources required, eliminating instances of fraud and accelerating the purchasing process to impact operational efficiency. EDUCATION Bachelor’s Degree in Business Management CTU, Colorado Springs, CO | 2021 Associate Arts Degree in Sociology Costa College, San Pablo, CA | 2014 CERTIFICATIONS American Red Cross Basic Life Saving, Pinole, California | 2021 VOLUNTEER EXPERIENCE Co-founder & Project Manager |Motivated 2 Help Others,Richmond, CA September 2018 – Present ✔Headed the overall operations of the non-profit plan community events and functioned as a project coordinator, managing numerous weekly activities, accounting tasks, soliciting grants and donors, and coordinating the best resources for families. ✔Oversaw a team of employees, performed staff attendance reviews, and conducted discipline meetings as needed. ✔Renowned for becoming a highly reliable expert in union contracts and instituted game-changing immersion on rebid communities. Co-Lead for Attendance/Total Health/Unit Base Team |Labor,Oakland, CA December 2015 – Present Steward |Local 29 Shop,Oakland, CA April 2007 – January 2020 Cheer Coach |West County Spartans Association,Pinole, CA May 2006 – Janaury 2014 Baseball Coach |San Pablo Baseball Association,San Pablo, CA April 2003 – August 2011 TECHNICAL SKILLS Quickbooks | Microsoft Office Suite (Word & Excel) 1110 Submit Date: Mar 05, 2024 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: None Selected Length of Employment Do you work in Contra Costa County? Yes No If Yes, in which District do you work? How long have you lived or worked in Contra Costa County? Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Affordable Housing Finance Committee: Submitted Seat Name Janelle T Lafrades pittsburg CA 94565 Janelle T Lafrades 1111 Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Policy Council meeting, if that counts.If not then, no I have not. Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended Norfolk State University Degree Type / Course of Study / Major Political Science-Pre-Law Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No Other Trainings & Occupational Licenses Janelle T Lafrades 1112 Upload a Resume Other Training A Paralegal Certificate Certificate Awarded for Training? Yes No Other Training B Marketing Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I would love to serve on this particular board because I volunteer now with my daughters school and I am one of the policy council members now. I enjoy serving my community and helping out with the youth. I also know that if one wants to help make a difference or be a part of any changes, you have to be involved and that is why I want to be of service and serve! Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I was a part of the policy council when my son attended Head Start and 3 years after he left the school as well. I have worked with the youth all my life, rather it be with the boys and girls club, the youth center in Norfolk VA or any other schools or centers that have needed me. I have been a treasurer on 4 different boards along with Vice President and President. Giving back and being a servant is definitely my moto! Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No Janelle T Lafrades 1113 If Yes, please explain: I have two little people that if at any time may need my services. If something were to come up, I would have to listen in on the meeting or so if someone in my family could help out I would have them do that. I am 90% of the time, if not always present, so there should not be any issues. I would also let someone know way beforehand if an emergency came about during meeting time. Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: N/A If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: N/A List any volunteer or community experience, including any advisory boards on which you have served. FIrst Baptist, Head Start and the YMCA I volunteered whenever I was and am needed. I also served 3 terms on the Policy Council board and was a member for about 5. With my Sorority, we volunteer with several community events and help serve at many different shelters. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: N/A Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: N/A Janelle T Lafrades 1114 Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Janelle T Lafrades 1115 Janelle T. Lafrades Objectives Extremely friendly professional with proven success in general management and leadership, customer service and financial services operations seeking an opportunity in management in medium or large-scale business operations. Outstanding analytical and organizational skills, change leadership, data analysis and staff training. Achievement Highlights Consistently maintained performance in top 10% of peers in all measured areas. Earned Platinum Mortgage Club three consecutive quarters. Finished 150% of goal for four straight quarters, while meeting goals in all other quarters. Promoted internally from every position held. Finished second quarter 125% of goal #1 out of 23 Branches Finished 300% over goal for sales campaign in small business category Hit goal first start with NCSA and still growing Rookie of the month 2-3 of the first 90 days Took branch from a F grade to an A- for Audit in less than 7 months Two consecutive perfect branch Audits During COVID maintained a 90% NPS score Professional Groups/Associations President of Head Start School Board 2014-2017 Vice President of Head Start School Board 2011-2014 Delta Sigma Theta Sorority Inc. 2004 Norfolk State University Softball Captain 2000-2004 Thurgood Marshall Club Treasurer 2002-2003 Golden Key International Honor Society 2000-Present Alpha Mu Honor Society 2000-Present Professional Experience Company: USE Credit Union Date of Employment: April 2018 to Present Assist the Credit Union in achieving its long term goals and objectives and provide strong leadership to fulfill the credit union’s core strategy and vision. Cultivate and inspire within the branch that is in alignment with USECU’s culture and values. Lead and guide the franchise team around instilling and maintaining 7 Habits and Creating Member Loyalty Service and Sales Strategies, Mystery Shop guidelines and 1116 Janelle T. Lafrades collaboration. (Better Together.) Serve as the primary relationship development officer and s sales coach with a focus on developing and executing plans that are focused on acquiring, retaining and deepening profitable households and CAP/SEG partnerships. Responsible for the achievement of branch sales and service goal attainment while monitoring and adjusting performance throughout the year. Manage and influence the branch profitability with a particular emphasis on developing relationships and expanding the sales culture and process. Serve as the sales leader and sales coach for the branch, directly responsible for sales-skill development of staff, sales performance, goal achievement, member acquisition, member retention, cross-sells, upsells, and referrals, and the closing ratios of loans, and other cross-sell products. Facilitate branch meetings and various forms of coaching including 1:1 coaching. Responsible for branch business development, conducting outside calling activities, growing new and existing SEG relationships, attending community events, and promoting the public image of USE, the credit union philosophy and USE's services and products to the SEGs and the local community. Lead by example by personally establishing new memberships, deposits and other products and services as well as originate and fund consumer loans. Utilize the Deep Dive to meet each member’s perceived and unperceived financial needs. Perform appropriate on-boarding activities for all new and existing members including follow up calls. Initiates proactive outbound calls including internal lists and targeted prospects. Collaborate with Marketing Department regarding promotions, new business and merchandising. Execute and capitalize on marketing campaigns with outbound sales activities. Attend business partner functions and participate in strategic community activities and events to promote Credit Union Awareness and our products and services. Responsible for completion and accuracy of employee incentive plan payouts. 2 1117 Janelle T. Lafrades Maintain knowledge of the Credit Union’s products, services and procedures in order to efficiently train, develop and motivate staff to cross-sell Hire, train, manage, coach, conducts performance reviews, counsel and discipline staff to ensure employees are proficient in all phases of their respective jobs and responsibilities, are performing to expectations, and are contributing to the branch goals and objectives; responsible for managing and reducing turnover of branch employees. Company: Next College Student Athlete (NCSA) Date of Employment: August 2017 to April 2020 Senior Sports Recruiting Specialist Work remotely from home office and meet with families virtually via phone or video conferencing An athletic recruiting expert and trusted advisor Evaluate and qualify student-athletes academically and athletically for college coaches Provide realistic expectations for student-athlete and help them find the right college opportunity Help families find the right NCSA membership to assist with their recruiting needs Highlight NCSA’s online tools and benefits with families Sell and enroll qualified student-athletes into the best-fitting premier recruiting membership Help make memorable experiences and dreams come true for every student-athlete and family Have fun and build with my team daily, very sports-oriented team culture, that has turned into family A very competitive sales environment that will push you but also motivates and supports you Company: US BANK Date of Employment: April 2015 to August 2017 Branch Manager Lead weekly coaching and training for staff to increase sales and improve customer service Manage daily activities for staff such as scheduling and off-site sales travel 3 1118 Janelle T. Lafrades Responsible for total oversight of service delivery and sales production Ensure branch is in compliance and operationally sound Provide top-notch customer service and participate in achievement of branch sales goals Actively prospect local businesses to generate sales and customer retention Manage customer services scores and set weekly activities for staff to keep culture fun and outgoing Plan volunteer time for community service events Attend local community event s and chamber meetings Notary services Lead credit card and leadership calls Coach staff weekly Lead weekly sales meeting Manage three tiers of business portfolio’s (over 300 clients) Meet with 8-10 business clients weekly Complete quarterly teller audits and exposures Complete quarterly teller difference logs Interview new hires and mentor new branch manager’s Company: Car Hop Auto Sales and Finance Date of Employment: March 2014 to April 2015 Branch Manager Negotiate car selection, terms, and down payment with customers as needed Solicit outside referral sources at other dealerships Coach, mentor, motivate, and train consultative Sales team Teach phone etiquette and marketing techniques to Sales team Monitor branch productivity to meet goals Monitor selling/marketing efforts, and results, on a weekly basis Review scheduling and punctuality, as well as schedule compliance Review training progress of new hires Monitor and help develop each sales person's individual action plans Plan for weekly manager’s meetings and conference calls Resolve customer complaints and deposit issues as needed Resolve insurance claims and help customers get set up with rental cars Complete performance appraisals for direct reports Responsible for inventory and making sure vehicles get properly registered Actively participate in recruiting activity Company: US BANK Date of Employment: November 2011 to April 2014 4 1119 Janelle T. Lafrades Branch Manager (Promoted from Assistant Manager) In-Store Lead weekly coaching and training for staff to increase sales and improve customer service Manage daily activities for staff such as scheduling and off-site sales travel Responsible for total oversight of service delivery and sales production Ensure branch is in compliance and operationally sound Provide top-notch customer service and participate in achievement of branch sales goals Actively prospect local businesses to generate sales and customer retention Lead five sales calls per day for entire market Company: Bank of America Date of Employment: June 2004 to October 2011 Senior Personal Banking Manager (Promoted from Teller, Personal Banker) Motivated a team of six to succeed in daily sales goals. Always inspired staff to reach beyond sales goals. Actively recruited new team members. Proven loyalty and ability to progress as exhibited by two promotions (Teller to Personal Banker, Personal Banker to Manager) Maximized the depth and profitability of the customer's relationship with the company by leveraging partnerships with specialists, contributing to the success of the firm and creating an outstanding customer experience. Interacted daily with customers to provide needs-based financial solutions Exhibited proficiency in MS Office applications by leveraging reporting and projection tools with customers Efficiently processed applications for home mortgages/refinances and HELOCs, in addition to retaining customers in danger of foreclosing or refinancing with other companies. Concurrently worked as a Finance Processor for Towne Automotive Group. Prepared loan applications for automobile purchases – approximately 20 per week. Also prepared loan specific sales contracts for processing with the DMV and insurance companies. Professional Education Life and Health Agent Pre-Licensing Certificate, 2011 Certified Paralegal, 2003 Academic Education Dates of Attendance : To Norfolk State University, Norfolk, VA BA, Political Science/Pre-Law, Magna Cum Laude 5 1120 Janelle T. Lafrades References Available upon request 6 1121 Submit Date: Mar 11, 2024 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 4 Length of Employment 35 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? How long have you lived or worked in Contra Costa County? 16 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Treasury Oversight Committee: Submitted Seat Name Michael W Albers Concord CA 94521 Retired- formerly AT&T financial analyst - global supply chain Michael W Albers 1122 Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended University of California, Santa Cruz Degree Type / Course of Study / Major AB economics Degree Awarded? Yes No College/ University B Name of College Attended University of California, Los Angeles Degree Type / Course of Study / Major MBA - accounting and finance Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No Other Trainings & Occupational Licenses Michael W Albers 1123 Upload a Resume Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: n/a Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. Give back to my community. Although I have not a recent history of voluntary activity, in the past I have been a Peace Corps volunteer, IRS income tax assistance volunteer, and Junior Achievement high school program volunteer. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) Career experience in accounting, finance, and supply chain management. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No Michael W Albers 1124 If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. See above. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information Michael W Albers 1125 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Michael W Albers 1126 Submit Date: Mar 15, 2024 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 1 Length of Employment 1 year in April 2024 Do you work in Contra Costa County? Yes No If Yes, in which District do you work? District 1 (part-time) and Solano County How long have you lived or worked in Contra Costa County? 5 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Treasury Oversight Committee: Submitted Floy E Andrews Richmond CA 94801 Aleshire & Wynder LLP Partner Attorney Floy E Andrews 1127 Seat Name District I Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended Claremont McKenna College Degree Type / Course of Study / Major BA, Double Major: Economics and Philosophy Degree Awarded? Yes No College/ University B Name of College Attended Loyola Law School, Los Angeles Degree Type / Course of Study / Major Juris Doctor Degree Awarded? Yes No College/ University C Name of College Attended Columbia University in the City of New York Degree Type / Course of Study / Major MS, Bioethics Floy E Andrews 1128 Upload a Resume Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Emerge CA (6-month program) Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: California State Bar Member (Number 187375) Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I am committed to serving my community and have the unique skills, experience, and education required to effectively participate on this Board. I am the elected Controller of the Democratic Party of Contra Costa County, served one term on the Assessments Appeals Board, and have a solid understanding of finance. I am also a municipal attorney, where a portion of my parctive involves working with City Finance Directors. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I am currently Assistant City Attorney for the cities of Richmond and Suisun City, and provide legal advice to the currently forming Public Bank of the East Bay. Prior to that, I co-founded a community based member run start-up company in Berkeley CA, which provides for the employment of over 50 individuals in the region. Before relocating to the East Bay, I spent eight years as Vice President, Associated General Counsel, for California's largest real estate development, investment and management company, Irvine Company in Newport Beach, where I managed a broad array of legal and compliance issues in the real estate arena. Prior to that I spent seven years litigating with the international law firm, O'Melveny & Myers. I have a general understanding of the procedural and substantive issues that are likely to arise in this role. Floy E Andrews 1129 Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: Assessment Appeals Board List any volunteer or community experience, including any advisory boards on which you have served. Controller, Democratic Party of Contra Costa County Participant, City of Berkeley Mayor's Community Benefits Advisory Group, advising on the Community Benefits to be included in the Development Agreement for Bayer Corporation's expansion in West Berkeley. Director on the Board of Directors of the Berkeley Chamber of Commerce. Community Representative on the Ethics Committee of Alta Bates Summit Medical Center in Oakland. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No Floy E Andrews 1130 If Yes, please identify the nature of the relationship: Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Floy E Andrews 1131 Submit Date: Mar 27, 2024 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 3 Length of Employment 33 years w/County Administrative Office, Budget & Analysis; 7 yrs. as Asst. TTC Do you work in Contra Costa County? Yes No If Yes, in which District do you work? How long have you lived or worked in Contra Costa County? 1year, 1 month Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Treasury Oversight Committee: Submitted Mari Beraz Brentwood CA 94513 Retired Former Asst.TTC, County of Monterey Mari Beraz 1132 Seat Name Public Member, Treasury Oversight Committee Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended San Joaquin Delta College Degree Type / Course of Study / Major General Studies, English Degree Awarded? Yes No College/ University B Name of College Attended Eastern Washington University Degree Type / Course of Study / Major English, Journalism Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Mari Beraz 1133 Upload a Resume Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Summary Attached Certificate Awarded for Training? Yes No Other Training B Intergovernmental Management Training (IGMT) Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I relocated to Contra Costa County, closer to family, after retiring at the end of 2022 following 33 years of progressive upward growth and experience with Monterey County budgeting, forecasting, recommendations and reporting. The Treasurer-Tax Collector appointed me as her Asst.TTC, the position I held for the last seven years of my career with the County. I have truly enjoyed each of the growth opportunities I received through my tenure with the County, and gained comprehensive understanding of government finances, policies and procedures, public and employee relations, and my positive relationships with department heads and the Board of Supervisors. I am a relationship builder and embrace an opportunity to contribute to the success of my community’s fiscal health and sustainability. With my years of experience, I feel the TOC would be a good place to become involved in these efforts as a resident of Contra Costa County. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) Understanding of, and extensive experience with, forecasting annual revenue and expenditures, overseeing County finances, researching and writing related reports, and presenting public recommendations to the Board of Supervisors; management of Treasurer- Tax Collector staff and projects for each of the department's three divisions, including the County Treasury. In this position, I also assisted the Treasurer-Tax Collector with annual review and updates of the County Treasurer's Annual Investment Policy. Mari Beraz 1134 Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Noted in brief background summary, included with this application. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Mari Beraz 1135 Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Mari Beraz 1136 Mari Beraz Brentwood, California 94513 EXPERIENCE County of Monterey, Treasurer-Tax Collector’s Office – Salinas, California Assistant Treasurer-Tax Collector – January 9, 2016 – September 3, 2022 Deputy Treasurer-Tax Collector – January 26, 2015 – January 8, 2016 County of Monterey, County Administrative Office – Salinas, California Principal Administrative Analyst – June 25, 2007 – January 25, 2015 Senior Administrative Analyst – November 17, 2001 – June 24, 2007 Associate Administrative Analyst – November 18, 2000-November 17, 2001 Administrative Analyst - July 1, 2000-November 18, 2000 Administrative Analyst-Trainee – May 8, 1999-July 1, 2000 Administrative Secretary-Confidential – August 7, 1994-May 7, 1999 Senior Secretary/LAFCO Clerk – July 27, 1989-August 6, 1994 EXAMPLES OF DUTIES AND RESPONSIBILITIES • County Treasury Bank Account and Merchant Card Services Policy • Cash Management, Investment Management Policies and Reporting • Managed staff and projects of the TTC Property Tax Division, including Cannabis Taxes • Managed staff and projects of the TTC Revenue Division • Advised Board of Supervisors and County executives on budget, policy, legislative, intergovernmental, organizational, and operational issues relevant to the County of Monterey. • Fiscal review, forecasting, annual budget development and presentations. • Ongoing oversight, review, and preparation of advisory and financial reports for the County’s annual budget processes and individual departments and funds, including recommendations for corrective actions, process improvements, and resources as needed. • Collaborative role with County department heads to ensure current and long-term departmental and Countywide fiscal integrity; research and advise on programs, policy, legislation, funding sources and impacts, operational and organizational issues, personnel policies and procedures, recruitment and staffing, and requests and recommendations for Board of Supervisors consideration. • Research and draft annual Recommended Budget narratives, County Administrative Officer’s message, Executive Summary, three-year forecast, and annual budget reporting and budget development schedule. • Researched and drafted responses to Grand Jury recommendations. EDUCATION, TRAINING, JOB RELATED ACTIVITIES & MEMBERSHIPS California Association of County Treasurers and Tax Collectors (CACTTC) - Annual Conference, annual attendance, June 2015 through 2022 (2020 conference canceled due to Covid) - education credits per session attended. California Association of County Treasurers and Tax Collectors (CACTTC) - Annual Education Conference, annual attendance - education credits per session attended. 1137 AgKnowledge Class IX Fellow – 2015 California Society of Municipal Finance Officers – “Forecasting and Understanding PERS Retirement Costs” and “State of the State and the State of Local Governments” certificate, May 2014 Lorman Education Services – “CEQA: California Environmental Quality Act” Certificate, 2013 U.S. Department of Homeland Security Emergency Management Institute – “National Incident Management System (NIMS)” IS-00700, September 2006 Government Finance Officers Association (GFOA) – “Best Practices in Budgeting/Management” Continuing Education/Certificate of Completion, September 2005 Intergovernmental Management Training (IGMT) – September 2004-June 2005 – Certificate of Completion, June 2005 Society for Human Resource Management – “Fundamentals of Human Resource Management” – Certificate of Completion, July 2003 Governor’s Office of Emergency Services California Specialized Training Institute – “Crisis Communications and the Media” – Level 1, November 2002; Level 2, May 2003 “Making it Work” – Proposition 36 Technical Training Conference – February 2003 (3rd Annual), March 2002 (2nd Annual), May 2001 (Implementation) California Probation, Parole, and Correctional Officers Annual Conference – September 2001 CSAC Joint Policy Forum for the Substance Abuse and Crime Prevention Act of 2000 (Proposition 36) – February 2001 Classification & Compensation – Northern California Chapter of International Personnel Management Association (NCCIPMA) – February 2001 CSAC Annual Conference Host County Planning & Implementation Team, Monterey County – 1999 Personnel Policies, Procedures and Practices Certificate of Completion – March 1995 Local Agency Formation Commission (LAFCO) – Resolution of Appreciation – August 1994 San Joaquin Delta College – Stockton, CA – Associate of Arts Degree w/Honors – English PROFESSIONAL/COMMUNITY SERVICE & VOLUNTEER BACKGROUND Member – Supervisory Committee, Monterey County Employees Credit Union, 2007-2009 Monterey County Certified Facilitator – The Pacific Institute “Investment in Excellence” & “Imagine 21” Contributing Writer, 1994-2000 – The Journal of NAMI California, co-editor “Mental Illness and the Law” – September 2000 Member – Board of Directors, Food Bank for Monterey County, 1990-1994; Secretary of Board, Personnel Committee Chair, Development Committee 1138 Submit Date: Mar 07, 2024 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 2 Length of Employment 12 Years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? How long have you lived or worked in Contra Costa County? Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Treasury Oversight Committee: Submitted Seat Name Dallas Elliott Walnut Creek CA 94595 Currently Unemployed Senior Treasury Manager Dallas Elliott 1139 Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended University of the Pacific Degree Type / Course of Study / Major Bachelors / Business Finance and Economics Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Dallas Elliott 1140 Upload a Resume Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I love my home in Walnut Creek and I love Contra Costa county. I want to be apart of the community and my financial skills and background make me well qualified for this role. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) High business acumen especially surrounding finance. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: Dallas Elliott 1141 If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information Dallas Elliott 1142 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Dallas Elliott 1143 Dallas Elliott ||| Contact Information: Page 1 of 2 Summary Experienced Finance, Data, Systems & Business Intelligence professional with strong financial, analy�cal, and technical skills. Unique ability to comprehend business finance objec�ves & architect solu�ons to problem-solve. Adept at conver�ng manual processes through driving process op�miza�on, systems automa�on, enhancing repeatable analysis, and improve reliability & accuracy. Expert at leveraging technology competencies to enable op�mum access to system data, allow development of beter systems, and facilitate rapid crea�on of needed reports for management’s strategic decisions. Skills and Competencies Treasury | Cash Forecas�ng | System Implementa�ons | Project Management | Advanced Modeling | P&L Ownership | Advanced Excel | VBA | EC2 Instances | Python | SQL | GIT | Cronjobs | AWS | Hive | Presto | Kyriba | NetSuite | Oracle | Tableau | Domo | Marketo | Credit Underwri�ng | SOC 2 | ACH | Wires | Process Architecture | Controls | Reconcilia�ons | Compliance | Banking Administra�on | Experience Sr Manager, Treasury Jan 2022 – May-2023 Carta (San Francisco, CA) • Developed automated cash allocation analysis to maximize interest income while continuing diversification of funds. • Generated highly accurate cash forecasting models which were plug and play. Departments could alter cash burn, interest income, and revenue streams dynamically and the model automatically updates forecast. This allowed Carta to optimize interest income, diversification of funds, while maintaining liquidity for operational needs. • Created and automated holistic reporting of all account balances, interest incomes, bank fees, and other relevant data to banking. • Monitored compliance and performance of investments alongside investment advisors. • Created investment policy alongside industry professionals. • Maintained banking relationship. Including negations for pricing, review of legal contracts for new banking programs, and coordination of implementation of new banking programs and features. Sr Manager, Finance/Treasury Jun 2020 – Jan 2022 Wisetack (San Francisco, CA) • Both determine and execute strategic initiatives for the Treasury department. Decide appropriate staffing levels, recruit skilled talent, and manage teams as needed. Work with the Federal Reserve reporting systems and partner banks to optimize money flows and operating procedures. Establish reporting to implement higher level automation and construct holistic platform reconciliations. • Design, implement and manage all treasury related operational processes in conjunction with automating them. Direct and monitor accurate cash movements, along with conducting and designing necessary reconciliations. 1144 Dallas Elliott ||| Contact Information: Phone: (650) 703-5301 Email: Dallas.Elliott@gmail.com Page 2 of 2 Sr Manager, Treasury / Finance Data & Automation Jul 2015 – Oct 2019 LendingClub (San Francisco, CA) • Designed, automated, and documented operational workflows, reconciliation processes, and reporting within the Treasury Department. This approach removed redundant processes, mitigated risk, improved efficiency, and enhanced KPI reporting. • Developed and designed an automatic subledger software system to optimize workflow and allow the company to perfectly reconcile daily cash exceeding 1 million transactions per day. The system automatically generated ledger entries, audit reports, and key metrics useful for management. • Frequently created reporting and presentation decks requiring complex analysis of data sets to drive business decisions, assess risk, report on group metrics, perform audit requests, and explain workflow. Assistant Vice President -P&L Business Control Analyst (FX Emerging Markets) Dec 2012 – Apr 2015 Bank of America Merrill Lynch (New York, NY) • Validated and substantiated position balances for the bank’s general ledger across 50+ FX portfolios daily. Face value of transactions exceeded billions of dollars per month. • Ensured the Business Unit’s financial data was accurately reflected in all the bank’s systems. • Automated daily processes with Python and VBA reducing repetitive work from hours to minutes. • Learned large company institutional systems for managing and reconciling positions and cash • Broke out trader P&L plex - (Delta / Gama / Theta / Vol ) on a daily basis. This process includes analysis of yield curves to determine if given P&L was correct. Operations tech – derivatives July 2010 – Dec 2012 Bank of America Merrill Lynch (Concord, CA) • Reviewed, confirmed, and settled institutional FX and FX derivative transactions worldwide. • Reviewed and validated cash flows along with complex reconcilement of accounts receivable and accounts payable. • Conducted trade matching and confirmations via swift and long form. • Reviewed broker confirmations and Reuter conversations to ensure tickets were accurately booked. Education University of the Pacific, Stockton, CA Bachelors of Science in Business Finance May 2010 Bachelors of Science in Applied Economics May 2010 1145 Submit Date: Mar 11, 2024 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 2 Length of Employment 2 Do you work in Contra Costa County? Yes No If Yes, in which District do you work? How long have you lived or worked in Contra Costa County? 8 Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Treasury Oversight Committee: Submitted Gaurab Hazarika Danville CA 94506 Silicon Ranch Corporation Senior VP, Strategic Planning and Initiatives Gaurab Hazarika 1146 Seat Name County Board of Supervisors and one Public Representative Seat for terms May 1, 2024, to April 30, 2028 Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended Indiana University, Bloomington, Indiana Degree Type / Course of Study / Major Masters in Business Administration Degree Awarded? Yes No College/ University B Name of College Attended MNNIT, Allahabad, India Degree Type / Course of Study / Major Bachelor of Engineering Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Gaurab Hazarika 1147 Upload a Resume Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I am eager to apply for the Contra Costa Treasury Oversight Committee to contribute my financial expertise and commitment to transparent governance. As a resident deeply invested in our community's well-being, I believe in upholding fiscal responsibility to ensure efficient and ethical management of public funds. By joining the committee, I aim to work collaboratively to promote transparency and responsible financial practices for the benefit of Contra Costa residents. I am driven by the belief that fostering fiscal responsibility not only safeguards public trust but also fosters a stronger and more prosperous community. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) Currently in my position I am responsible for project control for Silicon Ranch Corporation's solar project construction and development. My job is to ensure that projects budgets are accurate and construction costs are within budget. The total construction budget if over $1B annually. Prior to my current job I have managed solar project finance for over 15yrs and closed over 50 transactions valued over $2B. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Gaurab Hazarika 1148 Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Gaurab Hazarika 1149 Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Gaurab Hazarika 1150 GAURAB HAZARIKA | linkedin.com/in/gaurab-hazarika-a29454/ Solar Business Leader Creates, initiates, and manages financing strategy, M&A and solutions for renewable energy initiatives. Astute negotiator with a track record of advancing projects from early stage development to commercial operations. Aligns operational requisites with enterprise wide goals. Develops approaches to enter new markets, maximizes returns and optimizes cashflow. Closed more than 50 transactions with a portfolio of 3000MW+, $2000MM+. Strategic Finance | Tax Equity| Partnerships | PPA | Joint Ventures | Storage/Grid Services | M&A RELATED ACHIEVEMENTS ❖ Developed and executed the business strategy for the entry into utility-scale and rooftop-solar business, securing a five-year capital commitment to invest $1B. Duke Energy ❖ Closed and executed seven large-scale, totaling 60MW PV utility-scale solar projects, and 13 small-scale, totaling 9MW PV commercial rooftop, and secured an additional 200MW. Duke Energy ❖ Established the contractual terms for the joint venture (JV) between Duke Energy and Integrys Energy to launch into the commercial rooftop PV projects with a two-year commitment of $180M. Duke Energy ❖ Secured and delivered Duke’s first commercial solar rooftop project with Smart Energy Capital (SEC), comprising two customers and five site locations. Duke Energy ❖ Negotiated and signed 80MW solar PPA with a CCA in CA. ET Capital, Inc. ❖ Acquired, led development, finalized EPC, and sold 90MW portfolio of projects in OR. ET Capital, Inc. EXPERIENCE SILICON RANCH CORP., NASHVILLE, TN SVP, STRATEGIC PLANNING & INITIATIVES SETEMPBER 2021 – JULY 2022 Responsible for developing and executing new strategic initiatives for new markets and products. • Developed strategy and execution plan to enter UT, NV, and AZ and initiated 2.1GW of solar+BESS projects. DEPCOM POWER, SAN FRANCISCO, CA VP, PROJECT FINANCE AND M&A SETEMPBER 2021 – JULY 2022 Responsible for creating new channel for generating P&L though M&A, development and project financing for PV and Storage projects. • Developed and sold a portfolio of 10 standalone BESS projects to a California CCA. RENESOLA POWER / ET CAPITAL, INC. | SAN FRANCISCO, CA VP, PROJECT FINANCE AND M&A / CHIEF INVESTMENT OFFICER 2014 - 2021 Oversees the company P&L, new market entry, project financing and development for solar PV and storage projects. Reported to the CEO. Leads the sale and acquisition of solar PV and storage projects in North America. Initiates, negotiates, and completes complex deals including JVs, PPAs and partnerships. Leverages the talents of a diverse team of finance, development, and technical professionals to achieve enterprise targets. Engages and influences C- Suite, legal, engineering, and external stakeholders to create deal structure and development solutions. • Led PPA negotiations and closed, over 200MW/400Mwh – 2 with CA CCA, 3 in PJM with corporate. • Negotiated and signed 30MW/26MWh solar + storage PPA with a CCA in CA. • Negotiated and signed 80MW solar PPA with a CCA in CA. • Acquired, led development, finalized EPC, and sold 90MW portfolio of projects in OR. • Set up JV to develop, construct, and finance a portfolio of 35MW of community solar projects in MN. • Raised development funding for OR and MN projects from Chinese and Taiwanese investors. 1151 Gaurab Hazarika Resume | Page 2 | gaurab.hazarika@gmail.com • Awarded SMART tariff in MA for two projects. Led the development and sale of the project. • Closed tax equity financing and sale of 1.8MW project in CA. • Closed seven projects totaling 71MW in NC. Negotiated and secured construction finance. • Led the signoff of EPC capabilities from investors, lenders, and tax equity investors. • Built a pipeline of 500MW of solar projects in LA, AZ, IL, PA, MI and MA. HANWHA Q.CELLS USA / Q.CELLS, NORTH AMERICA | SAN FRANCISCO, CA VICE PRESIDENT (Q.Cells, North America) | BUSINESS DEVELOPMENT EXECUTIVE 2011 - 2014 Directed project financing activities and sale and acquisition of solar PV projects for North America. Reported to the CEO of Q.CELLS, NA and was part of the Q.CELLS Global Project Finance team. • Closed $100MM EPC deal to build 40MW of solar PV projects in Ontario, Canada. • Originated, structured, and closed 5MW EPC deal with New Market Tax Credit investors. • Led the development of 72MW of Ontario FIT projects and sale of 40MW of Ontario FIT projects. • Set up a program to finance the development of residential projects in Ontario that included module sales. • Originated over 200MW of deals in Canada and USA. DUKE ENERGY | CINCINNATI, OH MANAGING DIRECTOR, DEVELOPMENT AND ANALYTICS 2008 - 2011 Developed new market entry strategy, secured, and delivered PPAs, EPC and O&M contracts, PSAs, real estate documents, permits, bank financing and all financial terms . Managed all the contract negotiations, financing, project sale, M&A, EPC and loan contracts. Developed and executed business strategy for the entry into utility-scale and rooftop-solar business, securing a 5-year capital commitment to invest $1B. Explored new markets such as carbon. Significant projects included: • Secured and executed multiple solar contracts/projects totaling more than $150M in year 1 CAPEX. • Led the financial analysis and due diligence to secure project financing of one of the first operating solar PV solar projects in 2009 with Prudential Insurance. • Established the contractual terms for the JV between Duke Energy and Integrys Energy to launch Duke Energy into the commercial rooftop PV projects with a two-year commitment of $180M. • Established contractual terms for building utility scale agreements for the two-year international joint development agreement between Duke Energy and ENN China. • Managed the contract negotiations with Juwi Solar for the execution of a 16MW solar project in TX. • Secured and delivered Duke’s first commercial solar rooftop project with Smart Energy Capital (SEC), comprising two customers and five site locations. • Closed and executed seven large-scale, totaling 60MW PV utility-scale solar projects, and 13 small-scale, totaling 9MW PV commercial rooftop, and secured an additional 200MW in the 2011 and 2012 pipeline . ADDITIONAL ROLES DUKE ENERGY | Project Manager, Energy Efficiency - Marketing & Sales 2006 - 2008 DUKE ENERGY | Project Manager, Utility Revenue Management 2005 - 2006 DUKE ENERGY | M.B.A. Rotational Program 2002 - 2004 PRICEWATERHOUSE COOPERS (PwC) | Consultant 1998 - 2000 EDUCATION Kelley School of Business, Indiana University | Bloomington, IN Master of Business Administration, major in Finance and Accounting National Institute of Technology, Allahabad University | Allahabad, India Bachelor of Engineering, concentration in Computer Science and Engineering 1152 Submit Date: Mar 27, 2024 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 4 Length of Employment 26 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? How long have you lived or worked in Contra Costa County? 41 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Treasury Oversight Committee: Submitted Kenneth C Miller Walnut Creek CA 94597 Federal Home Loan Bank San Francisco CFO (Retired 1/4/21) Kenneth C Miller 1153 Seat Name Soon to be vacant Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Several as an alternate member Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended UC Santa Barbara Degree Type / Course of Study / Major BA Economics Degree Awarded? Yes No College/ University B Name of College Attended UC Santa Barbara Degree Type / Course of Study / Major MA Economics Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Kenneth C Miller 1154 Upload a Resume Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. As a long time resident of Contra Costa County I am looking to give back to my community in retirement. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I have over 40 years quantitative economics, finance and investment management experience. As an executive (the last 11 years as CFO) of the Federal Home Loan Bank of San Francisco through 1/4/21 I managed a balance sheet that included as much as $35-50 billion in fixed income investments. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No Kenneth C Miller 1155 If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: I am an alternative member of the Contra Costa County Treasury Oversight Committee If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Board of Trustees of the Athena Academy. Alternative member of Contra Costa County Treasury Oversight Committte. Lafayette Orinda Church Finance Committe, Leukemia and Lymphoma Society Light the Night Fundraising. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Kenneth C Miller 1156 Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Kenneth C Miller 1157 Kenneth C. Miller 1 Kenneth C. Miller Executive Vice-President, CFO (retired) Federal Home Loan Bank of San Francisco Ken Miller is an innovative financial executive with a unique blend of deep subject matter expertise across a broad range of financial and risk disciplines, combined with an ability to work collaboratively with executive management and the board directors to establish corporate strategy that is aligned with business purpose and mission. During Ken’s career he has been focused on and successful at delivering superior financial performance. He has led teams that have transformed financial and risk management frameworks, executed significant capital restructurings, and developed innovative financial and business performance metrics. Ken has over 26 years of experience as the Federal Home Loan Bank of San Francisco’s key financial executive, providing the Board with value-added insight on the Bank’s mission, strategy, financial performance and financial management. This broad experience has prepared him to be successful in the key Director roles of strategic oversight and governance. At the same time, Ken is capable of advisory roles and enjoys rolling up his sleeves to help understand and solution difficult or complex issues. Ken’s considerable financial management, risk management, strategic planning, financial reporting and accounting experience, qualify him as a financial expert, and make him highly valued to serve on a variety of Board committees, including Finance, Audit, and Risk, as well as financial advisory and interim or part-time CFO assignments. Ken is driven to succeed and defines success as being part of a high performing team that positively influences the mission and business purpose of an organization. He demonstrates high standards of integrity and ethics in his personal and business endeavors, and always operates with transparency and authenticity. This quality has earned Ken high levels of trust and confidence within the Federal Home Loan Bank of San Francisco, its Board of Directors, and its Regulator. Ken seeks opportunities with businesses and organizations with a strong focus on mission and purpose and that understand and emphasize the roles they play in the communities they serve. Ken currently serves on the Contra Costa County Treasury Advisory Committee. SUMMARY OF QUALIFICATIONS AND ACCOMPLISHMENTS: • Seasoned and innovative financial services senior executive with a proven track record in all aspects of strategic and financial planning, financial management and performance, treasury and capital markets, risk management, accounting and reporting, mergers and acquisition analysis, operations, and technology system implementation. • 26 years of experience working with financial services Boards, providing strategic and tactical perspectives and solutions on strategic planning, financial performance and management, capital management, and corporate goal setting. • Designed and directed development of financial management, budgeting, planning, and management reporting frameworks for a $100+ billion wholesale bank, resulting in improved financial performance and better communication of financial performance and risks to management committees and Board of Directors. 1158 Kenneth C. Miller 2 • Designed and directed $6+ billion capital restructuring, resulting in improved financial strength and improved dividend paying capacity. • Provided executive leadership on implementation of significant enterprise technology systems. • Ability to provide creative and practical solutions to a diverse set of business and financial challenges. • Developed high performing and diverse Finance Leadership team. • An effective mentor, and an advocate for diversity, preparing and promoting highly qualified women and black team members to senior officer roles. • Collaborative management and working style. • Excellent oral and written presentation skills. • Clear and straightforward communication style. EXPERIENCE: 7/94 to 1/21. Federal Home Loan Bank of San Francisco, San Francisco, CA (retired) The Federal Home Loan Bank of San Francisco is a regional Federal Home Loan Bank chartered by Congress in 1932 to provide a source of liquidity to help financial institutions chartered in California, Arizona and Nevada support housing finance and community investment in the areas they serve. As of 12/31/19, the Bank had total assets of over $110 billion, annual net income of over $300 million, and annual capital markets debt issuance of over $200 billion. 8/2011 to 1/2021. Executive Vice-President and Chief Financial Officer Direct report to the Chief Executive Officer and a member of the Bank’s Executive Leadership Team. Functional responsible for all treasury, financial, and balance sheet management; capital management, financial and strategic planning, budgeting, accounting and financial reporting, and operations. Actively support the oversight responsibilities of the Board of Directors on a variety of key financial and strategic issues. Develop, motivate and manage a professional staff of 70, including 7 direct reporting senior officers. 1/2001 to 8/2011. Senior Vice-President, Financial Risk Management and Strategic Planning Reporting to the Chief Operating Officer, responsible for market risk measurement and management, balance sheet management, financial planning, strategic planning, corporate budgeting, and a variety of special projects. 7/94 to 1/2001. Vice-President Financial Risk Management Reporting to the Chief Financial Officer, responsible for market risk measurement and management, financial planning, derivatives valuation, investments, and a variety of special projects. 12/86 to 7/94. First Nationwide Bank, San Francisco, CA. (subsequently known as Cal Fed) Senior Vice-President, Asset/Liability Management. Responsible for all balance sheet management, portfolio management and capital strategies for a $20 billion savings and loan. 1159 Kenneth C. Miller 3 VOLUNTEER WORK: 4/22 to Present. Member Treasury Oversight Committee for Contra Costa County, CA Provide guidance and oversight Treasurer and Assistant Treasurer in management of $5 billion investment portfolio. EDUCATION: M.A. Economics. University of California, Santa Barbara. B.A. Economics. University of California, Santa Barbara. 1160 Submit Date: Mar 26, 2024 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 2 Length of Employment 2 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? District 2 How long have you lived or worked in Contra Costa County? 60 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Treasury Oversight Committee: Submitted Steven K Quinly Orinda CA 94563 Realta Wealth Financial Advisor Steven K Quinly 1161 Seat Name Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended Utah State Degree Type / Course of Study / Major BA/ Marketing Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No Other Trainings & Occupational Licenses Steven K Quinly 1162 Upload a Resume Other Training A Series 7 & 8 Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. My experience in the financial markets for 45 years Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) Extensive amount of experience in the financial markets. Helping clients learn how the markets work. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No Steven K Quinly 1163 If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information Steven K Quinly 1164 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Steven K Quinly 1165 lease return completed applications to: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 94553 or email to: ClerkofTheBoard@cob.cccounty.us Contra Costa County Do you work in Contra Costa County? Home Address - Street City Postal Code Primary Phone (best number to reach you)Email Address Resident of Supervisorial District (if out of County, please enter N/A): If Yes, in which District do you work? BOARDS, COMMITTEES, AND COMMISSIONS APPLICATION First Name Middle Initial Last Name Occupational Licenses Completed: G.E.D. Certificate Yes No No Degree Type/Course of Study/Major Degree AwardedColleges or Universities Attended High School Diploma CA High School Proficiency Certificate EDUCATIO N Yes Yes Yes No State Certificate Awarded for Training? Yes No Pl ease check one: Yes No If Yes, how many? No Check appropriate box if you possess one of the following: PAGE 1 of 3 THIS FORM IS A PUBLIC DOCUMENT Current Employer Job Title Length of Employment How long have you lived or worked in Contra Costa County? Board, Committee, or Commission Seat Name Have you ever attended a meeting of the advisory board for which you are applying? Other Trainings Completed: Yes No District Locator Tool Yes NoWould you like to be considered for appointment to other advisory bodies for which you may be qualified? Are you a veteran of the U.S. Armed Forces? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? If Yes, please explain: Yes No Hector Reyes Erazo Brentwood 94513 1 City University of New York Bachelor of Arts in Economics The New School, NY Masters in Economics Gies College of Business - University of Illinois MBA Treasury Print Form 4 4 4 4 4 4 CA 17 Blaylock Van, LLC Senior Vice President 2 FINRA 7 & 63 4 4 4 1166 Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume). Please check one: Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: Please check one: Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the county, such as grants, contracts, or other economic relationships? Do you have a familial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section on page 3 of this application or Resolution No. 2021/234). List any volunteer and community experience, including any boards on which you have served. If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: Please check one: Yes No If Yes, please identify the nature of the relationship: I am including my resume with this application: Please check one: Yes No Are you currently or have you ever been appointed to a Contra Costa County advisory board? PAGE 2 of 3 THIS FORM IS A PUBLIC DOCUMENT Please explain why you would like to serve on this particular board, committee, or commission. 4 4 4 I am investment banking professional with over 30 years of experience in municipal finance. I am familiar with budgets, CAFRS, public policy, credit, debt and treasury matters, including investment policies. I bring market experience, knowledge and expertise that could be helpful to the board as it assesses the myriad issues related to treasury and investment matters of the County. I bring perspective, insights and ideas that may reinforce or complement the ideas of other that sit on the Board. Additionally, I have strong quantitative, analytical and communication skills sharpened over the years 1167 1025 Escobar Street, 1st Floor Martinez, CA 94553 Submit this application to: ClerkofTheBoard@cob.cccounty.us OR Clerk of the Board 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 7.As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. 1.This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: 1) file a Statement of Economic Interest Form also known as a Form 700, and 2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. Important Information Questions about this application? Contact the Clerk of the Board at (925) 655-2000 or by email at ClerkofTheBoard@cob.cccounty.us Signed: Date: I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and understand that all information in this application is publicly accessible. I understand and agree that misstatements and/or ommissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. PAGE 3 of 3 THIS FORM IS A PUBLIC DOCUMENT Hector Reyes Erazo 4/3/2024 1168 ÉCTOR REYES-ERAZO IB Executive | Enables State and Local Governments to Translate Capital Improvement Plans into Reality San Francisco, CA • linkedin.com/in/hectorre INVESTMENT BANKING EXECUTIVE Business development executive with expertise in public finance, fixed-income capital markets, and public administration. Extensive experience in business development, leadership, interpersonal relationships, organizational management, teams, strategy, analytics, and problem-solving. A hands-on leader with proven expertise in building, leading, managing, and motivating teams. Bilingual: English and Spanish. AREAS OF EXPERTISE State & Local Government • Public Finance • Municipal Advisory • Business Development • Relationship Management • Transaction Management • Capital Markets • Bond Structuring • Financial Modeling • Valuation • Investment Analysis • Risk Analysis • Budget Analysis • Ratio Analysis • Credit Analysis & Strategy • Revenue Forecasting • Problem-Solving • Negotiations Leadership/Teams/Motivation • Cross-Functional Collaboration • Public Administration • Policy Analysis • Communications • ESG PROFESSIONAL EXPERIENCE Blaylock Van, LLC., Oakland, CA, 2022 – Present Provides Investment banking and underwriting to state and local governments, special districts, and corporate clients. The firm sells and trades fixed-income securities, corporates, and equity. Senior Vice President: Lead California banker to state and local government issuers of municipal debt. Core responsibilities: transaction/client management; new business development; managing client relationships; marketing firm banking and underwriting capabilities; directing finance team; and developing financing solutions to achieve cost-effective solutions leading to the lowest cost of capital for borrowers. Oversing and preparing RFQs/RFPs; preparing client pitches; debt structuring; cash flow and debt analysis. Developing credit rating presentations, marketing plans, market updates, investor roadshows, reviewing legal and loan disclosure documents. Key Achievements: • Closed over $6.4 billion since joining Blaylock, including East Bay MUD, Metropolitan Water District of Southern CA, San Diego Water, LACCD, LAUSD, UC Regents, State of California, CA Earthquake Authority, and State Public Works Board. • Completed a $2.580 billion State of California GO, the largest State transaction in 2023, as Co-Senior Manager. RICE FINANCIAL PRODUCTS COMPANY • San Francisco, CA • 2015-2022 Provides investment banking and underwriting services to state and local governments, educational institutions, special districts, institutional equity, infrastructure finance, and a private equity asset management arm. Managing Director: Served as lead public finance banker to California's state and local government agencies. Identified, analyzed, and developed financing options for municipal clients. Responsible for generating new business, managing pipelines, closing, and driving growth. Lead and manage project teams and client relationships and collaborate with public administrators and business partners to provide cost-effective financing and best practices. Direct and oversee RFQ/RFPs, financial modeling, structuring, and reviewing disclosure documents, debt rating presentations, investor roadshows, and closings. Led and directed RFP responses and client pitch books. Key Achievements: • Achieved first sole-senior managed California community college bond financings for the firm and co-senior managed transactions with the State Treasurer’s Office of $40M and $1.1B, respectively. • Co-Senior Managed a $500M Housing transaction named 2020 Deal of the Year by The Bond Buyer. • Increased new business in California by 38%, securing higher education and local municipal sector engagements. • Managed, trained, and mentored junior and mid-level bankers. 1169 ÉCTOR REYES-ERAZO ● Page 2 ● BACKSTROM MCCARLEY BERRY & CO. • San Francisco, CA • 2012-2015 Dedicated to providing financial solutions with cost-effective strategies and prudent debt financing structures. Executive Vice President: Led new business development growth. Provided investment banking and municipal advisory to local and state borrowers. Launched and pivoted functional operations related to banking, sales, underwriting, and trading. Developed corporate and business strategies and led higher education underwriting and municipal advisory services for Alameda Unified School District and Imperial Valley Community College District. Key Achievements: • Launched first senior-managed transactions and expanded sales and underwriting capabilities in the first 12 months. • Executed over $5B in municipal bond transactions with State and Local Government, Community College District (CCD), and Unified School District (USD) sectors in California and Texas. • Implemented the firm’s first senior managed financings, transforming underwriting from co-managing only to executing senior managed bond sales beginning with $140.5MM GO for Contra Costa CCD and then $54.2MM for the City and County of San Francisco’s Office of Community Investment and Infrastructure (Successor Agency). • Fulfilled a $350MM public improvement bond for Houston and drove revenue growth from zero to $1M+ from general infrastructure finance. • Co-managed multiple bond transactions, including $289MM, GO refunding for Chabot-Las Positas CCD, $228MM GO refunding for San Francisco City College, $77MM GO refunding for West Contra Costa USD, and $106.5MM GO for Contra Costa CCD. GRIGSBY & ASSOCIATES, INC. • San Francisco, CA • 2009-2012 A firm providing investment banking and underwriting of municipal securities. Managing Director: Executive team member concentrating on business development, client, and transaction management. Oversaw bond structuring, underwriting, document preparation, credit rating presentations, negotiated sales, and closings. Provided municipal advisory and investment banking to municipal issuers. Developed pitch presentations and managed client meetings. Managed internal teams and collaborated with cross-functional leaders to deliver client services. Key Achievements: • Led $2.5 billion of tax-exempt bond deals for state, local, and regional municipal issuers, including North Montgomery County Unified School District, Compton Redevelopment Agency, State of California, San Francisco City/County, California State University, Alameda Joint Powers Authority, UC Regents, California State Public Works Board, California Department of Water Resources, NY MTA, and the Triborough and Tunnel Authority. • Managed a three-person team focused on the origination and execution of municipal bond transactions, including new money and refunding. • Designed and structured investment agreements for bond proceeds, including guaranteed investment contracts with third- party providers. ESTRADA HINOJOSA & CO. • San Diago, CA • 2006-2009 Financial Advisory, Investment Banking, and Underwriting firm. Vice President: Focused on new business development, strategic municipal advisory, and bond underwriting in California. Developed strategy for entering the CCD sector in California and establishing a footprint for the firm. Led and participated in workshops and speaker panels at community college conferences and events. Key Achievements: • Served as Financial Advisor to the California League of Community Colleges for its taxable OPEB program. • Negotiated and closed the first California General Obligation financings for Las Chabot-Las Positas CCD ($398MM), Santa Barbara CCD ($47MM), and Santa Monica CCD ($111MM). CAREER NOTE: Additional employment includes Bond Salesman with Stone & Youngberg (Stifel), Public Finance Banker with PaineWebber (UBS), and First Southwest Company (Hilltop Securities). Additional details are available upon request. 1170 ÉCTOR REYES-ERAZO ● Page 3 ● EARLY PROFESSIONAL EXPERIENCE Senior Project Manager, NYC Economic Development Corporation (NYC Industrial Development Agency) • New York, NY Managed various financing projects and duties during the project life cycle for small to mid-size companies and not-for-profits in New York City and initiated the Agency’s special exempt facilities financings of foreign-flag carriers for passenger and air cargo facilities at JFK Airport, leading to the first foreign carriers’ utilization of special exempt facility bonds at New York City’s airports. Prepared loan proposals, financial analyses, financial projections, credit analyses, due diligence, and executive summaries f or executive loan committee approval and resolutions. CRA Representative, Federal Reserve Bank of New York • New York, NY Advised and guided state member banks holding companies in establishing local community-based lending programs for small businesses and affordable housing groups. Help to negotiate multiple resolutions to public challenges to applications by state member banks for regulatory approval of branch closings and openings, intra - and interstate mergers and acquisitions, and other banking- related activities. EDUCATION Master of Business Administration (MBA) Gies College of Business, University of Illinois, Urbana-Champaign, IL Financial Management Specialization, and Entrepreneurship and Strategic Innovation Specialization Master of Arts (MA) in Economics The New School for Social Research, The New School, New York, NY Bachelor of Arts (BA) in Economics The City University of New York, New York, NY Completed coursework toward a Master of Public Administration at USC Price School of Public Administration LICENSURE: FINRA Series 7, 50, 52, 63, 79 1171 Submit Date: Apr 05, 2024 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 1 Length of Employment Do you work in Contra Costa County? Yes No If Yes, in which District do you work? How long have you lived or worked in Contra Costa County? 55 Years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Treasury Oversight Committee: Submitted Seat Name Bruce L.Yow El Cerrito CA 94530 Bruce L. Yow 1172 Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended University of Portland Degree Type / Course of Study / Major BBA Management Degree Awarded? Yes No College/ University B Name of College Attended California University Hayward Degree Type / Course of Study / Major MPA Public Policy Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No Other Trainings & Occupational Licenses Bruce L. Yow 1173 Upload a Resume Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. Would like to review the County investment policy, monitor the performance of County investments, and report to the Board of Supervisors. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) Currently serving on a task force with BART Accessibility Task Force to advise BART Board of Directors and staff on ways to maintain and improve the accessibility of the BART system for people with disabilities and for seniors. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No Bruce L. Yow 1174 If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. I have substantial experience working with the public, working on various group dynamics and quite familiar with structure and process of board meetings. I have been appointed on the following Boards and Commissions with the City of El Cerrito offering me extensive experience working with the public. 1. Park and Recreation Commission. 7/1994-1/2001 2. Financial Advisory Board. 8/13/2012-1/1/2013 3. Civil Service Commission. 2/17/2015- Present. 4. Crime Prevention Committee. 6/2/2014-10/12/20 Served as Vice Chair. 5. Centennial Planning Task Force. 4/20/2016-12/19/2017 6. Contra Costa County Transportation Authority Advisory Committee. 1/16/2018-7/22. 7. Committee on Aging. 10/12/20-Present. I have completed the required courses on the Brown Act, Sexual Harassment Training, and Ethics in the workplace due to my volunteer service with the City of El Cerrito. In addition to my academic, professional experience, and ability to be impartial at public meetings with the Citizens of El Cerrito, I have also served as volunteering as a Poll Worker for the Contra Costa County Department of Elections since the mid1980. County Elections reports that I served on 11/6/2012, 6/3/2014, 11/4/2014, 6/7/2016, 11/8/2016, and 6/5/2018. I will also serve on 9/14/21. On 11/5/2019 and 3/3/2020 I served as an Inspector in charge of the Polling Booth. They are unable to research my work history past 12/2012, starting as a Poll Worker beginning to the mid 1980’s. I am also a blood donor for the last forty years. I have donated over 13 gallon of A Positive blood to The American Red Cross and other non-profit blood donation centers. I also volunteer with the Contra Costa Solano Food Bank in the Community Produce Program and working to bring a Senior Food Program to the City of El Cerrito. I served as a Labor Negotiator with then Local 790 for eight years representing the membership and negotiating labor contracts with the City of San Francisco. This also involved contract negotiations and occasional grievance resolutions. I also play Senior Softball and serve as an Assistant Coach. I also serve as an umpire on softball games based upon my credibility to manage fairly impartial game. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Bruce L. Yow 1175 Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Bruce L. Yow 1176 Bruce L. Yow El Cerrito CA 94530 Education:California State University, Hayward.Master in Public Administration, Budgeting. University of Portland, Oregon. Bachelor in Business Administration, Management. Experience:Special Education Instructional Assistant. 3/08 to 1/20 Wccusd. Twenty eight years in the Public Sector working on Capital and Operating Budget and Fund Accounting. Costco. Member Services. 12/15/19 to 12/30/19. Twenty years experiences as a Volunteer with the City of El Cerrito as a Commissioner with the Park and Recreation Commission, Financial Advisory Board, Centennial Planning Task Force, Committee on Aging, the Contra Costa Transportation Authority, and Civil Service Commission. Task Force Member with the Bay Area Rapid Transit. 1177 TREASURY OVERSIGHT COMMITTEE CURRENT ROSTER Position Name Alternate ‐ Special Districts Dawn Morrow Alternate ‐ County School Districts and Community College Districts Seat Glenn Pena Alternate to the Member of Board of Supervisors Representative Kenneth C Miller County Superintendent of Schools Daniela Parasidis County, School Dist. & Comm. College Dist. Julie Bautista Member of Board of Supervisors Representative Paula A Troy Public 1 Dennis Reigle Public 2 Larry Fernandes Public 3 John Phillips Special Districts Philip Leiber 1178 TREASURY OVERSIGHT COMMITTEE CURRENT ROSTER Start date End date City 21‐Mar‐23 30‐Apr‐26 Oakley 8‐Sep‐20 30‐Apr‐24 Emeryville 1‐May‐22 30‐Apr‐26 Walnut Creek 9‐May‐23 30‐Apr‐24 Concord 1‐May‐20 30‐Apr‐24 Danville 22‐Sep‐20 30‐Apr‐24 Martinez 1‐May‐22 30‐Apr‐26 Danville 1‐May‐22 30‐Apr‐26 Walnut Creek 1‐May‐20 20‐Apr‐24 Moraga 1‐May‐22 1‐May‐26 1179 Contra Costa County NOTICE C.10, 24-1132 The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk oft-he Boa-rd-of Supervisprs 1025 Escobar Street, 1st Floor Martinez, CA 9455 Board , Commission , or Committee Treasury Oversight Committee Seat: Board of Supervisors Alternate A ppointments will be made after May 7, 2024 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on April 23, 2024. cc: Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .PDF to S:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1-Committee Files and Applications I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. Attested: April 23, 2024 1180 Contra Costa Commission for Women and Girls Roster, Feb. 21, 2024 Seat/Position Name Term begins Term ends District I Joey Smith 3/1/2023 3/1/2027 District II Marilyn Cachola Lucey 3/1/2023 2/28/2027 District III Shauna Polk 3/1/2022 2/28/2026 District IV Ria Bhatt 5/23/2023 2/28/2026 District V Kirsten Upshaw 8/10/2021 2/28/2025 At Large 1 2/28/2025 At Large 2 Jennifer Rizzo 3/1/2021 2/28/2025 At Large 3 Nicolette Schumacher 9/19/2023 2/28/2027 At Large 4 Lanita Mims‐Beal 3/1/2021 2/28/2025 At Large 5 Catherine Jones 4/12/2022 2/28/2026 At Large 6 Adey Teshager 10/11/2022 2/28/2026 At Large 7 Faye Maloney 3/1/2021 2/28/2025 At Large 8 9/15/2020 8/24/2024 At Large 9 2/28/2023 At Large 10 Destiny Brisco 7/26/2022 2/28/2026 Alternate 2/28/2026 1181 Submit Date: Aug 07, 2023 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 4 Length of Employment 7 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? residential home sales throughout How long have you lived or worked in Contra Costa County? 5.5 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Commission for Women and Girls: Submitted Dena R Acosta-Beere Concord CA self Realtor Dena R Acosta-Beere 1182 Seat Name at-large vacancy Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? 1 (commissions appt workshop) Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended Stanford University Degree Type / Course of Study / Major Bachelor of Arts American Studies/Legal Institutions Degree Awarded? Yes No College/ University B Name of College Attended San Francisco Community College Degree Type / Course of Study / Major real estate courses for state exam Degree Awarded? Yes No College/ University C Name of College Attended Loyola Law School Dena R Acosta-Beere 1183 Degree Type / Course of Study / Major 1L studies incl. Property Law, Contracts, Torts, Criminal Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A real estate salesperson license Certificate Awarded for Training? Yes No Other Training B BOMA building mgmt trainings Certificate Awarded for Training? Yes No Occupational Licenses Completed: CA Dept of Real Estate Salesperson license issued June 2013, renewed 2x, valid through 2025 (#01925414) Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. Women's civic engagement is of the utmost importance, not only due to underrepresentation heretofore experienced. As women typically engage with a variety of civic-sponsored activities and organizations throughout any given day, it is important that the valuable perspective we have gained from this participation as individuals, mothers, spouses, and daughters to seniors/elders is represented in the decision making processes of these structures. Women are often at the unique crossroads of work, home, family, school, county, library, and city life for all members of their family. We have so much valuable experience to share in order to make sure civic-sponsored structures are working efficiently for all members of society. Dena R Acosta-Beere 1184 Upload a Resume Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) Please see my attached resume, which highlights not only my ongoing commitment to volunteer work empowering the next generation of citizens, but also interest in fundraising and athletics that has allowed me to experience a broad range of what the Bay Area has to offer its citizens wanting to work toward the common good. My legal and real estate background gives me a keen eye for measurable costs and investments, while my commitment to the above soft skills has allowed me to always focus these endeavors on working efficiently and to the best effect with fellow citizens for overall quality of life. I remain civically engaged as an ordinary citizen and mother of a school-age child, naturally learning about the programs offered to our city and county citizens as we participate and always coming up with ideas by which to improve. My various leadership positions throughout the years have also taught me how to represent a group for the common good and to field diverse perspectives in creating consensus. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: childcare for my 4YO is entirely possible with notice Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. NEW: Concord Friends of the Library member Sep 2021-June 2023 Loma Vista School Readiness Co-Op Concord, CA Provided weekly classroom assistance for children under instruction of licensed educators in preschool curriculum; attend monthly parenting and community events/seminars Oct 2017-Feb 2018 SF Child Abuse Prevention Center San Francisco, CA Provided weekly playroom assistance for children while parents take advantage of the center’s resources for social work, parenting, financial assistance, etc.; stock & organize donations Jan 2013-Dec 2014 Leukemia & Lymphoma Society San Francisco, CA Raised $6,000 towards blood cancer research for LLS’ Team in Training Competed in 2014 Nike Women’s Half Marathon and 2013 Wildflower Triathlon Dena R Acosta-Beere 1185 Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information Dena R Acosta-Beere 1186 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Dena R Acosta-Beere 1187 DENA ACOSTA-BEERE 1521 Lexington Rd Concord, CA 94520 (415) 572-9988 dena.acosta@gmail.com CA DRE #01925414, Salesperson (since 2013) Work Experience June 2021-Present Harper Real Estate San Francisco Bay Area, CA Salesperson, CA DRE #01925414 Active sales member specializing in 1st-time homebuyers and consistently hosting open houses Sales highlight: Connected with Zillow Live homebuyer lead on July 24; under contract for 2R- zoned residence by August 8 after negotiating protection for a seller permit issue; closed for $100k less than buyer expectations on September 2 July 2016-May 2021 Coldwell Banker Residential Brokerage San Francisco, CA Salesperson, CA DRE #01925414 Active member of CB Castro sales office & CB Orinda sales office Weekend open houses, client visits, and property tours Work after-hours pulling comps, writing offers, identifying financing, and liaising w/agents Sales highlight: 1221 Harrison #1 (condo); sold in 26 days over 4th of July holiday vs. a neighborhood average of 40+ days; $15k over asking price Nov 2010-May 2016 Niantic Holdings/Fisher Hill Properties San Francisco, CA Property Manager Managed 99,957 RSF commercial tenant building with 140 tenants – Hobart Building @ Market/2nd Handled all leasing activity including vacant space rentals and term amendment negotiations Increased occupancy rates from 80% to 99% over career Implemented cloud-based, software-as-a-service platform (MRI) for leasing and accounting functions Worked with Asset Manager on yearly budget Completed yearly tenant escalations based on operating expense and property tax pass-throughs Completed monthly tenant billing, processed rental income, and prepared bi-monthly rent roll data Scheduled and supervised vendor hiring and implementation for building operational issues such as security, janitorial, marble maintenance, construction, flooring, signage, and fire/life safety Worked with Chief Engineer to develop and operate maintenance program for daily work orders and large maintenance issues as they arose, taking into account tenant schedules, vendor limitations, etc. Managed Executive Assistant in daily duties Nov 2009-Oct 2010 Assistant Property Manager Jan 2009-Oct 2009 Samitaur Constructs Culver City, CA Property Management Assistant & Executive Assistant Assisted with property management duties, including interpreting tenant leases and preparing rent roll Analyzed and improved current parking administration at all managed properties (8 lots, 1200 spaces) Initiated company-specific processes for new computer database system, Sage Timberline Office Liaised with financial institutions and brokerage firms re: loan obtainment and escrow obligations Completed daily Executive Assistant duties (AP, travel scheduling, correspondence) 1 1188 DENA ACOSTA-BEERE 1521 Lexington Rd Concord, CA 94122 (415) 572-9988 dena.acosta@gmail.com CA DRE #01925414, Salesperson (since 2013) Education and Extracurriculars Feb 2015-March 2015 Building Owners & Managers Assoc.San Francisco, CA RPA Candidate (Real Property Administrator) Foundations of Real Estate Management course certificate Budgeting & Accounting course certificate March 2011-Dec 2013 City College of San Francisco San Francisco, CA A.S.R.E. Candidate Passed real estate salesperson license requirement courses with 4.0 GPA – RE Practices, RE Principles, and RE Economics plus Property Management elective – and passed RE license exam Sep 2007-Dec 2008 Loyola Law School Los Angeles, CA 1L Student Completed one year of course study including work in Property Law, Contracts, & Tort Law Center For Conflict Resolution Completed forty-hour mediation training program, satisfying Dispute Resolution Program Act requirements for mediators in community and court settings Sep 2002-June 2006 Stanford University Stanford, CA B.A. in American Studies Graduated with 3.25 GPA; recipient of General Scholarship & Chicano Community Academic Honors Delta Delta Delta Sorority, Omega Chapter Social Chair Spring 2004-2005 and Winter 2005-2006 Stanford Women’s Rugby President 2005-2006 season & USA Rugby Collegiate National Champions 2004-2005 and 2005-2006 USA Rugby 2nd Team All-American 2004-2005 and 1st Team All-American 2005-2006 Pacific Coast Rugby Football Union All-Star Traveling Squad 2004-2005, 2005-2006 Northern California Rugby Football Union All-Star Traveling Squad 2004-2005, 2005-2006 Volunteer Work Sep 2021-June 2023 Loma Vista School Readiness Co-Op Concord, CA Provided weekly classroom assistance for children under instruction of licensed educators in preschool curriculum; attend monthly parenting and community events/seminars Oct 2017-Feb 2018 SF Child Abuse Prevention Center San Francisco, CA Provided weekly playroom assistance for children while parents take advantage of the center’s resources for social work, parenting, financial assistance, etc.; stock & organize donations Jan 2013-Dec 2014 Leukemia & Lymphoma Society San Francisco, CA 2 1189 DENA ACOSTA-BEERE 1521 Lexington Rd Concord, CA 94122 (415) 572-9988 dena.acosta@gmail.com CA DRE #01925414, Salesperson (since 2013) Raised $6,000 towards blood cancer research for LLS’ Team in Training Competed in 2014 Nike Women’s Half Marathon and 2013 Wildflower Triathlon 2 1190 Submit Date: Mar 26, 2024 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: None Selected Length of Employment 1 Do you work in Contra Costa County? Yes No If Yes, in which District do you work? How long have you lived or worked in Contra Costa County? Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Treasury Oversight Committee: Submitted Seat Name Contra Costa County of Education Designee Daniela Parasidis 4164 Cowell Road Concord CA 94518 Home: (925) 338-2048 Contra Costa County Office of Education Deputy Superintendent of Business and Administrative Services Daniela Parasidis 1191 Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended St. Mary's College of California Degree Type / Course of Study / Major B.S. Business Administration Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No Other Trainings & Occupational Licenses Daniela Parasidis 1192 Upload a Resume Other Training A USC Business Managers Program Certificate Awarded for Training? Yes No Other Training B ACSA Business Managers Program Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I'm the designated County Office of Education appointee. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I fill the role of the Deputy Superintendent of the Contra Costa County Office of Education. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No Daniela Parasidis 1193 If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information Daniela Parasidis 1194 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Daniela Parasidis 1195 Daniela Parasidis 4164 Cowell Road Concord, CA 94518 (925)765-2878 Reina_1710@yahoo.com OBJECTIVE: Under the direction of the County Superintendent of Schools, I plan to provide leadership, service, and support to the districts and students of Contra Costa County through teamwork, effective communication, integrity, creativity, and technical expertise. M ore specifically, my work would focus on the continued development a nd improvement of the already excellent budget oversight, fiscal support and technology systems infrastructure with a special focus on providing training and support for new and emerging bus iness officials. I hope to use my expertise and knowledge in the field of education finance to support the Contra Costa County Office of Education’s programs especially those students with disabilities and those placed in alternative learning environments. . EDUCATION: Saint Mary’s College of California, Moraga May 2002 B.S. Business Administration-Honors Concentration in Financial Services ACSA-School Business Managers Academy April 2005 Certificate of Completion University of Southern California September 2007 Certificate of School Business Management COMPUTER SKILLS: Tyler MUNIS, SACS Software, LCFF Calculator, Microsoft Office (Excel, Word, PowerPoint, Outlook), Google Suite EXPERIENCE: Moraga School District Moraga, CA July 2016-Present Assistant Superintendent of Business Services Direct and manage the operations of Business Services including accounting, budget, payroll and segments of human resources. Oversee and manage the Technology and Maintenance & Operations department budgets. Direct and participate in the development of the annual budget, interim financial reports and unaudited actuals. Coordinate the preparation of information submitted to the independent auditor for the annual district audit and bond performance audit. Serve on the District negotiating team and prepare all AB1200 documents for the County Office of Education. Develop efficient processes and procedures that ensure proper internal controls and fiscal transparency. Supervise and evaluate the performance of assigned staff and interview and train new employees. Promote professional development opportunities to build the capacity every team member. Assist the Superintendent with directing day to day activities that ensure fiscal solvency and act a s the Superintendent’s authorized designee for contracts, memorandums of understanding and other documents as needed. Implement a strong position control system that allows for proper management and analysis of district personnel. Serve as a member of the Superintendent’s cabinet and provide technical assistance to the Superintendent and the Governing Board regarding the vision of the Moraga School District. Implement and manage the California Universal Meals Program and expanded Transitional Kindergarten program. Serve as the President of the Governing Board for the Contra Costa Schools Insurance Group (CCCSIG) and I am an active member of the CC Solano Board of Directors. 1196 West Contra Costa Unified School District Richmond, CA November 2011- June 2016 Executive Director of Business Services Planned, organized and supervised assigned staff in the budget development, interim and year end closing processes. Managed and supported the District’s Payroll, Budget and Benefits departments. Prepared the LCFF revenue calculation and administered LCAP financial data. Participated and prepared calculations for negotiations with District bargaining units and prepare AB1200 disclosure documents. Monitored the District’s Parcel Tax budget and prepared documents for the Budget Advisory Committee. Managed the implementation of the new enterprise system, Tyler MUNIS. Created efficient processes that built staff capacity and ensured accountability. San Rafael City Schools San Rafael, CA August 2009-October 2011 Accounting Manager Assisted the CBO with budget development, interim reports and unaudited actuals. Projected cash flow by closely monitoring revenues and expenditures. Implemented new procedures as required and/or r ecommended by the CDE/COE. Monitored categorical programs and completed the Consolidated Application, State expenditure reports and Federal Interest Calculation. Maintained and managed Position Control. Orinda Union School District Orinda, CA July 2005-August 2009 District Accountant Prepared annual budget estimates for Federal, State and Local revenue sources and all expenditures. Assisted Director of Business Services with budget development, interim reports and year -end closing processes. Worked collaboratively with the auditor on their annual request for information. Approved Accounts Payable, Accounts Receivable and Personnel transactions. Moraga School District Moraga, CA September 2001-June 2005 Payroll Technician Prepared, revised and monitored certificated and classified payroll. Coordinated health benefits for new and existing employees, as well as retirees. Performed internal audits of the entire personnel budget. Assisted the CBO with the development and ongoing monitoring of t he personnel budget. Calculated and processed retroactive payments based on negotiated settlements. Accurately reconciled the payroll pass through accounts in Fund 05. 1197 1198 Please return completed applications to: Clerk of the Board of Supervisors ϭϬϮϱ ƐĐŽďĂƌ^ƚƌĞĞƚ͕ϭƐƚ&ůŽŽƌ Martinez, CA 94553 or email to: ClerkofTheBoard@cob.cccounty.us Contra Costa County ŽLJŽƵǁŽƌŬŝŶŽŶƚƌĂŽƐƚĂŽƵŶƚLJ͍ Home Address - Street City WŽƐƚĂů Code PƌŝŵĂƌLJWhone (best number to reach you)EmailĚĚƌĞƐƐ Resident of Supervisorial District;ŝĨŽƵƚŽĨŽƵŶƚLJ͕ƉůĞĂƐĞĞŶƚĞƌEͬͿ͗ /ĨzĞƐ͕ŝŶǁŚŝĐŚŝƐƚƌŝĐƚĚŽLJŽƵǁŽƌŬ͍ BOARDS, COMMITTEES, AND COMMISSIONS APPLICATION &ŝƌƐƚEĂŵĞDŝĚĚůĞ/ŶŝƚŝĂů>ĂƐƚEĂŵĞ KĐĐƵƉĂƚŝŽŶĂů>ŝĐĞŶƐĞƐŽŵƉůĞƚĞĚ͗ G.E.D. CertifiĐĂƚĞ Yes No EŽ ĞŐƌĞĞdLJƉĞͬCourse of Study/Major Degree AwardedColleges or Universities Attended High School Diploma CA High School Proficiency Certificate EDUCATION Yes Yes Yes EŽ ^ƚĂƚĞ ĞƌƚŝĨŝĐĂƚĞǁĂƌĚĞĚĨŽƌdƌĂŝŶŝŶŐ͍ YesEŽ Please check one: zĞƐEŽ If zĞs, how many? No ŚĞĐŬĂƉƉƌŽƉƌŝĂƚĞďŽdžŝĨLJŽƵƉŽƐƐĞƐƐŽŶĞŽĨƚŚĞĨŽůůŽǁŝŶŐ͗ 3$*(RI 7+,6)250,6$38%/,&'2&80(17 ƵƌƌĞŶƚ ŵƉůŽLJĞƌ:ŽďdŝƚůĞ >ĞŶŐƚŚŽĨ ŵƉůŽLJŵĞŶƚ ,ŽǁůŽŶŐŚĂǀĞLJŽƵůŝǀĞĚŽƌǁŽƌŬĞĚŝŶŽŶƚƌĂŽƐƚĂŽƵŶƚLJ͍ ŽĂƌĚ͕ŽŵŵŝƚƚĞĞ͕ŽƌŽŵŵŝƐƐŝŽŶ Seat Name ,ĂǀĞLJŽƵĞǀĞƌĂƚƚĞŶĚĞĚĂŵĞĞƚŝŶŐŽĨƚŚĞĂĚǀŝƐŽƌLJďŽĂƌĚĨŽƌǁŚŝĐŚLJŽƵĂƌĞĂƉƉůLJŝŶŐ͍ KƚŚĞƌdƌĂŝŶŝŶŐƐŽŵƉůĞƚĞĚ͗ YesEŽ ŝƐƚƌŝĐƚ>ŽĐĂƚŽƌdŽŽů zĞƐNotŽƵůĚLJŽƵůŝŬĞƚŽďĞĐŽŶƐŝĚĞƌĞĚĨŽƌĂƉƉŽŝŶƚŵĞŶƚƚŽŽƚŚĞƌĂĚǀŝƐŽƌLJďŽĚŝĞƐĨŽƌǁŚŝĐŚLJŽƵŵĂLJďĞƋƵĂůŝĨŝĞĚ͍ ƌĞLJŽƵĂǀĞƚĞƌĂŶŽĨƚŚĞh͘^͘ƌŵĞĚ&ŽƌĐĞƐ͍ YĞƐNo ŽLJŽƵŚĂǀĞĂŶLJŽďůŝŐĂƚŝŽŶƐƚŚĂƚŵŝŐŚƚĂĨĨĞĐƚLJŽƵƌĂƚƚĞŶĚĂŶĐĞĂƚƐĐŚĞĚƵůĞĚŵĞĞƚŝŶŐƐ͍ /ĨzĞƐ͕ƉůĞĂƐĞĞdžƉůĂŝŶ͗ zĞƐNo Julie Bautista 1190 Mustang Drive Danville 94526 925-280-3908 Yes Golden Gate University Business Administration San Francisco State University General Education Treasury Oversight Committee Member Regularly Print Form ✔ ✔ ✔ ✔ ✔ CA ✔ 38+ years Acalanes Union High School District Associate Superintendent, Business 20+ years Chief Business Official Training ✔ ✔ 1199 ĞƐĐƌŝďĞLJŽƵƌƋƵĂůŝĨŝĐĂƚŝŽŶƐĨŽƌƚŚŝƐĂƉƉŽŝŶƚŵĞŶƚ͘;EKd ͗LJŽƵŵĂLJĂůƐŽŝŶĐůƵĚĞĂĐŽƉLJŽĨLJŽƵƌƌĞƐƵŵĞͿ͘ WůĞĂƐĞĐŚĞĐŬŽŶĞ͗YesNo /ĨzĞƐ͕ƉůĞĂƐĞůŝƐƚƚŚĞŽŶƚƌĂŽƐƚĂŽƵŶƚLJĂĚǀŝƐŽƌLJďŽĂƌĚ;ƐͿŽŶǁŚŝĐŚLJŽƵĂƌĞĐƵƌƌĞŶƚůLJƐĞƌǀŝŶŐ͗ Please check one:YesNo/f Yes, please identify the nature of the relationship: Do you have any financial relationships with the county, such as grants, contracts, or ŽƚŚĞƌĞĐŽŶŽŵŝĐƌĞůĂƚŝŽŶƐŚŝƉƐ͍ Do you have a familial relationship with a member of the Board of Supervisors? (Please refer toƚŚĞƌĞůĂƚŝŽŶƐŚŝƉƐ ůŝƐƚĞĚƵŶĚĞƌƚŚĞΗ/ŵƉŽƌƚĂŶƚ/ŶĨŽƌŵĂƚŝŽŶΗƐĞĐƚŝŽŶŽŶƉĂŐĞϯŽĨƚŚŝƐĂƉƉůŝĐĂƚŝŽŶ or Resolution Eo. 20Ϯϭ/Ϯϯϰ)͘ >ŝƐƚĂŶLJǀŽůƵŶƚĞĞƌĂŶĚĐŽŵŵƵŶŝƚLJĞdžƉĞƌŝĞŶĐĞ͕ŝŶĐůƵĚŝŶŐĂŶLJďŽĂƌĚƐŽŶǁŚŝĐŚLJŽƵŚĂǀĞƐĞƌǀĞĚ͘ /ĨzĞƐ͕ƉůĞĂƐĞĂůƐŽůŝƐƚƚŚĞŽŶƚƌĂŽƐƚĂŽƵŶƚLJĂĚǀŝƐŽƌLJďŽĂƌĚ;ƐͿŽŶǁŚŝĐŚLJŽƵŚĂǀĞƉƌĞǀŝŽƵƐůLJƐĞƌǀĞĚ͗ Please check one:YesNo /f Yes, please identify the nature of the relationship: /ĂŵŝŶĐůƵĚŝŶŐŵLJƌĞƐƵŵĞǁŝƚŚƚŚŝƐĂƉƉůŝĐĂƚŝŽŶ͗ Please check one: zĞƐ EŽ ƌĞLJŽƵĐƵƌƌĞŶƚůLJŽƌŚĂǀĞLJŽƵĞǀĞƌďĞĞŶĂƉƉŽŝŶƚĞĚƚŽĂŽŶƚƌĂŽƐƚĂŽƵŶƚLJĂĚǀŝƐŽƌLJďŽĂƌĚ͍ 3$*(RI 7+,6)250,6$38%/,&'2&80(17 WůĞĂƐĞĞdžƉůĂŝŶǁŚLJLJŽƵǁŽƵůĚůŝŬĞƚŽƐĞƌǀĞŽŶƚŚŝƐƉĂƌƚŝĐƵůĂƌďŽĂƌĚ͕ĐŽŵŵŝƚƚĞĞ͕ŽƌĐŽŵŵŝƐƐŝŽŶ͘ ✔ ✔ ✔ I've been serving on the Treasury Oversight Committee as a member representing County Schools and the Contra Costa Community College District since April 2018. ✔ I have been in school finance for 30+ years. I oversee the Business Services Division that includes Fiscal Services, Facilities and Maintenance, Grounds, Transportation, Food Services, Custodial Department, Risk Management and Employee Safety Program. The Business Services Division is an integral part of the Acalanes Union High School District that provides high quality education to over 5500 students. Serving on the Treasury Oversight Committee provides me an opportunity to understand and engage on how the County manages cash, long and short term investments and fiscal responsibility that is crucial to the public trust. 1200 ϭϬϮϱ ƐĐŽďĂƌ^ƚƌĞĞƚ͕ϭƐƚ&ůŽŽƌ DĂƌƚŝŶĞnj͕ϵϰϱϱϯ Submit this application to:ůĞƌŬŽĨdŚĞŽĂƌĚΛĐŽď͘ĐĐĐŽƵŶƚLJ͘ƵƐKZClerk of the Board 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 7.As indicated in Board Resolution 20Ϯϭ/Ϯϯϰ, a person will not be eligible for appointment if he/she is related to a Board of SupervisorsΖ member in any of the following relationships:;ϭͿDŽƚŚĞƌ͕ĨĂƚŚĞƌ͕ƐŽŶ͕ĂŶĚĚĂƵŐŚƚĞƌ͖;ϮͿƌŽƚŚĞƌ͕ƐŝƐƚĞƌ͕ŐƌĂŶĚŵŽƚŚĞƌ͕ŐƌĂŶĚĨĂƚŚĞƌ͕ŐƌĂŶĚƐŽŶ͕ĂŶĚ ŐƌĂŶĚĚĂƵŐŚƚĞƌ͖;ϯͿ,ƵƐďĂŶĚ͕ǁŝĨĞ͕ĨĂƚŚĞƌͲŝŶͲůĂǁ͕ŵŽƚŚĞƌͲŝŶͲůĂǁ͕ƐŽŶͲŝŶͲůĂǁ͕ĚĂƵŐŚƚĞƌͲŝŶͲůĂǁ͕ƐƚĞƉƐŽŶ͕ĂŶĚƐƚĞƉĚĂƵŐŚƚĞƌ͖;ϰͿZĞŐŝƐƚĞƌĞĚĚŽŵĞƐƚŝĐ ƉĂƌƚŶĞƌ͕ƉƵƌƐƵĂŶƚƚŽĂůŝĨŽƌŶŝĂ&ĂŵŝůLJŽĚĞƐĞĐƚŝŽŶϮϵϳ͖;ϱͿdŚĞƌĞůĂƚŝǀĞƐ͕ĂƐĚĞĨŝŶĞĚŝŶϭĂŶĚϮĂďŽǀĞ͕ĨŽƌĂƌĞŐŝƐƚĞƌĞĚĚŽŵĞƐƚŝĐƉĂƌƚŶĞƌ͖;ϲͿŶLJ ƉĞƌƐŽŶǁŝƚŚǁŚŽŵĂŽĂƌĚDĞŵďĞƌƐŚĂƌĞƐĂĨŝŶĂŶĐŝĂůŝŶƚĞƌĞƐƚĂƐĚĞĨŝŶĞĚŝŶƚŚĞWŽůŝƚŝĐĂůZĞĨŽƌŵĐƚ;'ŽǀΖƚŽĚĞΑϴϳϭϬϯ͕&ŝŶĂŶĐŝĂů/ŶƚĞƌĞƐƚͿ͕ƐƵĐŚĂƐ ĂďƵƐŝŶĞƐƐƉĂƌƚŶĞƌŽƌďƵƐŝŶĞƐƐĂƐƐŽĐŝĂƚĞ͘ 1.This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: 1) file a Statement of Economic Interest Form also known as a Form 700, and 2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. Important Information Questions about this application? Contact the Clerk of the Board at (925) ϲϱϱͲϮϬϬϬ or by email at ClerkofTheBoard@cob.cccounty.us Signed: Date: I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and understand that all information in this application is publicly accessible. I understand and agree that misstatements and/or ommissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. 3$*(RI 7+,6)250,6$38%/,&'2&80(17 Julie Bautista 04/10/24 1201 March 11, 2024 77 Santa Barbara Road, Pleasant Hill, CA 94523 • (925) 942-3388 Lynn Mackey, Superintendent of Schools Dan M. Mierzwa, Treasurer-Tax Collector Treasurer-Tax Collector Contra Costa County 625 Court Street, Room 102 Martinez, CA 94553-1231 Dear Mr. Mierzwa: I am pleased to nominate Julie Bautista, Chief Business Official of Acalanes Union High School District, to continue to serve as the County School Districts and Community College District representative on the Treasury Oversight Committee (TOC) for the term May 1, 2024 through April 30, 2028. Thank you for taking my nomination before the County Board of Supervisors for approval of this appointment. Superintendent of Schools Contra Costa County LM/bf cc: John Nickerson, Ed.D., Superintendent, AUHSD Daniela Parasidis, Deputy Superintendent, Business Services, CCCOE Julie Bautista, Associate Superintendent, Business Services, AUHSD learn • lead • achieve / www.cocoschools.org 1202 Submit Date: Mar 26, 2024 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: N/A - Out of County Length of Employment 4+ Do you work in Contra Costa County? Yes No If Yes, in which District do you work? Contra Costa County Office of Education How long have you lived or worked in Contra Costa County? 4+ Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Treasury Oversight Committee: Submitted Glenn Pena 6 Commodore Dr Unit 335 Emeryville CA 94608 Home: (925) 942-3411 Contra Costa County Office of Education Director, External Business Services Glenn Pena 1203 Seat Name Committee Alternate Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? 3 Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended UCLA Degree Type / Course of Study / Major Economics Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No Glenn Pena 1204 Upload a Resume Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I currently hold the position of Director, External Business Services at CCCOE, replacing Christine Rea who has retired. She was the alternate committee member. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I'm currently the Director, External Business Services at CCCOE. My department has AB 1200 oversight of all local educational agencies in Contra Costa County. Prior to this position, I served as Director of Fiscal Services at Acalanes Union High School District. I have more than 30 years work experience in accounting in both private and public sectors. See attached resume. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: other scheduled business meetings Glenn Pena 1205 Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: Treasury Oversight Commitee If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. 2015 - 2020 Board alternate - Contra Costa County Schools Insurance Group 2015 - 2020 Board alternate - East Bay Schools Insurance Group Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information Glenn Pena 1206 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Glenn Pena 1207 1208 1209 1210 1211 1212 1213 1214 Contra Costa County NOTICE C.13, 24-1135 The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the Board of Supervisors 1025 Escobar Street, pt Floor Martinez, CA 9455 Board , Commission , or Committee Emergency Medical Care Committee Seat: 82 -American Heart Association Representative A ppointments will be made after May 7, 2024 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on April 23, 2024. cc: Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .PDF to $:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1-Committee Files and Applications I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. Attested: April 23, 2024 Monica Nino, Clerk of the Board of Supervisors And Count 1215 Contra Costa County NOTICE C.14, 24-1136 The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the "Board of Supervisors 1025 Escobar Street, ist Floor Martinez, CA 9455 Board , Commission , or Committee Fish & Wildlife Committee Seat: At-Large Alternate A pp ointments will be made after May 7, 2024 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on April 23, 2024. cc: Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .PDF to S:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1-Committee Files and Applications I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. Attested: April 23, 2024 1216 Contra Costa County African American Holistic Wellness and Resource Hub Feasibility Study Steering Committee BYLAWS I. NAME The name of this committee is the Contra Costa County African American Holistic Wellness and Resource Hub Feasibility Study Steering Committee (“Committee”). The Committee is governed by the Ralph M. Brown Act and the Contra Costa County Better Government ordinance. II. AUTHORITY This Committee was established by the Contra Costa County Board of Supervisors (“Board”) on August 15, 2023 and is governed by these bylaws. The purpose and function of these bylaws are to provide structure and consistency around governance of its members and the regulation of its affairs. III. PURPOSE The purpose of the Committee is to carry out the following: a. Develop a Request for Qualifications for contracted services toward conducting a feasibility study that determines and recommends the purpose, goals, structure, implementation and cost of an African American Holistic Wellness and Resource Hub serving Contra Costa County communities with an initial focus on Antioch/East County. b. Review all submissions, assess for the most qualified applicant, and present a recommendation to the Equity Committee for their recommendation to the Board. IV. MEMBERSHIP The Committee will be composed of thirteen members. a. The members are representatives from the public, selected and appointed by the Board, after recommendations from the Equity Committee. b. The Committee may establish volunteer ad hoc working groups in order to secure specific areas of expertise necessary to meet the objectives of the Committee. c. This is a temporary committee with an anticipated timeline of December 2023 through December 2024. The Equity Committee may make any recommendations for the extension of time for this Committee’s work. V. CONFLICT OF INTEREST No member shall participate as a member in any discussion or voting if doing so would constitute a conflict of interest. 1217 VI. QUORUM, VOTING AND DECISION-MAKING All members will have an equal voice in the decision-making process. Each member is entitled to one vote. a. A quorum is established when 7 of the 13 Committee members are present. b. A vote of 7 members of the Committee is required for the adoption of any option, resolution or order and to take any other action deemed appropriate to carry forward the objectives of the Committee. VII. RESIGNATION A member may resign from the Committee at any time by submitting written notice to the County staff (“Staff”) at the Office of Racial Equity and Social Justice, which has been appointed by the Board to manage and support the Committee. The resignation will be effective upon receipt of the written request. Staff shall notify the Board as soon as possible regarding the vacancy. VIII. FILLING VACANCIES Vacancies will be filled as soon as practicable in accordance with Contra Costa County policies and procedures regarding filling commission vacancies. a. In the case of resignations and vacancies, the Committee is able to continue in its role and function as long as quorum of 7 members is met; staff will work with all due diligence to fill the vacancy as soon as possible by working with the Equity Committee and the Board in identifying a replacement, while keeping the Committee apprised of progress with regular updates. IX. MEETINGS AND ATTENDANCE Members of the Committee shall attempt with all due diligence to attend all meetings. If any member of the Committee is unable to attend, they must make reasonable effort to notify Staff prior to the meeting. a. Committee meetings will take place on the second Mondays of each month from 5:30-7:00 PM and take place at the County Administration Building at 1025 Escobar Street, Martinez, CA 94553. If a quorum is not available for a regular meeting, Staff may approve the cancellation of that meeting. b. Additional remote meeting locations throughout the County may be designated, and if so, meeting location addresses will be listed on the published agenda and each location must be open to the public. These will always be in addition to, and not in place of, the primary location of the County Administration Building in Martinez, CA. Regardless of the number of locations for any given meeting, a quorum of the Committee (i.e. 7 members) must participate at all meeting locations in accordance with applicable state law. c. The Brown Act permits individual members of the Committee to participate in Committee meetings by teleconference for “just cause” or due to “emergency circumstances” when certain requirements are met. If any member must attend a meeting virtually (i.e. via Zoom) for a “just cause” or “emergency circumstance” reason, that member must notify Staff prior to the meeting. 1218 Members are able to use this option up to two times throughout the year. If a Committee meeting takes place at multiple locations AND less than quorum (i.e. 7 members) is at a single location, then no member will be able to use "just cause” or “emergency circumstance" and participate virtually. X. AGENDA, ADDING ITEMS, URGENCY ITEMS, ORDER OF BUSINESS The agenda and agenda packet for regularly scheduled meetings will be posted on the County’s website and announced and shared via email 96 hours in advance of each meeting. The agenda and agenda packet will also be available for public viewing during the meeting. At a minimum, the agenda must contain the date, time, and locations of the meeting and the items of business to be considered. a. Members may add subjects for inclusion in the agenda so long as they notify Staff at least one week prior to the meeting. Those subjects will be added to the agenda accordingly by Staff, either as items that require discussion and action/approval or as informational items for review and acceptance. b. Subjects proposed for discussion by those who are not Committee members must be submitted to Staff at least two weeks prior to the meeting. Subjects submitted on time will be added under agenda item “Miscellaneous.” At that point in the agenda of the meeting, Committee members will consider if the proposed subjects are relevant to the purpose of the Committee and then take a vote; subjects which receive a majority vote will be discussed. c. Pursuant to Government Code 54954.2(b)(2), the Committee may discuss a non - agenda “Urgency Item” item at a regular meeting only if it is determined that the urgency item requires immediate action and that the need to take action came to the attention of the Committee after the meeting agenda’s posting. Such determination requires a two-thirds vote of the members; or, if less than two- thirds of the members (i.e. 9 members) are present, then a unanimous vote of those members present is required. d. A typical Order of Business at all regular meetings of the Committee will include: • Welcome/Roll Call • Public Comment • Approval of previous meetings notes (i.e. “Record of Action”) • Discussion of items for action/approval • Review and acceptance of informational items • Miscellaneous items • Confirmation of next meeting logistics • Adjournment XI. PUBLIC PARTICIPATION All committee meetings are open to the public and are subject to the Ralph M. Brown Act (Title 5, Division 2, Part 1, Chapter 9, commencing with Section 54950) and Contra 1219 Costa’s Better Government Ordinance. Members of the public may address the Committee during public comment portions of the meeting agenda. a. Public comment is limited to three minutes per speaker unless an extension is granted by Staff. If a speaker requires language translation, whether provided by the County or by the speaker, an additional 3 minutes will be given. b. All remarks will be addressed to the Committee as a body and not to any specific members. c. No person, other than a member of the Committee and the person addressing the Committee shall be permitted to enter into any discussion without the permission of Staff. XII. COMPENSATION Members volunteer to serve on the Committee. Members will not receive any compensation for their service. XIII. COUNTY STAFF SUPPORT To the extent possible, Staff appointed by the Board will provide technical and administrative support to the Committee. a. Such support may include serving as secretary of the Committee, keeping accurate and sufficient records of all proceedings; receiving and transmitting all correspondences; maintaining files for all reports, and such other duties as are usually incidental to the staff. b. Staff will keep minutes of each meeting and offer them for Committee approval at the subsequent meeting. c. Staff will reserve meeting locations and see that adequate facilities are provided and are in compliance with the Brown Act and Better Government Ordinance, inclusive of all amendments. XIV. AMENDMENT OF BYLAWS These bylaws may be amended based on the recommendation of the Committee and subject to the approval of the Equity Committee and the Board. Written notice of proposed amendments will be submitted to all members of the Committee at least one week prior to the meeting at which the proposed amendment will be considered. Written notice of the proposed amendment is not required if the propos ed amendment is submitted to the Committee at a regular meeting prior to the meeting at which the amendment is considered. a. Amendments require an affirmative vote of seven (7) members of the Committee. b. At least one time each calendar year, the Committee shall review, discuss, and approve any changes or amendments to the Bylaws. Should any changes or amendments be recommended by the Committee, such changes or amendments shall be presented to the Equity Committee and the Board for approval. ADOPTION AND CERTIFICATION 1220 The above bylaws were approved by the Board on _____ and adopted by the Committee on _____,. 1221 Jeremie Jenkins 4/9/2024 1222 Jeremie Jenkins 4/10/2024 1223 1224 State Controller Schedules County Budget Act $0 $0 $2,456,857,771 $2,456,857,771 $2,456,857,771 $0 $2,456,857,771 338,000 0 20,000 358,000 358,000 0 358,000 0 0 0 0 0 0 0 54,200,022 0 625,936,795 680,136,817 680,136,817 0 680,136,817 $54,538,022 $0 $3,082,814,565 $3,137,352,588 $3,137,352,588 $0 $3,137,352,588 $407,423 $0 $2,140,868,350 $2,141,275,773 $2,141,275,773 $0 $2,141,275,773 0 0 21,824,553 21,824,553 21,824,553 0 21,824,553 219,233,245 0 459,938,096 679,171,341 679,171,341 0 679,171,341 $219,640,668 $0 $2,622,630,999 $2,842,271,667 $2,842,271,667 $0 $2,842,271,667 $274,178,690 $0 $5,705,445,564 $5,979,624,255 $5,979,624,255 $0 $5,979,624,255 Capital Project Funds Debt Service Funds Special Revenue Funds Total Governmental Funds Other Funds Enterprise Funds Internal Service Funds Special Districts Total Other Funds Total All Funds Fund Name 1 Governmental Funds General Fund County of Contra Costa All Funds Summary Fiscal Year 2024-25 Fund Balance Available June 30, 2024 2 Total Financing Sources Decreases to Obligated Fund Balances 3 Additional Financing Sources 4 Total Financing Sources 5 Financing Uses 6 Total Financing Uses Increases to Obligated Fund Balances 7 8 Schedule 1 Total Financing Uses 1225 State Controller Schedules County Budget Act $0 $0 $2,456,857,771 $2,456,857,771 $2,456,857,771 $0 $2,456,857,771 $0 $0 $2,456,857,771 $2,456,857,771 $2,456,857,771 $0 $2,456,857,771 $338,000 $0 $20,000 $358,000 $358,000 $0 $358,000 $338,000 $0 $20,000 $358,000 $358,000 $0 $358,000 $0 $0 $211,000 $211,000 $211,000 $0 $211,000 9,256,773 0 955,000 10,211,773 10,211,773 0 10,211,773 0 0 242,000 242,000 242,000 0 242,000 0 0 3,200,000 3,200,000 3,200,000 0 3,200,000 0 0 24,000 24,000 24,000 0 24,000 413,121 0 75,000 488,121 488,121 0 488,121 125,622 0 661,000 786,622 786,622 0 786,622 (443,379)0 636,200 192,821 192,821 0 192,821 10,460,684 0 74,996,273 85,456,957 85,456,957 0 85,456,957 0 0 4,013,000 4,013,000 4,013,000 0 4,013,000 (0)0 1,833,290 1,833,290 1,833,290 0 1,833,290 0 0 410,000 410,000 410,000 0 410,000 4,984,711 0 100,000 5,084,711 5,084,711 0 5,084,711 1,000 0 100,000 101,000 101,000 0 101,000 (13,489)0 49,454,697 49,441,208 49,441,208 0 49,441,208 0 0 1,110,000 1,110,000 1,110,000 0 1,110,000 0 0 60,000 60,000 60,000 0 60,000 Survey Monument Preservation Fund Crim Justice Facility Construct Fund Courthouse Construct Fund Road Fund Transportation Improvement Fund Private Activity Bond Fund Affordable Housing Spec Rev Fund Navy Trans Mitigation Fund Total General Fund Capital Project Funds Drainage Area 9 Fund Total Capital Project Funds Special Revenue Funds County Law Enfrcmt-Cap Proj Fund Recorder Modernization Fund Fish and Game Fund Land Development Fund Fund Name Tosco/Solano Trns Mitig Fund Child Development Fund HUD NSP Fund Used Oil Recycling Grant Fund Criminalistics Lab Fund 1 General Fund 7 County of Contra Costa Governmental Funds Summary Fiscal Year 2024-25 Fund Balance Available June 30, 2024 2 Total Financing Sources Decreases to Obligated Fund Balances 3 Additional Financing Sources 4 Total Financing Sources 5 Financing Uses 6 Total Financing Uses Increases to Obligated Fund Balances Schedule 2 Total Financing Uses 8 General Fund 1226 State Controller Schedules County Budget Act Fund Name 1 7 County of Contra Costa Governmental Funds Summary Fiscal Year 2024-25 Fund Balance Available June 30, 2024 2 Total Financing Sources Decreases to Obligated Fund Balances 3 Additional Financing Sources 4 Total Financing Sources 5 Financing Uses 6 Total Financing Uses Increases to Obligated Fund Balances Schedule 2 Total Financing Uses 8 (46,745)0 49,287,035 49,240,290 49,240,290 0 49,240,290 267,275 0 100,000 367,275 367,275 0 367,275 2,750,000 0 131,000 2,881,000 2,881,000 0 2,881,000 387,420 0 300,000 687,420 687,420 0 687,420 0 0 550,000 550,000 550,000 0 550,000 0 0 233,000 233,000 233,000 0 233,000 0 0 193,000 193,000 193,000 0 193,000 1,278 0 1,077,182 1,078,460 1,078,460 0 1,078,460 0 0 66,000 66,000 66,000 0 66,000 0 0 523,000 523,000 523,000 0 523,000 0 0 1,000 1,000 1,000 0 1,000 77,927 0 0 77,927 77,927 0 77,927 200,000 0 320,000 520,000 520,000 0 520,000 0 0 20,141,769 20,141,769 20,141,769 0 20,141,769 0 0 1,253,045 1,253,045 1,253,045 0 1,253,045 0 0 1,250,000 1,250,000 1,250,000 0 1,250,000 0 0 16,000 16,000 16,000 0 16,000 846,142 0 1,182,000 2,028,142 2,028,142 0 2,028,142 0 0 100,000 100,000 100,000 0 100,000 0 0 7,000 7,000 7,000 0 7,000 929,064 0 12,197,000 13,126,064 13,126,064 0 13,126,064 0 0 2,000 2,000 2,000 0 2,000 0 0 89,157,515 89,157,515 89,157,515 0 89,157,515 0 0 1,120,090 1,120,090 1,120,090 0 1,120,090 185,000 0 15,000 200,000 200,000 0 200,000 Sheriff Nar Forfeit-ST/Local Fund Sheriff Forfeit-Fed-DoJ Fund Sup Law Enforcement Svcs Fund Sheriff Forfeit-Fed Treasury Fund Domestic Violence Victim Asst Fund Dispute Resolution Program Fund Zero Tolerance- Domestic Violence Fund DA Revenue Narcotics Fund DA Environment/OSHA Fund DA Forfeiture-Fed-DOJ Fund Walden Green Maintenance Fund R/Estate Fraud Prosecution Fund CCC Dept Child Support Svcs Fund Conservation and Development Fund CDD/PWD Joint Review Fee Fund Drainage Deficiency Fund Public Works Fund DA Consumer Protection Fund PROP 63 MH Svcs Fund Prisoners Welfare Fund Automated Sys Development Fund Emergency Med Svcs Fund LOS MEDANOS COMM HC Traffic Safety Fund Public Protection-Spec Rev Fund 1227 State Controller Schedules County Budget Act Fund Name 1 7 County of Contra Costa Governmental Funds Summary Fiscal Year 2024-25 Fund Balance Available June 30, 2024 2 Total Financing Sources Decreases to Obligated Fund Balances 3 Additional Financing Sources 4 Total Financing Sources 5 Financing Uses 6 Total Financing Uses Increases to Obligated Fund Balances Schedule 2 Total Financing Uses 8 3,177,755 0 0 3,177,755 3,177,755 0 3,177,755 1,101,172 0 243,897,412 244,998,584 244,998,584 0 244,998,584 (85,187)0 3,530,870 3,445,683 3,445,683 0 3,445,683 0 0 225,000 225,000 225,000 0 225,000 4,476,000 0 6,544,000 11,020,000 11,020,000 0 11,020,000 0 0 800,000 800,000 800,000 0 800,000 0 0 2,376,000 2,376,000 2,376,000 0 2,376,000 3,801,629 0 450,000 4,251,629 4,251,629 0 4,251,629 0 0 900,000 900,000 900,000 0 900,000 0 0 40,000 40,000 40,000 0 40,000 0 0 43,978,087 43,978,087 43,978,087 0 43,978,087 (5,000)0 5,000 0 0 0 0 (10,000)0 16,000 6,000 6,000 0 6,000 596,000 0 110,000 706,000 706,000 0 706,000 70,500 0 55,000 125,500 125,500 0 125,500 4,000 0 2,000 6,000 6,000 0 6,000 (99,000)0 120,000 21,000 21,000 0 21,000 (14,000)0 20,000 6,000 6,000 0 6,000 (9,000)0 60,000 51,000 51,000 0 51,000 841,000 0 175,000 1,016,000 1,016,000 0 1,016,000 (5,000)0 10,000 5,000 5,000 0 5,000 0 0 231,000 231,000 231,000 0 231,000 280,000 0 160,000 440,000 440,000 0 440,000 0 0 182,000 182,000 182,000 0 182,000 1,696,502 0 121,000 1,817,502 1,817,502 0 1,817,502 L/M HSG Asset Fd-LMI Fund Bailey Rd Mntc Surcharge Fund Home Invstmt Prtnrshp Act Fund CASP Cert and Training Fund County Library Fund Hercul/Rodeo Crock A of B West County Area of Benefit North Richmond AOB Property Tax Admin Fund Cnty Local Rev Fund IHSS Public Authority Fund DNA Identification Fund Comm Corr Performance Inctv Fund NO Rich Wst and Rcvy Mitigation Fee Fund CO-Wide Gang and Drug Fund Livable Communities Fund Martinez Area of Benefit Briones Area of Benefit Central Co Area/Benefit Alamo Area of Benefit South Co Area of Benefit East County Area of Benefit Bethel Isl Area of Benefit County Childrens Fund Animal Benefit Fund 1228 State Controller Schedules County Budget Act Fund Name 1 7 County of Contra Costa Governmental Funds Summary Fiscal Year 2024-25 Fund Balance Available June 30, 2024 2 Total Financing Sources Decreases to Obligated Fund Balances 3 Additional Financing Sources 4 Total Financing Sources 5 Financing Uses 6 Total Financing Uses Increases to Obligated Fund Balances Schedule 2 Total Financing Uses 8 0 0 500,000 500,000 500,000 0 500,000 0 0 2,437,000 2,437,000 2,437,000 0 2,437,000 4,760,621 0 707,330 5,467,951 5,467,951 0 5,467,951 (24,000)0 30,000 6,000 6,000 0 6,000 3,100,000 0 705,000 3,805,000 3,805,000 0 3,805,000 46,034 0 0 46,034 46,034 0 46,034 112,592 0 245,000 357,592 357,592 0 357,592 5,000 0 0 5,000 5,000 0 5,000 $54,200,022 $0 $625,936,795 $680,136,817 $680,136,817 $0 $680,136,817 $54,538,022 $0 $3,082,814,565 $3,137,352,588 $3,137,352,588 $0 $3,137,352,588Total Governmental Funds ARRA HUD Bldg Insp NPP Fund Rd Devlpmnt Pacheco Area Total Special Revenue Funds Central Identify Bureau Fund SPRW Fund RD Dvlpmnt Discovery Bay Fund Road Imprvmnt Fee Fund Rd Devlpmnt Rich/El Sobrt Road Development Bay Point 1229 State Controller Schedules County Budget Act $683,647,555 $683,473,706 $$710,656,347 207,425,280 206,913,734 222,142,052 8,837,445 28,347,504 28,798,091 1,210,659,715 1,351,516,494 1,458,465,791 36,605,083 34,135,245 34,726,542 401,071,976 492,081,980 558,303,910 79,357,835 37,484,874 69,721,833 $2,627,604,889 $2,833,953,537 $$3,082,814,565 $2,106,372,340 $2,241,801,431 $$2,456,857,771 210,543 211,000 211,000 1,068,701 1,165,000 955,000 43,244 242,000 242,000 3,270,275 3,253,000 3,200,000 4,401 24,000 24,000 52,170 120,000 75,000 747,081 761,000 661,000 708,295 632,000 636,200 57,725,921 76,330,000 74,996,273 2,689,214 4,000,000 4,013,000 20,504 15,000 20,000 2,605,764 1,526,000 1,833,290 755,182 410,000 410,000 Summarization by Source Taxes Charges For Services Fines/Forfeits/Penalties Intergovernmental Revenue License/Permit/Franchises Miscellaneous Revenue Use Of Money & Property Total Summarization by Source Summarization by Fund General Fund County Law Enfrcmt-Cap Proj Fund Recorder Modernization Fund Fish and Game Fund Land Development Fund Criminalistics Lab Fund Survey Monument Preservation Fund Crim Justice Facility Construct Fund Courthouse Construct Fund Road Fund Transportation Improvement Fund Drainage Area 9 Fund Private Activity Bond Fund Affordable Housing Spec Rev Fund Description 1 County of Contra Costa Summary of Additional Financing Sources by Source and Fund Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 4,013,000 20,000 1,833,290 410,000 710,656,347 222,137,052 28,798,091 1,458,465,791 34,726,542 558,268,226 69,715,833 3,082,767,881 2,457,786,619 211,000 955,000 242,000 3,200,000 24,000 75,000 661,000 636,200 74,996,273 Schedule 5 2024-25 Recommended 5 1230 State Controller Schedules County Budget Act Description 1 County of Contra Costa Summary of Additional Financing Sources by Source and Fund Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 5 2024-25 Recommended 5 207,563 97,000 100,000 211,220 100,000 100,000 40,288,397 41,335,907 49,454,697 198,718 1,110,000 1,110,000 38,310 60,000 60,000 37,865,269 44,648,000 49,287,035 63,272 151,000 100,000 98,546 110,000 131,000 (140,260)600,000 300,000 555,130 800,000 550,000 367,002 311,236 233,000 214,498 182,000 193,000 573,940 1,420,348 1,077,182 21,085 66,000 66,000 1,175,314 460,000 523,000 1,031 1,000 1,000 96,943 121,000 0 211,947 650,000 320,000 14,251,387 20,141,000 20,141,769 1,240,057 1,200,000 1,253,045 (2)0 0 186,530 1,200,000 1,250,000 10,884 16,000 16,000 1,049,837 1,182,000 1,182,000 83,709 100,000 100,000 Conservation and Development Fund CDD/PWD Joint Review Fee Fund Drainage Deficiency Fund Public Works Fund DA Consumer Protection Fund Domestic Violence Victim Asst Fund Navy Trans Mitigation Fund Tosco/Solano Trns Mitig Fund AB75 Tobacco Tax Fund LOS MEDANOS COMM HC Traffic Safety Fund Public Protection-Spec Rev Fund Sheriff Nar Forfeit-ST/Local Fund Dispute Resolution Program Fund Zero Tolerance- Domestic Violence Fund DA Revenue Narcotics Fund DA Environment/OSHA Fund DA Forfeiture-Fed-DOJ Fund Walden Green Maintenance Fund R/Estate Fraud Prosecution Fund CCC Dept Child Support Svcs Fund Emergency Med Svcs Fund Child Development Fund HUD NSP Fund Used Oil Recycling Grant Fund 100,000 100,000 49,454,697 1,110,000 60,000 49,287,035 100,000 131,000 300,000 550,000 233,000 182,000 1,077,182 66,000 523,000 1,000 0 320,000 20,141,769 1,253,045 0 1,250,000 16,000 1,182,000 100,000 1231 State Controller Schedules County Budget Act Description 1 County of Contra Costa Summary of Additional Financing Sources by Source and Fund Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 5 2024-25 Recommended 5 17,231 7,000 7,000 10,520,081 11,563,000 12,197,000 5,358 2,000 2,000 52,457,975 77,724,000 89,157,515 1,092,938 986,000 1,120,090 95,009 15,000 15,000 110,878 0 0 221,337,310 231,682,618 243,897,412 2,643,473 3,015,433 3,530,870 189,420 225,000 225,000 5,031,757 6,643,000 6,544,000 819,484 808,165 800,000 70,058 2,376,000 2,376,000 420,959 450,000 450,000 921,338 900,000 900,000 31,469 39,000 40,000 44,551,910 41,375,399 43,978,087 0 1,000 0 1,648 5,000 5,000 23,852 7,000 16,000 268,174 60,000 110,000 89,687 23,000 55,000 3,649 2,000 2,000 257,588 45,000 120,000 13 0 0 DNA Identification Fund Comm Corr Performance Inctv Fund NO Rich Wst and Rcvy Mitigation Fee Fund Sheriff Forfeit-Fed-DoJ Fund Sup Law Enforcement Svcs Fund Sheriff Forfeit-Fed Treasury Fund Martinez Area of Benefit Briones Area of Benefit Central Co Area/Benefit So Wal Crk Area of Benefit L/M HSG Asset Fd-LMI Fund Bailey Rd Mntc Surcharge Fund Home Invstmt Prtnrshp Act Fund CASP Cert and Training Fund County Library Fund Casey Library Gift Fund Hercul/Rodeo Crock A of B West County Area of Benefit North Richmond AOB PROP 63 MH Svcs Fund Prisoners Welfare Fund Automated Sys Development Fund Property Tax Admin Fund Cnty Local Rev Fund IHSS Public Authority Fund 7,000 12,047,000 2,000 89,157,515 1,120,090 15,000 0 16,000 110,000 55,000 2,000 120,000 0 243,897,412 3,530,870 225,000 6,544,000 800,000 2,376,000 450,000 900,000 40,000 43,163,555 0 5,000 1232 State Controller Schedules County Budget Act Description 1 County of Contra Costa Summary of Additional Financing Sources by Source and Fund Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 5 2024-25 Recommended 5 134,228 28,000 20,000 116,490 45,000 60,000 202,492 45,000 175,000 17,100 0 10,000 228,241 220,000 231,000 510,926 210,000 160,000 26,570 182,000 182,000 231,310 218,000 121,000 296,612 500,000 500,000 25,233 0 0 2,759,911 2,760,000 0 3,757,869 2,437,000 2,437,000 1,032,754 703,000 707,330 24,559 26,000 30,000 1,025,072 1,856,000 705,000 2,300 4,000 0 1,106,510 209,000 245,000 1,489 3,000 0 $2,627,604,889 $2,833,953,537 $$3,082,814,565 Road Imprvmnt Fee Fund Rd Devlpmnt Rich/El Sobrt Road Development Bay Point Rd Devlpmnt Pacheco Area Total Summarization by Fund Alamo Area of Benefit South Co Area of Benefit East County Area of Benefit Bethel Isl Area of Benefit County Childrens Fund Animal Benefit Fund CO-Wide Gang and Drug Fund Livable Communities Fund ARRA HUD Bldg Insp NPP Fund Retirement UAAL Bond Fund Ret Litgtn Stlmnt Dbt Svc Fund Central Identify Bureau Fund SPRW Fund RD Dvlpmnt Discovery Bay Fund 705,000 0 245,000 0 3,082,767,881 0 0 2,437,000 707,330 30,000 20,000 60,000 175,000 10,000 231,000 160,000 182,000 121,000 500,000 1233 1 2 9010 $304,155,730 $309,494,918 $$324,343,912 9011 9,871,029 3,000,000 3,000,000 9013 8,921,347 8,500,000 8,500,000 9016 161,346,847 167,648,000 174,124,018 9020 8,802,175 8,306,709 10,611,047 9030 (1,043,443)(1,043,443)(1,500,000) 9031 (616,430)(616,430)(720,000) 9035 (26,093)59,896 146,211 9045 22,325,143 22,232,000 21,734,112 9046 118,834,413 118,169,856 120,181,754 9059 267,131 200,000 400,000 9061 733,281 600,000 900,000 9062 3,039,984 2,000,000 3,000,000 9063 9,805,880 8,000,000 6,000,000 $646,416,994 $646,551,506 $$670,721,054 9070 $1,320,711 $1,350,000 $$1,350,000 9080 893,442 643,450 643,400 9120 4,509,318 3,000,000 3,001,000 State Controller Schedules General Fund General Fund County Budget Act Fund Name Taxes License/Permit/Franchises Financing Source Category Animal Licenses Business Licenses Franchises Prop Taxes-Curr Secured Prop Taxes-Curr Unsecurred Prop Taxes-Prior-Secured Prop Tax-Prior Supplemntl Prop Taxes-Prior-Unsecured Sales and Use Tax Sales Tax Measure X Cannabis Business Tax Aircraft Tax Transient Occupancy Tax Real Property Transfer Tax Total Taxes Prop Tax-Unitary Prop Tax-In Lieu of VLF Prop Tax-Supplemental Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 670,721,054 1,350,000 643,400 3,001,000 324,343,912 (720,000) 146,211 21,734,112 120,181,754 400,000 900,000 3,000,000 6,000,000 3,000,000 10,611,047 (1,500,000) 8,500,000 174,124,018 Schedule 6 2024-25 Recommended 7 1234 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9121 2,220,957 2,578,357 2,653,111 9122 2,807,329 2,200,000 2,200,000 9126 2,297,002 2,200,000 2,200,000 9140 282,191 216,208 243,500 $14,330,949 $12,188,015 $$12,291,011 9150 $991,743 $1,050,872 $$1,137,954 9151 126,332 100,000 96,000 9154 26,607 28,715 26,903 9161 231,350 243,753 364,232 9163 687 0 0 9164 687 14 708 9166 92 0 252 9167 71 0 0 9171 (1,165)10,000 10,000 9173 30,431 33,944 31,200 9174 1,205,958 689,000 715,000 9175 1,579,526 1,711,200 2,118,276 9178 0 20,000,000 20,000,000 9179 1,042 0 0 $4,193,361 $23,867,498 $$24,500,525 Fines/Forfeits/Penalties Use Of Money & Property Franchises - Cable TV Franchises - Landfill Srchg Franchise Other Licenses & Permits Total License/Permit/Franchises Vehicle Code Fines Parking Fines Drinking Driver-AB 2086 General Fines Restricted Litter Fines Crime Prevention Fines Consumer Fraud Damages St Pnlty Fd POC VC 40611 Penalty & Costs - Dlnqt Tax Misc Forfeits & Penalties Tax Losses Reserve Refund Failure to File Penalty Total Fines/Forfeits/Penalties Unrestricted Litter Fines Failure to Appear Fines 26,903 364,232 0 708 252 0 10,000 31,200 715,000 2,118,276 20,000,000 0 24,500,525 2,653,111 2,200,000 2,200,000 243,500 12,291,011 1,137,954 96,000 1235 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9181 $66,374,315 $30,000,000 $$60,000,000 9184 67 0 0 9191 118,481 140,986 146,092 9194 428,466 578,429 604,236 9195 956,673 998,826 1,097,826 $67,878,001 $31,718,241 $$61,848,154 1 9225 $998,890 $0 $$0 9244 52,338,552 70,787,839 69,746,279 9250 2,570,665 0 0 9252 9,191,401 9,515,136 9,991,223 9256 0 0 66,000 9258 57,533,986 41,784,224 59,221,520 9259 4,593,644 4,816,728 4,565,267 9261 39,823,788 30,828,859 44,286,039 9262 3,602,108 660,144 410,522 9263 48,539,990 52,919,849 48,881,684 9265 (1,119,885)877,036 875,111 9268 3,885,633 2,670,766 2,670,766 9281 41,042,043 52,345,848 62,699,983 9283 664,563 1,362,196 1,368,496 9295 2,830,188 3,873,716 4,098,716 9296 4,744,274 5,045,352 5,095,352 Earnings on Investment Other Rents Interest on Bond Deposits Rent on Real Estate Rent of Office Space St Motor Veh In Lieu Tax Total Use Of Money & Property Admin State Mcal Health Care Realloc/PY Adj Admn State Admin State Out of Home Care State Child Abuse Prevention Admin State - Other State Aid Realignment-Sales Tax State Adoption Assistance State Aid Realignment-VLF State Aid Family Inc Mtce State Aid Children Brding Home State Aid for Crippled Child CCS Medical Cases Mgmt State Auto Welfare System Admin-State Health Misc State C.H.D.P. Program 60,000,000 0 146,092 604,236 1,097,826 61,848,154 Intergovernmental Revenue State Assistance 9,991,223 66,000 0 69,746,279 0 59,221,520 4,565,267 44,286,039 410,522 48,881,684 875,111 4,098,716 5,095,352 2,670,766 62,699,983 1,368,496 1236 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9306 4,582,750 2,479,453 4,095,412 9307 512,824 387,321 387,041 9308 2,037,021 3,221,946 3,425,097 9310 35,742,550 27,019,813 37,952,791 9311 810,663 192,746 3,358,952 9325 4,491,581 4,993,382 8,807,055 9330 3,367,356 3,863,793 3,984,543 9340 1,467,140 3,261,281 4,410,216 9362 13,537,239 12,130,894 13,039,728 9380 383,913 380,000 380,000 9385 1,588,917 1,600,000 1,500,000 9423 2,400,823 4,339,787 4,900,986 9424 585,343 615,500 625,500 9429 3,008,572 934,000 957,947 9431 327,649 370,000 233,700 9435 14,610,481 13,632,426 17,045,151 9444 1,046,463 1,000,000 1,000,000 9446 108,343,930 107,653,782 107,954,443 1 $470,085,056 $465,563,816 $$528,035,519 2 9464 73,372 60,000 0 9465 78,502,265 97,846,887 107,547,191 9466 (747,199)0 0 9471 6,255,545 10,923,695 41,350,729 9472 6,007,098 6,440,676 6,978,004 Federal Assistance H/O Prop Tax Relief State Aid Area Agency on Aging State Aid Peace Off Training State Aid Mandated Expenditures State Aid Food/Milk Subvent Miscellaneous State Aid Vehicle Theft - VLF St Aid-Public Safety Svcs Total State Assistance Admin Fed Other CWS Admin Federal - Other Realloc/PY Adj Admn Fed Fed Aid Family Inc Mtce Fed Aid Child Brding Home State Aid M/H Short-Doyle State Aid MH - SSI/SSP Misc State Aid for Health State Aid for Agriculture State Aid Drg AB Short-Doyle State Aid Realignment-M/H State Aid Realignment-VLF-MH State Aid for Civil Defense State Aid for Crime Control 380,000 1,500,000 4,900,986 625,500 957,947 233,700 17,045,151 1,000,000 107,954,443 528,035,519 0 107,547,191 0 41,350,729 6,978,004 State Aid Veterans Affairs 4,095,412 387,041 3,425,097 37,952,791 3,358,952 8,807,055 3,984,543 4,410,216 13,039,728 1237 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9474 1,171,505 808,370 1,380,582 9475 10,892,817 10,144,990 11,787,054 9491 3,269,032 4,076,476 4,684,038 9492 299,543 299,544 299,544 9493 5,392,764 6,393,760 6,642,809 9494 5,156,846 5,434,236 5,690,775 9495 5,366,302 10,847,821 12,891,977 9496 62,820,450 136,474,371 125,165,371 9499 31,750,075 33,531,968 24,225,819 9523 373,399 2,507,000 7,000 9535 11,583,892 0 0 9545 7,193 0 0 9551 1,416,635 3,956,745 4,468,235 9552 25,386,355 40,970,099 35,673,357 9555 6,306,907 9,330,953 11,788,067 9558 3,463,045 3,662,751 3,580,347 9560 11,510,606 17,416,768 14,516,768 9569 47,245,674 14,691,401 16,012,576 2 $323,504,121 $415,818,511 $$434,690,243 3 9580 9,954 0 0 9591 18,579,910 8,000,000 12,000,000 9595 4,225,900 8,777,614 1,590,620 3 $22,815,764 $16,777,614 $$13,590,620 $816,404,941 $898,159,941 $$976,316,382 Other Local Revenue Fed Aid Refugees Fed Aid Adoptions Fed Hlth Admin (MCH&3140) Fed Immunization Assist Fed Nutrition Elderly Fed W.I.C. Program Federal Drug Abuse Federal Medi-Cal Misc Fed Health Projects Fed Aid Hwy Construction Fed Aid Disaster-Other Federal in Lieu Taxes Fed Aid Crime Control Fed Aid Comm Svcs Admin Fed Aid Employ & Training Fed Aid NIMH Grant Fed Aid Hud Block Grant Other Federal Aid Total Federal Assistance Other in Lieu Taxes RDA Nonprop-Tax Pass Through Misc Government Agencies Total Other Local Revenue Total Intergovernmental Revenue 1,380,582 11,787,054 4,684,038 299,544 6,642,809 5,690,775 12,891,977 125,165,371 24,225,819 7,000 0 0 4,468,235 35,673,357 11,788,067 3,580,347 14,516,768 16,012,576 434,690,243 0 12,000,000 1,590,620 13,590,620 976,316,382 1238 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9606 $162,707 $218,743 $$235,533 9607 8,475,165 8,791,315 8,774,590 9608 5,291,047 2,663,000 2,663,000 9609 53 0 0 9610 5,015,735 5,964,798 5,703,272 9620 5,487,249 6,615,752 6,673,908 9631 123,309 185,000 300,000 9635 3,678,092 1,000,000 2,780,000 9646 4,050 3,000 1,800 9647 2,820,866 2,152,939 2,273,633 9650 2,152,638 2,445,658 2,755,673 9660 4,054 10,000 10,000 9670 263,442 325,000 387,662 9675 317,438 805,836 805,836 9676 435 23,308 11,084 9684 1,346,785 1,529,556 1,416,000 9685 58,468 35,000 12,000 9686 303,375 270,000 302,400 9690 1,172,950 100,000 112,063 9692 826,989 0 0 9705 139,256 164,076 279,158 9721 123,979 139,000 100,000 9722 6,670,788 7,876,000 10,389,222 9725 240,191 220,000 200,000 Charges For Services Fees Assessor Comm For Tax & Assess Coll Supplemental Roll Charges Prop Characteristic Info Auditing & Accounting Fees Communication Services Candidates Filing Fees Election Service-Other Public Defense Repayments Misc Legal Services Personnel Services Planning & Engineer Services Purchasing Fees Civil Process Service Court Administration Cost Estate Fees Trial Court Services Agricultural Services Spay Clinic Fees Contract Humane Services-City Misc Humane Services Civil Processing Fee Returned Check Charges Driver Education Fees 235,533 8,774,590 2,663,000 0 5,703,272 6,673,908 300,000 2,780,000 1,800 2,273,633 2,755,673 10,000 387,662 805,836 11,084 1,416,000 12,000 302,400 112,063 0 279,158 100,000 10,389,222 200,000 1239 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9731 17,435 40,000 40,000 9732 25,958,202 28,331,100 28,535,662 9733 123,199 220,000 220,000 9735 1,739,011 1,807,000 1,807,000 9736 58 0 0 9739 2,583,434 2,042,000 2,042,000 9745 4,974,411 4,901,992 4,624,031 9755 361,560 200,000 300,000 9761 12,839,533 19,479,158 20,074,743 9763 55,484 41,614 473,806 9770 98,608 99,000 99,000 9771 115,538 100,000 112,830 9772 69,006 60,000 80,000 9773 31,421 30,000 30,000 9775 3,543,592 4,838,000 4,865,200 9776 2,797,456 2,696,196 2,817,636 9777 158,784 433,545 450,432 9781 2,953,627 3,107,646 0 9782 3,718,169 4,826,936 0 9785 629,435 1,093,143 847,064 9786 94,283 0 0 9792 619,080 900,000 550,000 9799 954,483 1,250,000 1,250,000 9814 1,864,878 900,000 900,000 9851 8,073,358 10,602,834 11,172,762 Fingerprint & Crim Report Contract Law Enforcement Svcs Blood Withdrawal Fees Jail Booking Fees Charges/Cost of Probation Misc Law Enforcement Svcs Recording Fees Misc Road Services Health Inspection Fees Patient Fees Drinking Driver Program Fees Client Fees Patient Fees-Immunization Patient Fees-T.B. Testing Misc Health Fees Laboratory Services Nutrition Services M/H Svcs-Medicare M/H Svcs-Pvt Pay/Insur M/H Svcs-Medi-Cal M/H Svcs-Other HMO Pat SB 2 Fees Misc Sanitation Service Care of Prisoners Interfund Rev - Gov/Gov 0 550,000 1,250,000 900,000 11,172,762 40,000 28,535,662 220,000 1,807,000 0 2,042,000 4,624,031 300,000 20,074,743 473,806 99,000 112,830 80,000 30,000 4,865,200 2,817,636 450,432 0 0 847,064 1240 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9852 836,953 834,143 14,110,937 9854 490,867 128,948 115,515 9855 1,413,840 443,232 3,699,991 9856 38,776 120 0 9857 10,252 34,100 34,100 9858 76,663 81,904 81,904 9859 7,168,191 5,963,950 5,992,875 9860 3,014,209 4,982,465 4,934,016 9861 1,247 0 0 9862 623,412 477,960 669,605 9863 197,504 200,000 200,000 9864 237,714 0 3,562,369 9872 20,808 27,071 39,779 9873 126,432 106,500 106,500 9874 28,340 20,200 20,200 9875 2,265,723 1,740,009 0 9876 29,160 4,000 4,000 9877 (5,812)6,000 6,000 9879 48,378,280 34,149,922 34,061,813 9881 1,305,336 1,065,000 1,383,000 9882 140,520 135,000 140,000 9884 538,676 429,777 433,161 9886 2,100 2,000 1,900 9895 4,668,930 5,043,000 5,105,250 Autopsies & Medical Reports Data Processing Services Training Services Administrative Services Bldg Mtce Services Microfilm & Reproduction Services Marriage Ceremony Fees Equipment Use Charges Third Party Svcs Fee Misc Current Services DoIT Data Proc Svcs DoIT Data Proc Supply DoIT Mntn Radio Equipment DoIT Other Telcom Charges Gen Svc-Bldg Ocpncy Costs Gen Svc-Requested Mntce Gen Svc-Use of Co Equipment Gen Svc-Other G S Charges Gen Svc-Bldg Lifecycle Info Security Chg Refunds Indigent Burials Cafeteria Receipts Interfund Rev - Gov/Ent DoIT Phone Exchange 5,105,250 0 669,605 200,000 3,562,369 39,779 106,500 20,200 0 4,000 6,000 34,061,813 1,383,000 140,000 433,161 1,900 14,110,937 115,515 3,699,991 0 34,100 81,904 5,992,875 4,934,016 1241 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $190,661,226 $185,413,445 $$202,181,914 9921 $41,843 $0 $$0 9922 99,598 225,000 191,026 9931 25,160 27,800 26,000 9932 16,357 21,000 8,000 9935 675 0 0 9945 (2,223)0 0 9946 865 0 0 9951 347,457,466 425,335,076 483,518,704 9952 47,697 155,728 144,322 9956 160,388 783,256 935,077 9965 433,736 487,101 517,719 9966 3,453,809 5,973,163 5,352,592 9967 15,747 0 0 9968 9,783 42,000 42,000 9969 74,622 10,000 10,000 9975 14,651,346 10,842,661 18,253,291 $366,486,869 $443,902,785 $$508,998,731 $2,106,372,340 $2,241,801,431 $$2,456,857,771 $2,106,372,340 $2,241,801,431 $$2,456,857,771 Total General Fund Financing Sources Total General Fund Financing Sources Capital Project Funds Miscellaneous Revenue Misc Non-Taxable Revenue Total Miscellaneous Revenue Sale of Maps & Documents Sale of Rodent Poison Sale of Animals Sundry Taxable Sale Sundry Non-Taxable Sales Reimbursements-Gov/Gov Reimbursements-Gov/Ent Transfers-Gov/Gov Restricted Donations Misc Grants & Donations Contrib From Other Funds Seizures Indemnifying Proceeds Total Charges For Services Sale of Real Estate Sale of Equipment 517,719 5,352,592 0 42,000 10,000 18,426,889 509,927,579 2,457,786,619 2,457,786,619 202,181,914 0 191,026 26,000 8,000 0 0 0 484,273,954 144,322 935,077 1242 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9140 $10,256 $5,000 $$6,000 $10,256 $5,000 $$6,000 9181 $10,247 $10,000 $$14,000 $10,247 $10,000 $$14,000 $20,504 $15,000 $$20,000 $20,504 $15,000 $$20,000 9181 $90,618 $50,000 $$50,000 $90,618 $50,000 $$50,000 9732 0 1,000 1,000 Drainage Area 9 Fund Total Drainage Area 9 Fund Financing Sources Total Capital Project Funds Financing Sources Special Revenue Funds County Law Enfrcmt-Cap Proj Fund License/Permit/Franchises Use Of Money & Property Use Of Money & Property Charges For Services Earnings on Investment Total Use Of Money & Property Contract Law Enforcement Svcs Other Licenses & Permits Total License/Permit/Franchises Earnings on Investment Total Use Of Money & Property 6,000 14,000 14,000 20,000 20,000 50,000 50,000 1,000 6,000 1243 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $0 $1,000 $$1,000 9951 $119,926 $0 $$0 9956 0 160,000 160,000 $119,926 $160,000 $$160,000 $210,543 $211,000 $$211,000 9745 $123,231 $90,000 $$95,000 9747 125,305 170,000 136,000 9748 667,357 735,000 588,000 9751 125,305 170,000 136,000 9851 851 0 0 $1,042,049 $1,165,000 $$955,000 9951 $26,652 $0 $$0 $26,652 $0 $$0 $1,068,701 $1,165,000 $$955,000 Total County Law Enfrcmt-Cap Proj Fund Financing Sources Recorder Modernization Fund Total Recorder Modernization Fund Financing Sources Miscellaneous Revenue Charges For Services Miscellaneous Revenue Recording Fees Micrographic Conversion Fee Recorders Modernizing Fee ERDS fee Interfund Rev - Gov/Gov Total Charges For Services Reimbursements-Gov/Gov Total Miscellaneous Revenue Total Charges For Services Reimbursements-Gov/Gov Transfers-Gov/Gov Total Miscellaneous Revenue 955,000 211,000 95,000 136,000 588,000 136,000 0 955,000 0 0 1,000 0 160,000 160,000 1244 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9162 $43,244 $242,000 $$242,000 $43,244 $242,000 $$242,000 $43,244 $242,000 $$242,000 9105 $1,882,126 $1,500,000 $$1,700,000 $1,882,126 $1,500,000 $$1,700,000 9181 $(6,517)$0 $$0 $(6,517)$0 $$0 9660 $1,044,897 $1,000,000 $$1,000,000 9852 0 3,000 0 $1,044,897 $1,003,000 $$1,000,000 Fish and Game Fund Total Fish and Game Fund Financing Sources Land Development Fund Fines/Forfeits/Penalties License/Permit/Franchises Use Of Money & Property Charges For Services Total Fines/Forfeits/Penalties Road Privlges & Permits Total License/Permit/Franchises Earnings on Investment Total Use Of Money & Property Planning & Engineer Services Interfund Rev - Gov/Ent Total Charges For Services Fish and Game Fines 1,000,000 0 1,000,000 242,000 242,000 242,000 1,700,000 1,700,000 0 0 1245 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9946 $(10,620)$0 $$0 9951 360,388 750,000 500,000 $349,768 $750,000 $$500,000 $3,270,275 $3,253,000 $$3,200,000 9161 $2,193 $21,000 $$21,000 $2,193 $21,000 $$21,000 9181 $2,207 $3,000 $$3,000 $2,207 $3,000 $$3,000 $4,401 $24,000 $$24,000 9746 $52,170 $120,000 $$75,000 $52,170 $120,000 $$75,000 Total Land Development Fund Financing Sources Criminalistics Lab Fund Total Criminalistics Lab Fund Financing Sources Survey Monument Preservation Fund Charges For Services Miscellaneous Revenue Fines/Forfeits/Penalties Use Of Money & Property Survey Monument Fees Total Charges For Services Sundry Non-Taxable Sales Reimbursements-Gov/Gov Total Miscellaneous Revenue General Fines Total Fines/Forfeits/Penalties Earnings on Investment Total Use Of Money & Property 21,000 3,000 3,000 24,000 75,000 75,000 0 500,000 500,000 3,200,000 21,000 1246 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $52,170 $120,000 $$75,000 9151 $94,749 $68,000 $$68,000 9161 620,151 687,000 587,000 $714,900 $755,000 $$655,000 9181 $32,181 $6,000 $$6,000 $32,181 $6,000 $$6,000 $747,081 $761,000 $$661,000 9151 $94,749 $68,000 $$68,000 9161 497,646 552,000 552,000 $592,394 $620,000 $$620,000 9181 $115,901 $12,000 $$16,200 Total Survey Monument Preservation Fund Financing Sources Crim Justice Facility Construct Fund Total Crim Justice Facility Construct Fund Financing Sources Courthouse Construct Fund Fines/Forfeits/Penalties Use Of Money & Property Fines/Forfeits/Penalties Use Of Money & Property Parking Fines General Fines Total Fines/Forfeits/Penalties Earnings on Investment Parking Fines General Fines Total Fines/Forfeits/Penalties Earnings on Investment Total Use Of Money & Property 16,200 587,000 655,000 6,000 6,000 661,000 68,000 552,000 620,000 75,000 68,000 1247 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $115,901 $12,000 $$16,200 $708,295 $632,000 $$636,200 9181 $884,270 $120,000 $$400,000 9191 35,008 11,000 11,000 $919,278 $131,000 $$411,000 1 9216 $20,004 $20,000 $$20,004 9217 52,875 52,875 52,875 9218 10,523,346 12,196,030 11,493,952 9219 799,906 982,706 928,227 9220 5,103,539 5,841,389 5,503,286 9235 106,589 85,000 85,000 9437 24,873,134 28,716,000 28,468,899 1 $41,479,392 $47,894,000 $$46,552,243 2 9523 9,361,738 17,409,260 14,893,000 9531 0 1,500,000 1,488,421 2 $9,361,738 $18,909,260 $$16,381,421 Total Courthouse Construct Fund Financing Sources Road Fund Intergovernmental Revenue State Assistance Federal Assistance Use Of Money & Property Highway Users Tax Admin Hway Users Tax Strm Drnge Hway Users Tax Unrestricted Highway Users Tax Select Hway User Tax 5/9APPT2105 Other State in Lieu Tax St Aid Trfc Cngstn Mgmt Total State Assistance Fed Aid Hwy Construction Fed Aid Disaster-Rd Damage Total Federal Assistance Total Use Of Money & Property Earnings on Investment Rent on Real Estate Total Use Of Money & Property 5,503,286 85,000 28,468,899 46,552,243 14,893,000 1,488,421 16,381,421 16,200 636,200 400,000 11,000 411,000 20,004 52,875 11,493,952 928,227 1248 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 3 9595 851,258 3,353,740 1,022,715 3 $851,258 $3,353,740 $$1,022,715 $51,692,388 $70,157,000 $$63,956,379 9755 $84,299 $202,500 $$1,404,435 9851 0 234,500 0 $84,299 $437,000 $$1,404,435 9922 $28,283 $0 $$0 9951 4,818,108 5,605,000 9,224,459 9956 150,000 0 0 9975 33,566 0 0 $5,029,956 $5,605,000 $$9,224,459 $57,725,921 $76,330,000 $$74,996,273 9181 $255,800 $80,000 $$93,000 $255,800 $80,000 $$93,000 Total Road Fund Financing Sources Transportation Improvement Fund Other Local Revenue Charges For Services Miscellaneous Revenue Use Of Money & Property Earnings on Investment Total Use Of Money & Property Misc Road Services Interfund Rev - Gov/Gov Total Charges For Services Sale of Equipment Reimbursements-Gov/Gov Transfers-Gov/Gov Misc Non-Taxable Revenue Total Miscellaneous Revenue Misc Government Agencies Total Other Local Revenue Total Intergovernmental Revenue 0 9,224,459 0 0 9,224,459 74,996,273 93,000 93,000 1,022,715 1,022,715 63,956,379 1,404,435 0 1,404,435 1249 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 3 9595 $2,433,414 $3,920,000 $$3,920,000 3 $2,433,414 $3,920,000 $$3,920,000 $2,433,414 $3,920,000 $$3,920,000 $2,689,214 $4,000,000 $$4,013,000 9184 $720 $30,000 $$30,000 $720 $30,000 $$30,000 9660 $2,539,295 $1,416,000 $$1,416,000 9895 0 40,000 40,000 $2,539,295 $1,456,000 $$1,456,000 9951 $4,577 $0 $$0 9956 0 0 7,290 9966 0 0 300,000 9967 0 30,000 30,000 Total Transportation Improvement Fund Financing Sources Private Activity Bond Fund Charges For Services Miscellaneous Revenue Intergovernmental Revenue Other Local Revenue Use Of Money & Property Misc Current Services Total Charges For Services Reimbursements-Gov/Gov Transfers-Gov/Gov Misc Grants & Donations Contrib From Other Funds Misc Government Agencies Total Other Local Revenue Total Intergovernmental Revenue Interest on Bond Deposits Total Use Of Money & Property Planning & Engineer Services 7,290 300,000 30,000 3,920,000 3,920,000 4,013,000 30,000 30,000 1,416,000 40,000 1,456,000 0 3,920,000 1250 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9975 61,172 10,000 10,000 $65,749 $40,000 $$347,290 $2,605,764 $1,526,000 $$1,833,290 9181 $432,624 $125,000 $$125,000 $432,624 $125,000 $$125,000 9660 $322,558 $285,000 $$285,000 $322,558 $285,000 $$285,000 $755,182 $410,000 $$410,000 9181 $207,563 $97,000 $$100,000 $207,563 $97,000 $$100,000 $207,563 $97,000 $$100,000 Total Private Activity Bond Fund Financing Sources Affordable Housing Spec Rev Fund Total Affordable Housing Spec Rev Fund Financing Sources Navy Trans Mitigation Fund Total Navy Trans Mitigation Fund Financing Sources Use Of Money & Property Charges For Services Use Of Money & Property Total Use Of Money & Property Planning & Engineer Services Total Charges For Services Earnings on Investment Total Use Of Money & Property Misc Non-Taxable Revenue Total Miscellaneous Revenue Earnings on Investment 285,000 410,000 100,000 100,000 100,000 10,000 347,290 1,833,290 125,000 125,000 285,000 1251 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9181 $211,220 $100,000 $$100,000 $211,220 $100,000 $$100,000 $211,220 $100,000 $$100,000 9181 $7,538 $469,000 $$22,868 $7,538 $469,000 $$22,868 1 9421 $19,158,809 $17,243,750 $$16,601,035 9431 785,292 697,384 865,784 9432 18,012,065 15,830,653 30,154,537 9435 0 95,959 0 1 $37,956,166 $33,867,746 $$47,621,356 2 9552 0 154,161 0 2 $0 $154,161 $$0 Tosco/Solano Trns Mitig Fund Total Tosco/Solano Trns Mitig Fund Financing Sources Child Development Fund Use Of Money & Property Intergovernmental Revenue State Assistance Federal Assistance Other Local Revenue Use Of Money & Property Fed Aid Comm Svcs Admin Total Federal Assistance Miscellaneous State Aid Total State Assistance Earnings on Investment Total Use Of Money & Property Earnings on Investment Total Use Of Money & Property State Aid Child Day Care State Aid Food/Milk Subvent State Aid SEOO Programs 100,000 22,868 22,868 16,601,035 865,784 30,154,537 0 47,621,356 0 0 100,000 100,000 1252 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 3 9595 503,251 0 0 3 $503,251 $0 $$0 $38,459,417 $34,021,907 $$47,621,356 9951 $1,709,911 $6,551,447 $$1,697,540 9975 111,531 293,553 112,933 $1,821,442 $6,845,000 $$1,810,473 $40,288,397 $41,335,907 $$49,454,697 2 9560 $0 $1,110,000 $$1,110,000 9569 198,718 0 0 2 $198,718 $1,110,000 $$1,110,000 $198,718 $1,110,000 $$1,110,000 $198,718 $1,110,000 $$1,110,000 1 9435 $38,310 $60,000 $$60,000 Total Child Development Fund Financing Sources HUD NSP Fund Total HUD NSP Fund Financing Sources Used Oil Recycling Grant Fund Miscellaneous Revenue Intergovernmental Revenue Federal Assistance Intergovernmental Revenue State Assistance Miscellaneous State Aid Total Other Local Revenue Total Intergovernmental Revenue Reimbursements-Gov/Gov Misc Non-Taxable Revenue Total Miscellaneous Revenue Fed Aid Hud Block Grant Other Federal Aid Total Federal Assistance Total Intergovernmental Revenue Misc Government Agencies 60,000 47,621,356 1,697,540 112,933 1,810,473 49,454,697 1,110,000 0 1,110,000 1,110,000 1,110,000 0 0 1253 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 1 $38,310 $60,000 $$60,000 $38,310 $60,000 $$60,000 $38,310 $60,000 $$60,000 9080 $1,810 $3,000 $$3,000 9090 16,669,998 16,103,707 16,452,934 9098 488,682 421,472 737,505 9110 575,727 1,446,821 1,062,092 9120 2,046,206 1,800,000 1,800,000 9140 29,726 48,000 48,000 $19,812,148 $19,823,000 $$20,103,531 9174 $23,904 $20,000 $$20,000 $23,904 $20,000 $$20,000 9181 $1,510,812 $100,000 $$100,000 9195 12,000 12,000 12,000 $1,522,812 $112,000 $$112,000 Total Used Oil Recycling Grant Fund Financing Sources Conservation and Development Fund License/Permit/Franchises Fines/Forfeits/Penalties Total Fines/Forfeits/Penalties Earnings on Investment Other Rents Total Use Of Money & Property Total State Assistance Total Intergovernmental Revenue Business Licenses Construction Permits Specific Plan Fees Zoning Permits Franchises Other Licenses & Permits Total License/Permit/Franchises Penalty & Costs - Dlnqt Tax 20,000 20,000 100,000 12,000 112,000 60,000 60,000 60,000 3,000 16,452,934 737,505 1,062,092 1,800,000 48,000 20,103,531 Use Of Money & Property 1254 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 1 9435 $0 $247,000 $$375,000 1 $0 $247,000 $$375,000 $0 $247,000 $$375,000 9606 $(500)$0 $$0 9607 16,816 20,000 20,000 9611 172,068 357,000 459,700 9650 519,808 400,000 400,000 9660 2,945,501 5,510,000 5,510,000 9665 (4,407)0 0 9685 300 100 100 9745 200 200 200 9851 905,135 1,118,063 1,183,063 9852 0 35,000 35,000 9877 2,771,952 2,629,637 2,830,713 9893 38,819 100,000 100,000 9895 200,332 250,000 250,000 $7,566,024 $10,420,000 $$10,788,776 9922 $9,675 $20,000 $$20,000 State Assistance Charges For Services Miscellaneous Revenue Miscellaneous State Aid Total State Assistance Total Intergovernmental Revenue Total Charges For Services Sale of Equipment Fees Assessor Comm For Tax & Assess Coll ARRA/Charges for Svcs Personnel Services Planning & Engineer Services Processing/Inspection Fee Returned Check Charges Recording Fees Interfund Rev - Gov/Gov Interfund Rev - Gov/Ent Administrative Services Nuisance Abate Misc Current Services 20,000 20,000 459,700 400,000 5,510,000 0 100 200 1,183,063 35,000 2,830,713 100,000 250,000 10,788,776 375,000 375,000 375,000 0 Intergovernmental Revenue 1255 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9931 1,272 2,500 2,500 9946 157,838 0 0 9951 7,751,728 8,478,220 10,426,232 9956 0 908,047 408,047 9966 77,784 0 0 9975 942,085 4,617,233 7,030,949 $8,940,381 $14,026,000 $$17,887,728 $37,865,269 $44,648,000 $$49,287,035 9181 $1,866 $1,000 $$0 $1,866 $1,000 $$0 9665 $61,406 $150,000 $$100,000 $61,406 $150,000 $$100,000 $63,272 $151,000 $$100,000 Total Conservation and Development Fund Financing Sources CDD/PWD Joint Review Fee Fund Total CDD/PWD Joint Review Fee Fund Financing Sources Drainage Deficiency Fund Use Of Money & Property Charges For Services License/Permit/Franchises Sale of Maps & Documents Sundry Non-Taxable Sales Reimbursements-Gov/Gov Transfers-Gov/Gov Misc Grants & Donations Misc Non-Taxable Revenue Total Miscellaneous Revenue Earnings on Investment 100,000 100,000 100,000 2,500 0 10,426,232 408,047 0 7,030,949 17,887,728 49,287,035 0 0Total Use Of Money & Property Processing/Inspection Fee Total Charges For Services 1256 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9140 $171 $10,000 $$1,000 $171 $10,000 $$1,000 9181 $98,375 $100,000 $$130,000 $98,375 $100,000 $$130,000 $98,546 $110,000 $$131,000 9665 $(141,104)$600,000 $$300,000 $(141,104)$600,000 $$300,000 9951 $843 $0 $$0 $843 $0 $$0 $(140,260)$600,000 $$300,000 Total Drainage Deficiency Fund Financing Sources Public Works Fund Total Public Works Fund Financing Sources DA Consumer Protection Fund Use Of Money & Property Charges For Services Miscellaneous Revenue Fines/Forfeits/Penalties Processing/Inspection Fee Total Charges For Services Reimbursements-Gov/Gov Total Miscellaneous Revenue 1,000 0 300,000 1,000 130,000 130,000 131,000 300,000 300,000 0 Other Licenses & Permits Total License/Permit/Franchises Earnings on Investment Total Use Of Money & Property 1257 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9175 555,130 800,000 550,000 $555,130 $800,000 $$550,000 $555,130 $800,000 $$550,000 9140 $111,297 $115,230 $$130,000 $111,297 $115,230 $$130,000 9161 $14,500 $26,006 $$103,000 $14,500 $26,006 $$103,000 9966 $241,205 $170,000 $$0 $241,205 $170,000 $$0 $367,002 $311,236 $$233,000 Total DA Consumer Protection Fund Financing Sources Domestic Violence Victim Asst Fund Total Domestic Violence Victim Asst Fund Financing Sources Dispute Resolution Program Fund License/Permit/Franchises Fines/Forfeits/Penalties Miscellaneous Revenue Use Of Money & Property Total License/Permit/Franchises General Fines Total Fines/Forfeits/Penalties Misc Grants & Donations Total Miscellaneous Revenue Misc Forfeits & Penalties Total Fines/Forfeits/Penalties Other Licenses & Permits 233,000 550,000 550,000 130,000 130,000 103,000 103,000 0 0 550,000 1258 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9181 $7,957 $2,000 $$8,000 $7,957 $2,000 $$8,000 9681 $206,541 $180,000 $$185,000 $206,541 $180,000 $$185,000 $214,498 $182,000 $$193,000 9181 $23,376 $3,633 $$7,000 $23,376 $3,633 $$7,000 2 9551 $0 $122,274 $$29,326 2 $0 $122,274 $$29,326 $0 $122,274 $$29,326 9745 $391,703 $403,091 $$369,321 9851 411 704,532 679 Total Dispute Resolution Program Fund Financing Sources Zero Tolerance- Domestic Violence Fund Earnings on Investment Total Use Of Money & Property Court Filing Fees Total Charges For Services Earnings on Investment Total Use Of Money & Property Fed Aid Crime Control Total Federal Assistance Total Intergovernmental Revenue Recording Fees Interfund Rev - Gov/Gov 7,000 29,326 29,326 29,326 369,321 679 2,000 2,000 180,000 180,000 182,000 7,000 Charges For Services Use Of Money & Property Intergovernmental Revenue Federal Assistance Charges For Services 1259 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $392,114 $1,107,623 $$370,000 9951 $158,450 $186,818 $$670,856 $158,450 $186,818 $$670,856 $573,940 $1,420,348 $$1,077,182 9895 $1,915 $6,000 $$6,000 $1,915 $6,000 $$6,000 9968 $18,980 $60,000 $$60,000 9975 190 0 0 $19,170 $60,000 $$60,000 $21,085 $66,000 $$66,000 9175 1,175,314 460,000 523,000 Total Zero Tolerance- Domestic Violence Fund Financing Source DA Revenue Narcotics Fund Total DA Revenue Narcotics Fund Financing Sources DA Environment/OSHA Fund Misc Current Services Total Charges For Services Total Miscellaneous Revenue Misc Forfeits & Penalties Total Charges For Services Reimbursements-Gov/Gov Total Miscellaneous Revenue Fines/Forfeits/Penalties Seizures Misc Non-Taxable Revenue 370,000 670,856 670,856 1,077,182 6,000 6,000 60,000 0 60,000 66,000 523,000 Miscellaneous Revenue Charges For Services Miscellaneous Revenue 1260 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $1,175,314 $460,000 $$523,000 $1,175,314 $460,000 $$523,000 9181 $(48)$0 $$0 $(48)$0 $$0 9951 $1,079 $1,000 $$1,000 $1,079 $1,000 $$1,000 $1,031 $1,000 $$1,000 9181 $5,198 $2,000 $$0 $5,198 $2,000 $$0 9956 $28,000 $7,000 $$0 Total DA Environment/OSHA Fund Financing Sources DA Forfeiture-Fed-DOJ Fund Total DA Forfeiture-Fed-DOJ Fund Financing Sources Walden Green Maintenance Fund Total Fines/Forfeits/Penalties Earnings on Investment Total Use Of Money & Property 1,000 1,000 1,000 0 Use Of Money & Property Miscellaneous Revenue 523,000 523,000 0 0 Use Of Money & Property Miscellaneous Revenue Reimbursements-Gov/Gov Total Miscellaneous Revenue Earnings on Investment 0 0 Total Use Of Money & Property Transfers-Gov/Gov 1261 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9975 63,745 112,000 0 $91,745 $119,000 $$0 $96,943 $121,000 $$0 9745 $211,901 $650,000 $$320,000 9851 46 0 0 $211,947 $650,000 $$320,000 $211,947 $650,000 $$320,000 9181 $38,471 $0 $$0 $38,471 $0 $$0 2 9553 $13,859,575 $20,141,000 $$20,141,769 2 $13,859,575 $20,141,000 $$20,141,769 $13,859,575 $20,141,000 $$20,141,769 Total Walden Green Maintenance Fund Financing Sources R/Estate Fraud Prosecution Fund Total R/Estate Fraud Prosecution Fund Financing Sources CCC Dept Child Support Svcs Fund Recording Fees Interfund Rev - Gov/Gov Total Charges For Services Earnings on Investment Total Use Of Money & Property Fed Aid Family Support Total Federal Assistance Total Intergovernmental Revenue 0 0 320,000 0 320,000 Charges For Services 0 20,141,769 20,141,769 20,141,769 0 Use Of Money & Property Intergovernmental Revenue Federal Assistance Misc Non-Taxable Revenue Total Miscellaneous Revenue 320,000 0 1262 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9951 $366,243 $0 $$0 9975 (12,902)0 0 $353,341 $0 $$0 $14,251,387 $20,141,000 $$20,141,769 9161 $1,203,453 $1,179,000 $$1,206,566 $1,203,453 $1,179,000 $$1,206,566 9181 $36,604 $21,000 $$46,479 $36,604 $21,000 $$46,479 $1,240,057 $1,200,000 $$1,253,045 9181 $(2)$0 $$0 $(2)$0 $$0 Total CCC Dept Child Support Svcs Fund Financing Sources Emergency Med Svcs Fund Total Emergency Med Svcs Fund Financing Sources AB75 Tobacco Tax Fund Fines/Forfeits/Penalties Use Of Money & Property Use Of Money & Property General Fines Total Fines/Forfeits/Penalties Earnings on Investment Total Use Of Money & Property Earnings on Investment Total Use Of Money & Property Reimbursements-Gov/Gov Misc Non-Taxable Revenue Total Miscellaneous Revenue 0 0 0 Miscellaneous Revenue 1,206,566 1,206,566 46,479 46,479 1,253,045 0 0 20,141,769 1263 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $(2)$0 $$0 9010 $0 $0 $$1,250,000 $0 $0 $$1,250,000 9975 $186,530 $1,200,000 $$0 $186,530 $1,200,000 $$0 $186,530 $1,200,000 $$1,250,000 9150 $7,272 $12,000 $$12,000 $7,272 $12,000 $$12,000 9181 $2,323 $1,000 $$1,000 $2,323 $1,000 $$1,000 Total AB75 Tobacco Tax Fund Financing Sources LOS MEDANOS COMM HC Total LOS MEDANOS COMM HC Financing Sources Traffic Safety Fund Taxes Miscellaneous Revenue Fines/Forfeits/Penalties Use Of Money & Property Prop Taxes-Curr Secured Total Taxes Misc Non-Taxable Revenue Total Miscellaneous Revenue Vehicle Code Fines Total Fines/Forfeits/Penalties Earnings on Investment Total Use Of Money & Property 0 1,250,000 1,250,000 0 0 1,250,000 12,000 12,000 1,000 1,000 1264 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9684 $1,289 $3,000 $$3,000 $1,289 $3,000 $$3,000 $10,884 $16,000 $$16,000 9161 $122,456 $120,000 $$120,000 9175 (4)0 0 $122,452 $120,000 $$120,000 1 9429 $225,000 $0 $$0 1 $225,000 $0 $$0 $225,000 $0 $$0 9739 $588,400 $732,430 $$732,430 9851 113,985 329,570 329,570 $702,385 $1,062,000 $$1,062,000 Total Traffic Safety Fund Financing Sources Public Protection-Spec Rev Fund Driver Education Fees Total Charges For Services General Fines Misc Forfeits & Penalties Charges For Services 3,000 3,000 16,000 120,000 0 Fines/Forfeits/Penalties 732,430 329,570 1,062,000 Intergovernmental Revenue State Assistance Charges For Services Total Fines/Forfeits/Penalties State Aid Mandated Expenditures Total State Assistance Total Intergovernmental Revenue Misc Law Enforcement Svcs 120,000 0 0 0 Interfund Rev - Gov/Gov Total Charges For Services 1265 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $1,049,837 $1,182,000 $$1,182,000 9968 $83,709 $100,000 $$100,000 $83,709 $100,000 $$100,000 $83,709 $100,000 $$100,000 9181 $14,681 $6,000 $$6,000 $14,681 $6,000 $$6,000 9968 $2,550 $1,000 $$1,000 $2,550 $1,000 $$1,000 $17,231 $7,000 $$7,000 9161 $(91)$0 $$0 Total Public Protection-Spec Rev Fund Financing Sources Sheriff Nar Forfeit-ST/Local Fund Total Sheriff Nar Forfeit-ST/Local Fund Financing Sources Sheriff Forfeit-Fed-DoJ Fund Total Sheriff Forfeit-Fed-DoJ Fund Financing Sources Sup Law Enforcement Svcs Fund Total Miscellaneous Revenue Earnings on Investment Total Use Of Money & Property Seizures Total Miscellaneous Revenue General Fines 1,182,000 100,000 Miscellaneous Revenue 6,000 6,000 1,000 1,000 7,000 Use Of Money & Property Miscellaneous Revenue Seizures 100,000 100,000 Fines/Forfeits/Penalties 0 1266 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $(91)$0 $$0 9956 $10,520,172 $11,563,000 $$12,197,000 $10,520,172 $11,563,000 $$12,197,000 $10,520,081 $11,563,000 $$12,197,000 9181 $2,323 $1,000 $$1,000 $2,323 $1,000 $$1,000 9968 $3,035 $1,000 $$1,000 $3,035 $1,000 $$1,000 $5,358 $2,000 $$2,000 9181 $3,998,839 $2,453,000 $$3,998,839 Total Sup Law Enforcement Svcs Fund Financing Sources Sheriff Forfeit-Fed Treasury Fund Total Sheriff Forfeit-Fed Treasury Fund Financing Sources PROP 63 MH Svcs Fund Use Of Money & Property Miscellaneous Revenue Use Of Money & Property Earnings on Investment Total Use Of Money & Property Seizures Total Miscellaneous Revenue Total Fines/Forfeits/Penalties Earnings on Investment Transfers-Gov/Gov Total Miscellaneous Revenue 0 12,047,000 12,047,000 12,047,000 1,000 1,000 1,000 Miscellaneous Revenue 1,000 2,000 3,998,839 1267 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $3,998,839 $2,453,000 $$3,998,839 1 9435 $48,459,136 $75,271,000 $$85,158,676 1 $48,459,136 $75,271,000 $$85,158,676 $48,459,136 $75,271,000 $$85,158,676 $52,457,975 $77,724,000 $$89,157,515 9181 $55,648 $1,000 $$35,090 $55,648 $1,000 $$35,090 9851 $22,742 $12,000 $$12,000 9852 335 0 0 $23,077 $12,000 $$12,000 9945 $11,684 $13,000 $$13,000 9951 11,719 0 0 9975 990,810 960,000 1,060,000 Total PROP 63 MH Svcs Fund Financing Sources Prisoners Welfare Fund Miscellaneous Revenue Intergovernmental Revenue State Assistance Use Of Money & Property Charges For Services Total Charges For Services Sundry Taxable Sale Reimbursements-Gov/Gov Misc Non-Taxable Revenue Total Use Of Money & Property Miscellaneous State Aid Total State Assistance Total Intergovernmental Revenue Earnings on Investment Total Use Of Money & Property Interfund Rev - Gov/Gov Interfund Rev - Gov/Ent 12,000 13,000 0 1,060,000 35,090 35,090 12,000 0 3,998,839 85,158,676 85,158,676 85,158,676 89,157,515 1268 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $1,014,213 $973,000 $$1,073,000 $1,092,938 $986,000 $$1,120,090 9181 $95,009 $15,000 $$15,000 $95,009 $15,000 $$15,000 $95,009 $15,000 $$15,000 9181 $110,878 $0 $$0 $110,878 $0 $$0 $110,878 $0 $$0 1 9259 $7,418,434 $7,682,000 $$7,018,000 9263 213,918,876 224,000,618 236,879,412 1 $221,337,310 $231,682,618 $$243,897,412 Total Prisoners Welfare Fund Financing Sources Automated Sys Development Fund Total Automated Sys Development Fund Financing Sources Property Tax Admin Fund Total Property Tax Admin Fund Financing Sources Cnty Local Rev Fund Use Of Money & Property Use Of Money & Property Intergovernmental Revenue State Assistance Total Use Of Money & Property State Aid Realignment-VLF State Aid Realignment-Sales Tax Total State Assistance Total Miscellaneous Revenue Earnings on Investment Total Use Of Money & Property Earnings on Investment 1,073,000 1,120,090 15,000 15,000 15,000 0 0 0 7,018,000 236,879,412 243,897,412 1269 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $221,337,310 $231,682,618 $$243,897,412 $221,337,310 $231,682,618 $$243,897,412 1 9250 $0 $101,351 $$0 9252 1,110,163 909,903 943,913 1 $1,110,163 $1,011,254 $$943,913 2 9569 1,192,296 1,441,691 943,913 2 $1,192,296 $1,441,691 $$943,913 $2,302,460 $2,452,945 $$1,887,826 9951 $340,092 $562,488 $$1,643,044 9975 922 0 0 $341,013 $562,488 $$1,643,044 $2,643,473 $3,015,433 $$3,530,870 9175 $189,420 $225,000 $$225,000 Total Cnty Local Rev Fund Financing Sources IHSS Public Authority Fund Total IHSS Public Authority Fund Financing Sources DNA Identification Fund Intergovernmental Revenue State Assistance Federal Assistance Miscellaneous Revenue Fines/Forfeits/Penalties Total Intergovernmental Revenue Realloc/PY Adj Admn State Admin State Out of Home Care Total State Assistance Other Federal Aid Total Federal Assistance Total Intergovernmental Revenue Reimbursements-Gov/Gov Misc Non-Taxable Revenue Total Miscellaneous Revenue Misc Forfeits & Penalties 243,897,412 243,897,412 0 943,913 943,913 943,913 943,913 1,887,826 1,643,044 0 1,643,044 3,530,870 225,000 1270 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $189,420 $225,000 $$225,000 $189,420 $225,000 $$225,000 1 9362 $4,982,382 $6,643,000 $$6,544,000 1 $4,982,382 $6,643,000 $$6,544,000 $4,982,382 $6,643,000 $$6,544,000 9951 $49,375 $0 $$0 $49,375 $0 $$0 $5,031,757 $6,643,000 $$6,544,000 9181 $59,188 $10,000 $$50,273 $59,188 $10,000 $$50,273 Total DNA Identification Fund Financing Sources Comm Corr Performance Inctv Fund Total Comm Corr Performance Inctv Fund Financing Sources NO Rich Wst and Rcvy Mitigation Fee Fund Intergovernmental Revenue State Assistance Miscellaneous Revenue Use Of Money & Property Charges For Services Total Fines/Forfeits/Penalties State Aid for Crime Control Total State Assistance Total Intergovernmental Revenue Reimbursements-Gov/Gov Total Miscellaneous Revenue Earnings on Investment Total Use Of Money & Property 225,000 225,000 6,544,000 6,544,000 6,544,000 0 0 6,544,000 50,273 50,273 1271 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9799 $760,279 $798,165 $$749,727 $760,279 $798,165 $$749,727 9951 $17 $0 $$0 $17 $0 $$0 $819,484 $808,165 $$800,000 9181 $0 $1,000 $$1,000 9183 575 100,000 100,000 9184 10,636 50,000 50,000 9195 0 500,000 500,000 $11,211 $651,000 $$651,000 9921 $0 $100,000 $$100,000 9951 0 200,000 200,000 9967 0 200,000 200,000 9975 58,847 1,225,000 1,225,000 Total NO Rich Wst and Rcvy Mitigation Fee Fund Financing Sour L/M HSG Asset Fd-LMI Fund Miscellaneous Revenue Use Of Money & Property Miscellaneous Revenue Misc Sanitation Service Total Charges For Services Reimbursements-Gov/Gov Total Miscellaneous Revenue Earnings on Investment Int on Loans & Receivables Interest on Bond Deposits Other Rents Total Use Of Money & Property Sale of Real Estate Reimbursements-Gov/Gov Contrib From Other Funds Misc Non-Taxable Revenue 749,727 749,727 0 0 800,000 1,000 100,000 50,000 500,000 651,000 100,000 200,000 200,000 1,225,000 1272 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $58,847 $1,725,000 $$1,725,000 $70,058 $2,376,000 $$2,376,000 9122 $420,959 $450,000 $$450,000 $420,959 $450,000 $$450,000 $420,959 $450,000 $$450,000 9181 $103,185 $30,000 $$30,000 $103,185 $30,000 $$30,000 2 9560 $31,333 $0 $$0 9569 786,821 870,000 870,000 2 $818,154 $870,000 $$870,000 $818,154 $870,000 $$870,000 $921,338 $900,000 $$900,000 Total L/M HSG Asset Fd-LMI Fund Financing Sources Bailey Rd Mntc Surcharge Fund Total Bailey Rd Mntc Surcharge Fund Financing Sources Home Invstmt Prtnrshp Act Fund Total Home Invstmt Prtnrshp Act Fund Financing Sources License/Permit/Franchises Use Of Money & Property Intergovernmental Revenue Federal Assistance Total Miscellaneous Revenue Franchises - Landfill Srchg Total License/Permit/Franchises Earnings on Investment Total Use Of Money & Property Fed Aid Hud Block Grant Other Federal Aid Total Federal Assistance Total Intergovernmental Revenue 1,725,000 2,376,000 450,000 450,000 450,000 30,000 30,000 0 870,000 870,000 870,000 900,000 1273 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9080 $27,176 $39,000 $$40,000 $27,176 $39,000 $$40,000 9975 $4,294 $0 $$0 $4,294 $0 $$0 $31,469 $39,000 $$40,000 9010 $34,717,569 $34,686,000 $$35,922,928 9011 1,119,426 811,000 1,136,217 9013 589,182 612,800 617,101 9020 994,890 938,600 1,202,411 9030 (117,908)(97,000)(119,677) 9031 (69,656)(40,600)(70,701) 9035 (2,942)11,400 (2,986) $37,230,561 $36,922,200 $$38,685,293 CASP Cert and Training Fund Total CASP Cert and Training Fund Financing Sources County Library Fund Miscellaneous Revenue Taxes License/Permit/Franchises Business Licenses Total License/Permit/Franchises Misc Non-Taxable Revenue Total Miscellaneous Revenue Prop Taxes-Curr Secured Prop Tax-Supplemental Prop Tax-Unitary Prop Taxes-Curr Unsecurred Prop Taxes-Prior-Secured Prop Tax-Prior Supplemntl Prop Taxes-Prior-Unsecured Total Taxes 40,000 40,000 0 0 40,000 35,922,928 1,136,217 617,101 1,202,411 (119,677) (70,701) (2,986) 38,685,293 1274 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9194 $2,260 $2,000 $$1,600 9195 33,460 30,000 30,000 $35,720 $32,000 $$31,600 1 9385 $180,034 $186,100 $$0 9433 1,542,539 96,479 246,975 1 $1,722,573 $282,579 $$246,975 3 9580 1,222 1,300 1,246 9591 1,798,001 458,800 458,800 9595 2,093,090 2,966,130 2,921,644 3 $3,892,313 $3,426,230 $$3,381,690 $5,614,886 $3,708,809 $$3,628,665 9830 $63,143 $50,301 $$48,000 9851 47,499 42,200 42,200 $110,641 $92,501 $$90,200 Use Of Money & Property Intergovernmental Revenue State Assistance Other Local Revenue Charges For Services Miscellaneous Revenue Rent of Office Space Other Rents Total Use Of Money & Property H/O Prop Tax Relief State Aid Library -CLSA Total State Assistance Other in Lieu Taxes RDA Nonprop-Tax Pass Through Misc Government Agencies Total Other Local Revenue Total Intergovernmental Revenue Library Services Interfund Rev - Gov/Gov Total Charges For Services 1,600 30,000 31,600 0 246,975 246,975 1,246 458,800 2,921,644 3,381,690 3,628,665 48,000 42,200 90,200 1275 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9931 $4,200 $3,800 $$4,800 9951 566,269 369,620 380,764 9956 200,000 210,000 215,040 9965 788,764 0 0 9967 0 32,000 122,193 9975 869 4,469 819,532 $1,560,102 $619,889 $$1,542,329 $44,551,910 $41,375,399 $$43,978,087 9181 $0 $1,000 $$0 $0 $1,000 $$0 $0 $1,000 $$0 9752 $1,648 $5,000 $$5,000 $1,648 $5,000 $$5,000 $1,648 $5,000 $$5,000 Total County Library Fund Financing Sources Casey Library Gift Fund Total Casey Library Gift Fund Financing Sources Hercul/Rodeo Crock A of B Total Hercul/Rodeo Crock A of B Financing Sources Use Of Money & Property Charges For Services Total Charges For Services Sale of Maps & Documents Reimbursements-Gov/Gov Transfers-Gov/Gov Restricted Donations Contrib From Other Funds Misc Non-Taxable Revenue Total Miscellaneous Revenue Earnings on Investment Total Use Of Money & Property Road Development Fees 4,800 380,764 215,040 0 122,193 5,000 727,797 43,163,555 0 0 0 5,000 5,000 5,000 1276 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9181 $116 $1,000 $$1,000 $116 $1,000 $$1,000 9752 $23,736 $6,000 $$15,000 $23,736 $6,000 $$15,000 $23,852 $7,000 $$16,000 9181 $209,624 $40,000 $$100,000 $209,624 $40,000 $$100,000 9752 $58,550 $20,000 $$10,000 $58,550 $20,000 $$10,000 $268,174 $60,000 $$110,000 West County Area of Benefit Total West County Area of Benefit Financing Sources North Richmond AOB Total North Richmond AOB Financing Sources Use Of Money & Property Charges For Services Use Of Money & Property Charges For Services Earnings on Investment Total Use Of Money & Property Road Development Fees Total Charges For Services Earnings on Investment Total Use Of Money & Property Road Development Fees Total Charges For Services 1,000 1,000 15,000 15,000 16,000 100,000 100,000 10,000 10,000 110,000 1277 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9181 $74,890 $8,000 $$40,000 $74,890 $8,000 $$40,000 9752 $14,797 $15,000 $$15,000 $14,797 $15,000 $$15,000 $89,687 $23,000 $$55,000 9181 $3,649 $1,000 $$1,000 $3,649 $1,000 $$1,000 9752 $0 $1,000 $$1,000 $0 $1,000 $$1,000 $3,649 $2,000 $$2,000 Martinez Area of Benefit Total Martinez Area of Benefit Financing Sources Briones Area of Benefit Total Briones Area of Benefit Financing Sources Use Of Money & Property Charges For Services Use Of Money & Property Charges For Services Earnings on Investment Total Use Of Money & Property Road Development Fees Total Charges For Services Earnings on Investment Total Use Of Money & Property Road Development Fees Total Charges For Services 40,000 40,000 15,000 15,000 55,000 1,000 1,000 1,000 1,000 2,000 1278 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9181 $193,865 $15,000 $$75,000 $193,865 $15,000 $$75,000 9752 $63,723 $30,000 $$45,000 $63,723 $30,000 $$45,000 $257,588 $45,000 $$120,000 9181 $13 $0 $$0 $13 $0 $$0 $13 $0 $$0 9181 $38,212 $8,000 $$0 Central Co Area/Benefit Total Central Co Area/Benefit Financing Sources So Wal Crk Area of Benefit Total So Wal Crk Area of Benefit Financing Sources Alamo Area of Benefit Use Of Money & Property Charges For Services Use Of Money & Property Use Of Money & Property Earnings on Investment Total Use Of Money & Property Road Development Fees Total Charges For Services Earnings on Investment Total Use Of Money & Property Earnings on Investment 75,000 75,000 45,000 45,000 120,000 0 0 0 0 1279 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $38,212 $8,000 $$0 9752 $96,016 $20,000 $$20,000 $96,016 $20,000 $$20,000 $134,228 $28,000 $$20,000 9181 $95,507 $30,000 $$45,000 $95,507 $30,000 $$45,000 9752 $20,983 $15,000 $$15,000 $20,983 $15,000 $$15,000 $116,490 $45,000 $$60,000 9181 $118,424 $15,000 $$75,000 Total Alamo Area of Benefit Financing Sources South Co Area of Benefit Total South Co Area of Benefit Financing Sources East County Area of Benefit Charges For Services Use Of Money & Property Charges For Services Use Of Money & Property Total Use Of Money & Property Road Development Fees Total Charges For Services Earnings on Investment Total Use Of Money & Property Road Development Fees Total Charges For Services Earnings on Investment 0 20,000 20,000 20,000 45,000 45,000 15,000 15,000 60,000 75,000 1280 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $118,424 $15,000 $$75,000 9752 $84,068 $30,000 $$100,000 $84,068 $30,000 $$100,000 $202,492 $45,000 $$175,000 9752 $17,100 $0 $$10,000 $17,100 $0 $$10,000 $17,100 $0 $$10,000 9745 $208,171 $220,000 $$231,000 9851 510 0 0 $208,682 $220,000 $$231,000 9975 19,559 0 0 Total East County Area of Benefit Financing Sources Bethel Isl Area of Benefit County Childrens Fund Total Bethel Isl Area of Benefit Financing Sources Charges For Services Charges For Services Charges For Services Miscellaneous Revenue Total Use Of Money & Property Road Development Fees Total Charges For Services Road Development Fees Total Charges For Services Recording Fees Interfund Rev - Gov/Gov Total Charges For Services Misc Non-Taxable Revenue 75,000 100,000 100,000 175,000 10,000 10,000 10,000 231,000 0 231,000 0 1281 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $19,559 $0 $$0 $228,241 $220,000 $$231,000 9181 $24,516 $0 $$0 $24,516 $0 $$0 9965 286,411 210,000 160,000 9966 200,000 0 0 $486,411 $210,000 $$160,000 $510,926 $210,000 $$160,000 9181 $13,351 $10,000 $$10,000 $13,351 $10,000 $$10,000 Total County Childrens Fund Financing Sources Animal Benefit Fund Total Animal Benefit Fund Financing Sources CO-Wide Gang and Drug Fund Intergovernmental Revenue Other Local Revenue Use Of Money & Property Miscellaneous Revenue Use Of Money & Property Total Miscellaneous Revenue Earnings on Investment Total Use Of Money & Property Restricted Donations Misc Grants & Donations Total Miscellaneous Revenue Earnings on Investment Total Use Of Money & Property 0 231,000 0 0 160,000 0 160,000 160,000 10,000 10,000 1282 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 3 9595 $13,219 $172,000 $$172,000 3 $13,219 $172,000 $$172,000 $13,219 $172,000 $$172,000 $26,570 $182,000 $$182,000 9181 $231,310 $106,000 $$121,000 $231,310 $106,000 $$121,000 9660 $0 $112,000 $$0 $0 $112,000 $$0 $231,310 $218,000 $$121,000 9181 $11,920 $3,000 $$8,000 9183 5,441 20,000 15,000 $17,361 $23,000 $$23,000 Total CO-Wide Gang and Drug Fund Financing Sources Livable Communities Fund Total Livable Communities Fund Financing Sources ARRA HUD Bldg Insp NPP Fund Use Of Money & Property Charges For Services Use Of Money & Property Misc Government Agencies Total Other Local Revenue Total Intergovernmental Revenue Earnings on Investment Total Use Of Money & Property Planning & Engineer Services Total Charges For Services Earnings on Investment Int on Loans & Receivables Total Use Of Money & Property 172,000 172,000 172,000 182,000 121,000 121,000 0 0 121,000 8,000 15,000 23,000 1283 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 2 9560 $279,251 $477,000 $$477,000 2 $279,251 $477,000 $$477,000 $279,251 $477,000 $$477,000 $296,612 $500,000 $$500,000 9181 $66,861 $36,000 $$36,000 $66,861 $36,000 $$36,000 1 9375 $2,075,237 $1,000,000 $$1,000,000 1 $2,075,237 $1,000,000 $$1,000,000 3 9595 1,365,918 1,200,000 1,200,000 3 $1,365,918 $1,200,000 $$1,200,000 $3,441,155 $2,200,000 $$2,200,000 9951 $249,853 $201,000 $$201,000 Total ARRA HUD Bldg Insp NPP Fund Financing Sources Central Identify Bureau Fund Intergovernmental Revenue Federal Assistance Use Of Money & Property Intergovernmental Revenue State Assistance Other Local Revenue Miscellaneous Revenue Fed Aid Hud Block Grant Total Federal Assistance Total Intergovernmental Revenue Earnings on Investment Total Use Of Money & Property State Aid for Disaster-Other Total State Assistance Misc Government Agencies Total Other Local Revenue Total Intergovernmental Revenue Reimbursements-Gov/Gov 477,000 477,000 477,000 500,000 36,000 36,000 1,000,000 1,000,000 1,200,000 1,200,000 2,200,000 201,000 1284 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $249,853 $201,000 $$201,000 $3,757,869 $2,437,000 $$2,437,000 9181 $84,114 $100,000 $$100,000 9191 936,060 595,000 565,830 9195 12,000 8,000 41,500 $1,032,174 $703,000 $$707,330 9951 $580 $0 $$0 $580 $0 $$0 $1,032,754 $703,000 $$707,330 9181 $2,323 $1,000 $$0 $2,323 $1,000 $$0 Total Central Identify Bureau Fund Financing Sources SPRW Fund Total SPRW Fund Financing Sources RD Dvlpmnt Discovery Bay Fund Earnings on Investment Rent on Real Estate Other Rents Total Use Of Money & Property Reimbursements-Gov/Gov Total Miscellaneous Revenue Earnings on Investment Total Use Of Money & Property Use Of Money & Property Miscellaneous Revenue Use Of Money & Property Charges For Services Total Miscellaneous Revenue 201,000 2,437,000 100,000 565,830 41,500 707,330 0 0 707,330 0 0 1285 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9752 $22,236 $25,000 $$30,000 $22,236 $25,000 $$30,000 $24,559 $26,000 $$30,000 9120 $10,000 $5,000 $$5,000 $10,000 $5,000 $$5,000 9181 $781,981 $200,000 $$500,000 9191 0 1,000 0 $781,981 $201,000 $$500,000 1 9347 $100,000 $100,000 $$100,000 1 $100,000 $100,000 $$100,000 $100,000 $100,000 $$100,000 9752 122,680 250,000 100,000 Total RD Dvlpmnt Discovery Bay Fund Financing Sources State Assistance Charges For Services Road Imprvmnt Fee Fund License/Permit/Franchises Use Of Money & Property Intergovernmental Revenue Road Development Fees Total Charges For Services Franchises Total License/Permit/Franchises Earnings on Investment Rent on Real Estate Total Use Of Money & Property State Aid Transportation Proj Total State Assistance Total Intergovernmental Revenue Road Development Fees 30,000 30,000 30,000 5,000 5,000 500,000 0 500,000 100,000 100,000 100,000 100,000 1286 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9851 10,411 0 0 9895 0 1,000,000 0 $133,091 $1,250,000 $$100,000 9951 0 250,000 0 9975 0 50,000 0 $0 $300,000 $$0 $1,025,072 $1,856,000 $$705,000 9181 $2,300 $1,000 $$0 $2,300 $1,000 $$0 9752 $0 $3,000 $$0 $0 $3,000 $$0 $2,300 $4,000 $$0 Total Road Imprvmnt Fee Fund Financing Sources Rd Devlpmnt Rich/El Sobrt Total Rd Devlpmnt Rich/El Sobrt Financing Sources Road Development Bay Point Use Of Money & Property Charges For Services Earnings on Investment Total Use Of Money & Property Road Development Fees Total Charges For Services Miscellaneous Revenue Interfund Rev - Gov/Gov Misc Current Services Total Charges For Services Reimbursements-Gov/Gov Misc Non-Taxable Revenue Total Miscellaneous Revenue 0 0 100,000 0 0 0 705,000 0 0 0 0 0 1287 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 9181 $68,870 $9,000 $$45,000 $68,870 $9,000 $$45,000 9752 $1,037,640 $200,000 $$200,000 $1,037,640 $200,000 $$200,000 $1,106,510 $209,000 $$245,000 9181 $1,489 $3,000 $$0 $1,489 $3,000 $$0 $1,489 $3,000 $$0 $518,426,900 $589,377,106 $$625,936,795 9181 $6 $0 $$0 Total Road Development Bay Point Financing Sources Rd Devlpmnt Pacheco Area Total Rd Devlpmnt Pacheco Area Financing Sources Total Special Revenue Funds Financing Sources Debt Service Funds Retirement UAAL Bond Fund Use Of Money & Property Charges For Services Use Of Money & Property Use Of Money & Property Earnings on Investment Total Use Of Money & Property Road Development Fees Total Charges For Services Earnings on Investment Total Use Of Money & Property Earnings on Investment 45,000 45,000 200,000 200,000 245,000 0 0 0 624,961,263 0 1288 1 2 State Controller Schedules County Budget Act Fund Name Financing Source Category Financing Source Account 3 County of Contra Costa Detail of Additional Financing Sources by Fund and Account Governmental Funds Fiscal Year 2024-25 2022-23 Actual 4 2023-24 Actual Estimated X 5 2024-25 Requested 6 Schedule 6 2024-25 Recommended 7 $6 $0 $$0 9967 $11,638 $0 $$0 9975 13,590 0 0 $25,228 $0 $$0 $25,233 $0 $$0 9967 $2,759,911 $2,760,000 $$0 $2,759,911 $2,760,000 $$0 $2,759,911 $2,760,000 $$0 $2,785,145 $2,760,000 $$0 $2,627,604,889 $2,833,953,537 $$3,082,814,565 Total Retirement UAAL Bond Fund Financing Sources Ret Litgtn Stlmnt Dbt Svc Fund Total Ret Litgtn Stlmnt Dbt Svc Fund Financing Sources Total Debt Service Funds Financing Sources TOTAL ALL FUNDS Miscellaneous Revenue Miscellaneous Revenue Total Miscellaneous Revenue Total Miscellaneous Revenue Contrib From Other Funds Total Use Of Money & Property Contrib From Other Funds Misc Non-Taxable Revenue 0 0 0 0 0 0 0 0 0 3,082,767,881 1289 State Controller Schedules County Budget Act $327,130,242 $288,566,841 $$321,097,034 662,779,894 817,499,770 865,401,194 597,922,034 768,088,667 794,803,222 695,199,874 864,777,634 921,260,771 39,501,353 50,595,653 43,328,087 100,084,487 173,563,313 171,462,280 2,759,911 3,911,171 0 $2,425,377,795 $2,967,003,049 $$3,117,352,588 $0 $15,000,000 $$20,000,000 $0 $15,000,000 $$20,000,000 $2,425,377,795 $2,982,003,049 $$3,137,352,588 $1,938,130,359 $2,317,559,830 $$2,456,857,771 $464 $4,122,814 $$211,000 $2,119,024 $10,032,014 $$10,211,773 $0 $78 $$0 $80,644 $242,000 $$242,000 $3,265,034 $3,253,000 $$3,200,000 $10 $24,000 $$24,000 $9,830 $451,000 $$488,121 $923,094 $1,652,358 $$786,622 $230,391 $3,857,085 $$192,821 Recorder Modernization Fund Court/Clerk Automation Fund Fish and Game Fund Land Development Fund Criminalistics Lab Fund Survey Monument Preservation Fund Crim Justice Facility Construct Fund Courthouse Construct Fund Summarization by Function General Public Protection Health And Sanitation Public Assistance Education Public Ways & Facilities Debt Service Total Financing Uses by Function Appropriation for Contingencies General Fund Total Appropriation for Contingencies Total Financing Uses Summarization by Fund General Fund County Law Enfrcmt-Cap Proj Fund Description 1 County of Contra Costa Summary of Financing Uses by Function and Fund Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 24,000 488,121 786,622 192,821 314,162,002 861,821,039 794,803,222 918,928,455 42,513,554 172,367,530 0 3,104,595,802 20,000,000 20,000,000 3,124,595,802 2,445,098,418 211,000 10,211,773 0 242,000 3,200,000 Schedule 7 2024-25 Recommended 5 1290 State Controller Schedules County Budget Act Description 1 County of Contra Costa Summary of Financing Uses by Function and Fund Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 7 2024-25 Recommended 5 $51,904,003 $84,332,000 $$85,456,957 $2,682,684 $4,000,000 $$4,013,000 $334 $337,839 $$358,000 $1,665,694 $1,526,000 $$1,833,290 $0 $410,000 $$410,000 $8,459 $5,070,653 $$5,084,711 $737 $101,000 $$101,000 $35,311,483 $41,335,907 $$49,441,208 $0 $1,110,000 $$1,110,000 $33,312 $60,000 $$60,000 $33,868,710 $44,648,000 $$49,240,290 $102,435 $315,000 $$367,275 $289 $2,732,392 $$2,881,000 $150,121 $600,000 $$687,420 $437,923 $800,000 $$550,000 $472,351 $182,449 $$233,000 $153,568 $160,102 $$193,000 $508,034 $1,420,348 $$1,078,460 $49,307 $66,000 $$66,000 $476,052 $460,000 $$523,000 $0 $999 $$1,000 $205,635 $191,351 $$77,927 $351,055 $650,000 $$520,000 $19,722,681 $15,411,918 $$20,141,769 $1,002,927 $1,200,000 $$1,253,045 $1,389 $0 $$0 $285,941 $1,200,000 $$1,250,000 Road Fund Transportation Improvement Fund Drainage Area 9 Fund Private Activity Bond Fund Affordable Housing Spec Rev Fund Navy Trans Mitigation Fund Tosco/Solano Trns Mitig Fund Dispute Resolution Program Fund Zero Tolerance- Domestic Violence Fund DA Revenue Narcotics Fund DA Environment/OSHA Fund DA Forfeiture-Fed-DOJ Fund Walden Green Maintenance Fund R/Estate Fraud Prosecution Fund CCC Dept Child Support Svcs Fund Child Development Fund HUD NSP Fund Used Oil Recycling Grant Fund Conservation and Development Fund CDD/PWD Joint Review Fee Fund Drainage Deficiency Fund Public Works Fund DA Consumer Protection Fund Domestic Violence Victim Asst Fund Emergency Med Svcs Fund PROP 36-Sub Abuse Cp Fund LOS MEDANOS COMM HC 85,456,957 4,013,000 358,000 1,833,290 410,000 5,084,711 101,000 49,441,208 1,110,000 60,000 49,240,290 367,275 2,881,000 687,420 550,000 233,000 160,102 1,078,460 66,000 523,000 1,000 77,927 520,000 20,141,768 1,253,045 0 1,250,000 1291 State Controller Schedules County Budget Act Description 1 County of Contra Costa Summary of Financing Uses by Function and Fund Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 7 2024-25 Recommended 5 $10 $412,266 $$16,000 $877,851 $2,028,142 $$2,028,142 $442 $100,000 $$100,000 $10 $7,000 $$7,000 $8,653,491 $25,693,291 $$13,126,064 $10 $2,000 $$2,000 $53,001,940 $77,724,000 $$89,157,515 $718,640 $1,081,795 $$1,120,090 $15,598 $0 $$0 $200,000 $200,000 $$200,000 $0 $3,177,755 $$3,177,755 $209,074,988 $232,907,109 $$244,998,584 $2,519,527 $3,015,433 $$3,445,683 $218,337 $225,000 $$225,000 $7,915,939 $9,170,393 $$11,020,000 $866,357 $808,165 $$800,000 $279,324 $2,376,000 $$2,376,000 $79,081 $3,840,000 $$4,251,629 $0 $900,000 $$900,000 $9,896 $39,000 $$40,000 $39,602,467 $51,623,729 $$43,978,087 $0 $268,635 $$0 $4 $6,000 $$6,000 $33,882 $764,000 $$706,000 $15,204 $51,000 $$125,500 $75 $6,000 $$6,000 $67,361 $79,000 $$21,000 IHSS Public Authority Fund DNA Identification Fund Comm Corr Performance Inctv Fund Traffic Safety Fund Public Protection-Spec Rev Fund Sheriff Nar Forfeit-ST/Local Fund Sheriff Forfeit-Fed-DoJ Fund Sup Law Enforcement Svcs Fund Sheriff Forfeit-Fed Treasury Fund Martinez Area of Benefit Briones Area of Benefit Central Co Area/Benefit NO Rich Wst and Rcvy Mitigation Fee Fund L/M HSG Asset Fd-LMI Fund Bailey Rd Mntc Surcharge Fund Home Invstmt Prtnrshp Act Fund CASP Cert and Training Fund County Library Fund Casey Library Gift Fund West County Area of Benefit North Richmond AOB PROP 63 MH Svcs Fund Prisoners Welfare Fund Care of Wards Fund Automated Sys Development Fund Property Tax Admin Fund Cnty Local Rev Fund 16,000 2,028,142 100,000 800,000 2,376,000 4,251,629 900,000 40,000 43,163,554 7,000 12,976,064 2,000 89,157,515 1,120,090 0 200,000 3,177,755 244,998,584 0 6,000 706,000 125,500 6,000 21,000 3,445,683 225,000 11,020,000 1292 State Controller Schedules County Budget Act Description 1 County of Contra Costa Summary of Financing Uses by Function and Fund Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 7 2024-25 Recommended 5 $22 $0 $$0 $596 $161,633 $$6,000 $21,902 $6,000 $$51,000 $12,097 $321,000 $$1,016,000 $0 $8,000 $$5,000 $209,599 $220,000 $$231,000 $186,307 $1,024,968 $$440,000 $22,072 $182,000 $$182,000 $317,988 $1,817,502 $$1,817,502 $125 $0 $$0 $186,075 $500,000 $$500,000 $0 $(255,332)$$0 $2,759,911 $2,760,000 $$0 $2,567,890 $2,437,000 $$2,437,000 $454,106 $4,817,000 $$5,467,951 $10 $6,000 $$6,000 $331,278 $1,856,000 $$3,805,000 $871 $5,429 $$46,034 $2,471 $105,000 $$357,592 $67 $9,000 $$5,000 $2,425,377,795 $2,982,003,049 $$3,137,352,588 Livable Communities Fund CDBG Small Bus and Microent Loan Fund ARRA HUD Bldg Insp NPP Fund Retirement UAAL Bond Fund Ret Litgtn Stlmnt Dbt Svc Fund Central Identify Bureau Fund SPRW Fund RD Dvlpmnt Discovery Bay Fund Road Imprvmnt Fee Fund Rd Devlpmnt Rich/El Sobrt Road Development Bay Point Rd Devlpmnt Pacheco Area Total Financing Uses So Wal Crk Area of Benefit Alamo Area of Benefit South Co Area of Benefit East County Area of Benefit Bethel Isl Area of Benefit County Childrens Fund Animal Benefit Fund CO-Wide Gang and Drug Fund 1,817,502 0 500,000 0 0 2,437,000 5,467,951 6,000 3,805,000 46,034 357,592 5,000 3,124,595,802 1,016,000 5,000 231,000 440,000 182,000 0 6,000 51,000 1293 State Controller Schedules County Budget Act $7,677,663 $8,006,028 $$8,233,958 1,543,448 1,811,753 1,938,779 9,449,703 13,719,588 11,956,215 $18,670,813 $23,537,370 $$22,128,951 $9,957,804 $13,564,002 $$12,720,294 200,000 200,000 200,000 20,720,000 19,138,356 15,856,640 6,578,341 8,318,122 7,862,509 17,109,063 21,822,136 23,406,448 0 3,177,755 3,177,755 371,057 0 0 1,135,145 1,150,000 1,797,880 4,760,395 2,123,000 500,000 $60,831,805 $69,493,371 $$65,521,526 $7,441,977 $9,366,459 $$9,859,647 $7,441,977 $9,366,459 $$9,859,647 0001 - DEPARTMENT OF SUPERVISORS 0002 - CLERK OF THE BOARD Total Legislative & Administrative 0017 - PROPERTY TAX ADMIN Total Finance Counsel 0030 - COUNTY COUNSEL Total Counsel Personnel 1 8,233,958 1,938,779 11,956,215 2024-25 Recommended 5 Function, Activity, Budget Unit 0020 - PURCHASING 0025 - MANAGEMENT INFO SYSTEMS 0019 - ASSMT LITIGATION SVCS 0016 - ASSESSOR 0013 - MEASURE X GEN PURPOSE ALLOCATIONS 0015 - TREASURER-TAX COLLECTOR 0011 - AUTOMATED SYSTEMS DVLPMNT 0010 - AUDITOR - CONTROLLER Finance 0003 - COUNTY ADMINISTRATOR Legislative & Administrative General County of Contra Costa Detail of Financing Uses by Function, Activity, and Budget Unit Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 8 22,128,951 12,720,294 200,000 15,856,640 7,569,289 23,406,448 0 3,177,755 1,665,667 500,000 65,096,092 9,859,647 9,859,647 1294 State Controller Schedules County Budget Act 1 2024-25 Recommended 5 Function, Activity, Budget Unit County of Contra Costa Detail of Financing Uses by Function, Activity, and Budget Unit Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 8 $10,100,431 $13,656,088 $$13,077,189 11,848 60,000 68,854 $10,112,278 $13,716,088 $$13,146,043 $12,161,017 $12,790,758 $$13,860,538 $12,161,017 $12,790,758 $$13,860,538 $(0)$0 $$0 5,365,719 5,204,113 5,787,108 $5,365,719 $5,204,113 $$5,787,108 $0 $760,000 $$780,000 29,703,567 30,182,000 33,206,106 1,288,497 825,000 1,364,262 56,791,145 47,198,748 47,035,436 1,059,585 1,150,000 1,150,000 5,650,522 13,717,474 10,000,000 $94,493,316 $93,833,222 $$93,535,804 $52,712,562 $22,987,972 $$13,850,000 0060 - TELECOMMUNICATIONS Total Communications Property Management 0063 - FLEET SERVICES 0077 - GEN CO BLG OCCUPANCY COST 0078 - GSD OUTSIDE AGENCY SVC 0079 - BUILDING MAINTENANCE 0035 - HUMAN RESOURCES 0036 - PERSONNEL MERIT BOARD Total Personnel Elections 0043 - ELECTIONS Total Elections Communications 0059 - COMMUNITY ACCESS TV 0111 - PLANT ACQUIS-GENERAL FUND 0080 - MINOR CAP IMPROVEMENTS 0085 - FACILITY LIFECYCLE IMPROV Total Property Management Plant Acquisition 780,000 33,206,106 1,364,262 47,035,436 1,150,000 10,000,000 93,535,804 13,850,000 13,250,787 68,854 13,319,641 13,860,538 13,860,538 0 5,551,074 5,551,074 1295 State Controller Schedules County Budget Act 1 2024-25 Recommended 5 Function, Activity, Budget Unit County of Contra Costa Detail of Financing Uses by Function, Activity, and Budget Unit Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 8 101,114 1,296,711 650,000 923,094 1,652,358 786,622 334 337,839 358,000 230,391 3,857,085 192,821 464 575,855 50,000 0 1,254,596 1,000 0 2,292,363 160,000 $53,967,959 $34,254,779 $$16,048,443 $385,302 $833,415 $$593,800 $385,302 $833,415 $$593,800 $196,342 $1,160,000 $$560,000 201,817 1,712,092 200,000 0 1,836,222 1,290,240 1,333,106 1,200,000 1,200,000 8,280,624 3,236,960 25,218,222 268,146 1,531,000 1,737,000 51,509,629 9,176,664 47,121,592 9,830 451,000 488,121 866,357 808,165 800,000 1,034,205 4,425,162 2,000,000 0148 - PRINT & MAIL SERVICES 0150 - INSURANCE AND RISK MGMT 0161 - SURVEY MONUMENT PRESERVTN 0478 - NO RICH WST&RCVY MTGN FEE 0580 - KELLER CNYN MTIGATN FUND 0131 - CO LAW ENF HLCPTR CAP PRJ Total Plant Acquisition Promotion 0135 - ECONOMIC PROMOTION Total Promotion Other General 0004 - CROCKETT-RODEO REVENUES 0007 - BOARD MITIGATION PROGRAMS 0136 - RACIAL EQUITY AND SOCIAL JUSTICE 0145 - EMPLOYEE/RETIREE BENEFITS 0147 - INFORMATION TECHNOLOGY 0119 - CRIM JUST FACILITY CNSTRN 0120 - PLANT ACQ - DA 9 0122 - COURTHOUSE CONSTRUCTION 0126 - CO LAW ENF COMPTR CAP-PRJ 0129 - CO LAW ENF COMM CAP-PROJ 0113 - PLANT ACQUIS-LIBRARY FUND 1,737,000 47,055,061 488,121 800,000 2,000,000 50,000 1,000 160,000 16,048,443 593,800 593,800 560,000 200,000 1,289,979 1,200,000 18,837,851 650,000 786,622 358,000 192,821 1296 State Controller Schedules County Budget Act 1 2024-25 Recommended 5 Function, Activity, Budget Unit County of Contra Costa Detail of Financing Uses by Function, Activity, and Budget Unit Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 8 $63,700,056 $25,537,266 $$80,615,175 $327,130,242 $288,566,841 $$321,097,034 $16,664,589 $18,300,014 $$18,045,860 351,055 650,000 520,000 0 999 1,000 685,922 2,954,942 2,126,431 0 78 0 40,157 156,000 156,000 0 50,000 50,000 1,628 2,642,405 750,000 47,529,818 56,167,811 61,951,948 38,286,001 46,329,230 50,716,679 49,307 66,000 66,000 339,438 44,109 317,833 153,568 160,102 193,000 437,923 800,000 550,000 5,336,263 5,000,000 5,000,000 476,052 460,000 523,000 $110,351,721 $133,781,690 $$140,967,751 0245 - D A WELFARE FRAUD 0246 - DISPUTE RESOLUTION PROGRAM 0247 - DA CONSUMER PROTECTION Judicial 0202 - TRIAL COURT PROGRAMS 0233 - R/ESTATE FRAUD PROSECUTE 0234 - DA FORFEITURE-FED-DOJ 0235 - LAW & JUSTICE SYSTEMS DEV 0236 - COURT RECORDS AUTOMATION 0238 - CIVIL GRAND JURY 0248 - CONFLICT DEFENSE SERVICES 0251 - DA ENVIRON/OSHA Total Judicial 0239 - CRIMINAL GRAND JURY 0241 - SLESF-CRIM PROSECUTION 0242 - DISTRICT ATTORNEY 0243 - PUBLIC DEFENDER 0244 - D A REVENUE NARCOTICS 140,823,191 Total Other General Total General Public Protection 18,045,860 520,000 1,000 2,126,431 0 156,000 50,000 600,000 61,990,286 50,716,679 66,000 317,833 160,102 550,000 5,000,000 523,000 74,168,012 314,162,002 1297 State Controller Schedules County Budget Act 1 2024-25 Recommended 5 Function, Activity, Budget Unit County of Contra Costa Detail of Financing Uses by Function, Activity, and Budget Unit Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 8 $10 $7,000 $$7,000 442 100,000 100,000 147,158,658 172,665,672 186,000,307 10 24,000 24,000 877,851 2,028,142 2,028,142 169,102 1,393,606 500,000 3,795,497 4,016,168 4,300,000 594,534 1,000,000 1,000,000 10 2,000 2,000 1,308,344 1,437,000 1,437,000 22,072 182,000 182,000 1,259,546 1,000,000 1,000,000 218,337 225,000 225,000 $155,404,413 $184,080,588 $$196,805,449 $537,722 $(3,519,602)$$600,000 718,640 1,081,795 1,120,090 14,166,776 19,783,664 19,956,266 92,579,985 105,116,146 107,104,133 42,392,502 42,895,223 56,542,318 48,923,201 65,922,931 67,710,490 26,199,107 36,201,010 35,730,221 5,947,829 6,595,000 5,738,000 Detention & Correction 0262 - SLESF-JAIL CONSTR & OPS 0255 - SHERIFF 0256 - CRIMINALISTIC LAB FUND 0260 - AUTOMATED ID & WARRANT 0263 - SLESF-FRONT LINE ENF-CO 0264 - SLESF-FRONT LINE ENF-CITY 0265 - VEHICLE THEFT PROGRAM 0268 - SHER FORFEIT-FED TREASURY 0270 - CENTRAL IDENTIFY BUREAU Police Protection 0252 - SHER FORFEIT-FED-DOJ 0253 - SHER NARC FRFEIT-ST/LOCAL 0273 - PRISONERS WELFARE 0277 - SHERIFF CONTRACT SVCS 0300 - CUSTODY SERVICES BUREAU 0301 - HLTH SVCS-DETENTION INMATES 0308 - PROBATION PROGRAMS 0309 - PROBATION FACILITIES 0310 - PROB CARE OF COURT WARDS 0271 - CO-WIDE GANG AND DRUG 0274 - AB 879 0275 - DNA IDENTIFICATION FUND Total Police Protection 1,000,000 225,000 196,630,501 600,000 1,120,090 19,956,266 104,918,549 56,542,318 67,710,490 35,730,221 5,738,000 1,000,000 2,000 1,437,000 182,000 7,000 100,000 185,825,359 24,000 2,028,142 500,000 4,300,000 1298 State Controller Schedules County Budget Act 1 2024-25 Recommended 5 Function, Activity, Budget Unit County of Contra Costa Detail of Financing Uses by Function, Activity, and Budget Unit Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 8 4,149,542 21,160,714 6,976,064 15,598 0 0 7,915,939 9,170,393 11,020,000 $243,546,843 $304,407,273 $$312,497,582 $816,533 $710,000 $$920,000 $816,533 $710,000 $$920,000 $6,601,455 $8,060,523 $$9,157,190 $6,601,455 $8,060,523 $$9,157,190 19,722,681 15,411,918 20,141,769 33,187,152 43,311,000 48,086,590 9,896 39,000 40,000 29,129 247,000 375,000 238,346 357,000 459,700 414,083 733,000 319,000 63,270,235 79,241,109 84,725,584 102,435 315,000 367,275 33,312 60,000 60,000 2,119,024 10,032,014 10,211,773 0477 - CCPIF Total Detention & Correction Flood Control & Soil Cnsv 0330 - CO DRAINAGE MAINTENANCE Total Flood Control & Soil Cnsv 0311 - SLESF-PROBATION 0313 - PROBATION OFFICERS SPECIAL FUND 0353 - RECORDER MICRO/MOD 0280 - CONSERVATION & DEVELOPMENT 0282 - SB1186 CERT ACCESS PRGM 0284 - SB 1383 LOCAL ASST GRANT 0285 - ENERGY EFFICIENCY PROGS 0286 - MSR WW GRANT 0295 - LAW ENFORCEMENT SVCS ACCT 0350 - CDD/PWD JOINT REVIEW FEE 0351 - USED OIL RECYCLING GRANT Protective Inspection 0335 - AGRICULTURE-WEIGHTS/MEAS Total Protective Inspection 40,000 920,000 9,028,390 9,028,390 20,141,768 48,086,590 Other Protection 0249 - CCC DEPT CHILD SPPRT SVCS 6,976,064 0 11,020,000 310,311,998 920,000 84,725,584 367,275 60,000 10,211,773 375,000 459,700 319,000 1299 State Controller Schedules County Budget Act 1 2024-25 Recommended 5 Function, Activity, Budget Unit County of Contra Costa Detail of Financing Uses by Function, Activity, and Budget Unit Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 8 4,221,161 4,655,595 4,816,726 228,871 300,000 350,000 3,873,006 3,537,078 3,771,762 5,938,006 10,028,747 10,984,333 12,086,643 14,694,500 17,828,207 80,644 242,000 242,000 10 412,266 16,000 317,988 1,817,502 1,817,502 186,307 1,024,968 440,000 $146,058,929 $186,459,697 $$205,053,221 $662,779,894 $817,499,770 $$865,401,194 $93,838,167 $99,482,669 $$94,732,099 5,080,623 5,167,659 5,495,996 20,265,043 25,950,000 26,970,073 1,059,851 0 0 11,444,156 26,889,934 22,911,794 $131,687,841 $157,490,262 $$150,109,962 $11,133,409 $13,603,880 $$13,881,380 0355 - RECORDER 0356 - LOCAL AGENCY FORMATION 0359 - CORONER 0362 - EMERGENCY SERVICES 0366 - ANIMAL SERVICES 0367 - GAME PROTECTION 0368 - TRAFFIC SAFETY Total Health 94,732,099 5,495,996 26,970,073 0 22,911,794 150,109,962 Health 0450 - HEALTH SVCS-PUBLIC HEALTH 0451 - CONSERVATOR/GUARDIANSHIP 0452 - HEALTH SVCS-ENVIRON HLTH 0454 - PUBLIC ADMINISTRATOR 0463 - HEALTH, HOUSING & HOMELESS 0370 - LIVABLE COMMUNITIES 0375 - ANIMAL BENEFIT Total Other Protection Total Public Protection Health And Sanitation 204,106,958 861,821,039 California Children Svcs 0460 - HLTH SVC-CALIF CHILD SVCS 4,816,726 16,000 1,817,502 440,000 13,881,380 350,000 3,771,762 10,984,333 16,881,946 242,000 1300 State Controller Schedules County Budget Act 1 2024-25 Recommended 5 Function, Activity, Budget Unit County of Contra Costa Detail of Financing Uses by Function, Activity, and Budget Unit Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 8 $11,133,409 $13,603,880 $$13,881,380 $117,981,000 $119,981,000 $$120,239,000 26,495,595 35,260,308 45,677,270 256,046,354 361,336,217 372,942,050 1,389 0 0 1,002,927 1,200,000 1,253,045 53,001,940 77,724,000 89,157,515 285,941 1,200,000 1,250,000 $454,815,145 $596,701,525 $$630,518,880 $285,639 $293,000 $$293,000 $285,639 $293,000 $$293,000 $597,922,034 $768,088,667 $$794,803,222 $984,822 $2,903,734 $$6,820,635 $984,822 $2,903,734 $$6,820,635 Total Health And Sanitation 0466 - ALCOHOL & OTHER DRUGS SVC 0467 - HLTH SERVICES-MNTL HLTH 0470 - PROP 36-SUB ABUSE CP ACT 0471 - EMERGENCY MEDICAL SVCS 0475 - PROP 63 MH SVCS ACCT 0480 - LOS MEDANOS COMM HC Sanitation 0473 - KELLER SRCHRGE/MITGN PROG Total Sanitation Total Hospital Care Total California Children Svcs Hospital Care 0465 - HLTH SVS-HOSPITAL SUBSIDY Public Assistance Assistance Administration 0501 - EHSD ADMINISTRATIVE SVCS Total Assistance Administration 1,253,045 89,157,515 1,250,000 630,518,880 293,000 13,881,380 120,239,000 45,677,270 372,942,050 0 794,803,222 5,973,745 5,973,745 293,000 Aid Programs 1301 State Controller Schedules County Budget Act 1 2024-25 Recommended 5 Function, Activity, Budget Unit County of Contra Costa Detail of Financing Uses by Function, Activity, and Budget Unit Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 8 $145,804,753 $153,666,000 $$160,273,000 125,161,766 149,386,893 160,522,746 96,438,941 112,114,786 120,913,713 235,886,093 250,968,682 299,631,160 209,599 220,000 231,000 58,676 96,237 101,049 2,519,527 3,015,433 3,445,683 $606,079,354 $669,468,031 $$745,118,351 $1,637,586 $2,261,000 $$2,344,744 $1,637,586 $2,261,000 $$2,344,744 $0 $1,110,000 $$1,110,000 279,324 2,376,000 2,376,000 0 900,000 900,000 1,678,223 2,108,574 2,765,334 125 0 0 6,855,230 24,313,422 16,456,031 472,351 182,449 233,000 508,034 1,420,348 1,078,460 34,511,319 67,934,808 56,936,034 35,311,483 41,335,907 49,441,208 887,843 736,000 736,000 0508 - IHSS PUBLIC AUTHORITY Total Veterans Services Other Assistance 0380 - HUD NSP 743,776,302 2,344,744 2,344,744 1,110,000 0589 - CHILD DEV-DEPT 0590 - HOPWA GRANT 0479 - L/M HSG ASSET FD-LMIHAF 0561 - HOME INCOME INVSTMT ACCT 0581 - ZERO TLRNCE DOM VIOL INIT 0582 - CDBG SM BUS&MICROENT LOAN 0583 - EHSD WFRC INVESTMENT BRD 0585 - DOM VIOLENCE VICTIM ASIST 0586 - ZERO TOLRNCE-DOM VIOLENCE 0588 - COMMUNITY SERVICES Total Aid Programs Veterans Services 0579 - VETERANS SERVICE OFFICE 900,000 2,765,334 0 16,312,654 233,000 1,078,460 56,936,034 160,273,000 157,805,549 122,274,745 299,645,276 231,000 101,049 3,445,683 49,441,208 736,000 2,376,000 0296 - SUPPORT SERVICES 0502 - EHSD CHILDREN & FAMILY SVCS 0503 - EHSD AGING & ADULT SVCS 0504 - EHSD WORKFORCE SVCS 0505 - COUNTY CHILDRENS 0507 - EHS - ANN ADLER CHILD & FMLY 1302 State Controller Schedules County Budget Act 1 2024-25 Recommended 5 Function, Activity, Budget Unit County of Contra Costa Detail of Financing Uses by Function, Activity, and Budget Unit Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 8 1,234,615 1,351,785 1,993,285 6,991,281 7,128,000 6,378,000 3,356,976 3,225,000 725,000 3,406,073 7,515,000 7,515,000 1,665,694 1,526,000 1,833,290 0 410,000 410,000 186,075 500,000 500,000 (10,846,534)26,071,577 15,590,400 $86,498,112 $190,144,870 $$166,977,041 $695,199,874 $864,777,634 $$921,260,771 $18,254,263 $23,369,105 $$16,990,696 21,247,090 26,957,914 26,337,392 0 268,635 0 $39,501,353 $50,595,653 $$43,328,087 $39,501,353 $50,595,653 $$43,328,087 Total Public Assistance 0591 - ECON DEV/SUSTAINABILITY 0592 - HUD BLOCK GRANT 0593 - HUD EMERGENCY SOLUTIONS GRT 0594 - HOME INVSTMT PRTNRSHP PRG 0595 - PRIVATE ACTIVITY BONDS 0596 - AFFORDABLE HOUSING Total Education Public Ways & Facilities Flood Control & Soil Cnsv 918,928,455 1,993,285 6,378,000 725,000 7,515,000 1,833,290 410,000 42,513,554 42,513,554 500,000 15,590,400 166,833,664 Education Library Services 0620 - LIBRARY-ADMIN & SUPPORT SVCS 0621 - LIBRARY-COMMUNITY SERVICES 0622 - CASEY LIBRARY GIFT Total Library Services 0597 - ARRA HUD BLDG INSP NPP 0599 - DCD-MEASURE X Total Other Assistance 16,507,457 26,006,098 0 1303 State Controller Schedules County Budget Act 1 2024-25 Recommended 5 Function, Activity, Budget Unit County of Contra Costa Detail of Financing Uses by Function, Activity, and Budget Unit Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 8 $289 $2,732,392 $$2,881,000 $289 $2,732,392 $$2,881,000 4 6,000 6,000 33,882 764,000 706,000 15,204 51,000 125,500 75 6,000 6,000 67,361 79,000 21,000 22 0 0 596 161,633 6,000 21,902 6,000 51,000 12,097 321,000 1,016,000 150,121 600,000 687,420 39,159,057 57,575,855 53,380,559 3,265,034 3,253,000 3,200,000 0 8,000 5,000 79,081 3,840,000 4,251,629 1,689,440 3,666,000 698,000 17,088,890 27,954,000 28,978,901 2,682,684 4,000,000 4,013,000 205,635 191,351 77,927 21,759,790 37,372,000 39,034,046 15,172 11,000 11,000 13,040,151 18,995,000 17,433,010 0648 - DRAINAGE DEFICIENCY 2,881,000 0645 - EAST COUNTY AREA OF BENEF 0649 - PUBLIC WORKS 0650 - PUBLIC WORKS 0651 - PUB WKS-LAND DEVELOPMENT 0653 - BETHEL ISLAND AREA OF BENEFT 0660 - BAILEY RD MNTC SURCHARGE Total Flood Control & Soil Cnsv Public Ways 0632 - WEST COUNTY AREA OF BENEF 0634 - NORTH RICHMOND AOB 0635 - MARTINEZ AREA OF BENEFIT 0636 - BRIONES AREA OF BENEFIT 0637 - CENTRAL CO AREA/BENEFIT 0638 - SO WAL CRK AREA OF BENEFT 2,881,000 6,000 706,000 125,500 6,000 21,000 0 0663 - TRANSPRTATION IMPV-MEAS J 0664 - WALDEN GREEN MAINTENANCE 0672 - ROAD MAINTENANCE-RD FUND 0674 - MISCEL PROPERTY-ROAD FUND 0676 - GEN ROAD PLAN/ADM-RD FUND 0641 - ALAMO AREA OF BENEFIT 0642 - SOUTH CO AREA OF BENEFIT 0661 - ROAD CONSTRUCTION 0662 - ROAD CONSTRUCTION-RD FUND 6,000 51,000 1,016,000 687,420 54,285,809 3,200,000 5,000 4,251,629 698,000 28,978,901 4,013,000 77,927 39,034,046 11,000 17,433,010 1304 State Controller Schedules County Budget Act 1 2024-25 Recommended 5 Function, Activity, Budget Unit County of Contra Costa Detail of Financing Uses by Function, Activity, and Budget Unit Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 8 454,106 4,817,000 5,467,951 10 6,000 6,000 331,278 1,856,000 3,805,000 871 5,429 46,034 2,471 105,000 357,592 67 9,000 5,000 $100,075,003 $165,659,268 $$163,395,569 $8,459 $5,070,653 $$5,084,711 737 101,000 101,000 $9,196 $5,171,653 $$5,185,711 $100,084,487 $173,563,313 $$171,462,280 $0 $(255,332)$$0 2,759,911 2,760,000 0 $2,759,911 $2,504,668 $$0 $0 $1,406,503 $$0 0678 - SPRW FUND 0684 - RD DEVLPMNT RICH/EL SOBRT 0685 - RD DEVLPMT BAY POINT AREA 0687 - RD DEVLPMNT PACHECO AREA Total Public Ways 0699 - TOSCO/SOLANO TRANS MTGTN Total Transportation Systems Total Public Ways & Facilities 0680 - RD DVLPMNT DISCOVERY BAY 0682 - ROAD IMPRVMNT FEE 0790 - NOTES & WARRANTS INTEREST Interests-Notes & Warrants Debt Service Retirement-Long Term Debt 0791 - RETIREMENT UAAL BOND FUND 0793 - RET LITGTN STLMNT DBT SVC Total Retirement-Long Term Debt 0 0 0 Transportation Systems 0697 - NAVY TRANS MITIGATION 5,467,951 6,000 3,805,000 46,034 357,592 5,000 164,300,819 5,084,711 101,000 5,185,711 172,367,530 0 1305 State Controller Schedules County Budget Act 1 2024-25 Recommended 5 Function, Activity, Budget Unit County of Contra Costa Detail of Financing Uses by Function, Activity, and Budget Unit Governmental Funds Fiscal Year 2024-25 2022-23 Actual 2 2023-24 Actual Estimated X 3 2024-25 Requested 4 Schedule 8 $0 $1,406,503 $$0 $2,759,911 $3,911,171 $$0 $2,425,377,795 $2,967,003,049 $$3,117,352,588 Total Interests-Notes & Warrants Total Debt Service Grand Total Financing Uses by Function 0 0 3,104,595,802 1306 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $384,258 $348,000 $359,000 $359,000 Miscellaneous Revenue 1,000 0 0 0 Total Revenue $385,258 $348,000 $359,000 $359,000 Expense Salaries And Benefits $5,104,025 $5,666,449 $5,850,418 $5,850,418 Services And Supplies 2,595,392 2,314,976 2,435,409 2,435,409 Other Charges 19 49,853 54,931 54,931 Fixed Assets 0 10,751 0 0 Expenditure Transfers (21,773)(36,000)(106,800)(106,800) Total Expenditures and Appropriations $7,677,663 $8,006,028 $8,233,958 $8,233,958 Net Costs $7,292,405 $7,658,028 $7,874,958 $7,874,958 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0001 - DEPARTMENT OF SUPERVISORS Function:General Activity:Legislative & Administrative 1307 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $35,540 $21,000 $21,000 $21,000 Charges For Services 72,934 69,000 69,000 69,000 Total Revenue $108,474 $90,000 $90,000 $90,000 Expense Salaries And Benefits $1,022,367 $1,078,847 $1,140,601 $1,140,601 Services And Supplies 541,728 732,906 798,178 798,178 Expenditure Transfers (20,647)0 0 0 Total Expenditures and Appropriations $1,543,448 $1,811,753 $1,938,779 $1,938,779 Net Costs $1,434,973 $1,721,753 $1,848,779 $1,848,779 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0002 - CLERK OF THE BOARD Function:General Activity:Legislative & Administrative 1308 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises 888,383 1,178,357 1,253,111 1,253,111 Charges For Services 1,160,455 1,097,569 1,166,192 1,166,192 Miscellaneous Revenue 256,285 361,000 361,000 361,000 Total Revenue $2,305,123 $2,636,926 $2,780,303 $2,780,303 Expense Salaries And Benefits $6,655,505 $7,890,545 $8,399,326 $8,399,326 Services And Supplies 2,824,088 5,885,979 3,599,325 3,599,325 Other Charges 10,411 27,651 39,607 39,607 Fixed Assets 117,497 0 0 0 Expenditure Transfers (157,798)(84,587)(82,043)(82,043) Total Expenditures and Appropriations $9,449,703 $13,719,588 $11,956,215 $11,956,215 Net Costs $7,144,580 $11,082,662 $9,175,912 $9,175,912 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0003 - COUNTY ADMINISTRATOR Function:General Activity:Legislative & Administrative 1309 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Services And Supplies $84,427 $671,000 $216,000 $216,000 Other Charges 111,915 284,000 284,000 284,000 Expenditure Transfers 0 205,000 60,000 60,000 Total Expenditures and Appropriations $196,342 $1,160,000 $560,000 $560,000 Net Costs $196,342 $1,160,000 $560,000 $560,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0004 - CROCKETT-RODEO REVENUES Function:General Activity:Other General 1310 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Taxes Current Property $493,097,128 $496,949,627 $520,578,977 $520,578,977 Taxes Other Than Cur Prop 153,319,866 149,601,879 150,142,077 150,142,077 License/Permit/Franchises 11,689,092 9,300,000 9,300,000 9,300,000 Fines/Forfeits/Penalties 671,347 20,250,000 20,250,000 20,250,000 Use Of Money & Property 66,407,361 30,000,000 60,000,000 60,000,000 Intergovernmental Revenue 23,833,946 9,600,000 13,500,000 13,500,000 Charges For Services 10,561,281 8,600,000 8,600,000 8,600,000 Miscellaneous Revenue 1,497,482 800,000 800,000 800,000 Total Revenue $761,077,503 $725,101,506 $783,171,054 $783,171,054 Net Costs $(761,077,503)$(725,101,506)$(783,171,054)$(783,171,054) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0005 - REVENUE - GENERAL COUNTY Function:General County Revenue Activity:General County Revenue 1311 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $875,801 $120,000 $400,000 $400,000 Intergovernmental Revenue 41,479,392 47,894,000 46,552,243 46,552,243 Total Revenue $42,355,194 $48,014,000 $46,952,243 $46,952,243 Net Costs $(42,355,194)$(48,014,000)$(46,952,243)$(46,952,243) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0006 - GENERAL ROAD FUND REVENUE Function:Public Ways & Facilities Activity:Public Ways 1312 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $225,699 $175,000 $200,000 $200,000 Total Revenue $225,699 $175,000 $200,000 $200,000 Expense Services And Supplies 201,817 1,712,092 200,000 200,000 Total Expenditures and Appropriations $201,817 $1,712,092 $200,000 $200,000 Net Costs $(23,882)$1,537,092 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0007 - BOARD MITIGATION PROGRAMS Function:General Activity:Other General 1313 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Taxes Current Property $37,421,067 $37,048,400 $38,878,657 $38,878,657 Taxes Other Than Cur Prop (190,506)(126,200)(193,364)(193,364) Intergovernmental Revenue 1,979,257 646,200 460,046 460,046 Total Revenue $39,209,818 $37,568,400 $39,145,339 $39,145,339 Net Costs $(39,209,818)$(37,568,400)$(39,145,339)$(39,145,339) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0008 - REVENUE CO LIBRARY TAXES Function:Education Activity:Library Services 1314 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $95,009 $15,000 $15,000 $15,000 Total Revenue $95,009 $15,000 $15,000 $15,000 Net Costs $(95,009)$(15,000)$(15,000)$(15,000) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0009 - REVENUE-AUTOMATED SYS DEV Function:General County Revenue Activity:General County Revenue 1315 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $7,319,089 $8,327,442 $8,118,858 $8,118,858 Miscellaneous Revenue 228,810 225,000 225,000 225,000 Total Revenue $7,547,898 $8,552,442 $8,343,858 $8,343,858 Expense Salaries And Benefits $8,398,778 $10,834,187 $11,015,460 $11,015,460 Services And Supplies 2,087,293 3,089,375 2,039,894 2,039,894 Other Charges 0 29,135 29,135 29,135 Expenditure Transfers (528,267)(388,695)(364,195)(364,195) Total Expenditures and Appropriations $9,957,804 $13,564,002 $12,720,294 $12,720,294 Net Costs $2,409,905 $5,011,560 $4,376,436 $4,376,436 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0010 - AUDITOR - CONTROLLER Function:General Activity:Finance 1316 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Expenditure Transfers $200,000 $200,000 $200,000 $200,000 Total Expenditures and Appropriations $200,000 $200,000 $200,000 $200,000 Net Costs $200,000 $200,000 $200,000 $200,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0011 - AUTOMATED SYSTEMS DVLPMNT Function:General Activity:Finance 1317 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Services And Supplies $12,520,000 $4,753,356 $0 $0 Expenditure Transfers 8,200,000 14,385,000 15,856,640 15,856,640 Total Expenditures and Appropriations $20,720,000 $19,138,356 $15,856,640 $15,856,640 Net Costs $20,720,000 $19,138,356 $15,856,640 $15,856,640 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0013 - MEASURE X GEN PURPOSE ALLOCATIONS Function:General Activity:Finance 1318 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises $117,925 $117,950 $117,900 $117,900 Fines/Forfeits/Penalties 539,272 439,000 465,000 465,000 Charges For Services 3,267,907 2,730,200 2,913,398 2,913,398 Miscellaneous Revenue 56,831 54,300 52,500 52,500 Total Revenue $3,981,936 $3,341,450 $3,548,798 $3,548,798 Expense Salaries And Benefits $4,215,446 $4,892,188 $5,087,659 $5,380,879 Services And Supplies 2,355,507 3,124,294 2,444,457 2,444,457 Other Charges 10,317 17,999 22,603 22,603 Fixed Assets 66,112 280,000 0 0 Expenditure Transfers (69,042)3,641 14,570 14,570 Total Expenditures and Appropriations $6,578,341 $8,318,122 $7,569,289 $7,862,509 Net Costs $2,596,405 $4,976,672 $4,020,491 $4,313,711 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0015 - TREASURER-TAX COLLECTOR Function:General Activity:Finance 1319 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $1,172,429 $1,134,843 $1,151,633 $1,151,633 Miscellaneous Revenue 38,146 329,000 9,000 9,000 Total Revenue $1,210,575 $1,463,843 $1,160,633 $1,160,633 Expense Salaries And Benefits $14,626,002 $18,261,964 $19,210,694 $19,210,694 Services And Supplies 3,006,160 3,687,145 4,307,609 4,307,609 Other Charges 0 118,040 132,341 132,341 Fixed Assets 0 10,000 10,000 10,000 Expenditure Transfers (523,099)(255,013)(254,196)(254,196) Total Expenditures and Appropriations $17,109,063 $21,822,136 $23,406,448 $23,406,448 Net Costs $15,898,488 $20,358,293 $22,245,815 $22,245,815 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0016 - ASSESSOR Function:General Activity:Finance 1320 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $110,878 $0 $0 $0 Total Revenue $110,878 $0 $0 $0 Expense Expenditure Transfers $0 $3,177,755 $3,177,755 $3,177,755 Total Expenditures and Appropriations $0 $3,177,755 $3,177,755 $3,177,755 Net Costs $(110,878)$3,177,755 $3,177,755 $3,177,755 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0017 - PROPERTY TAX ADMIN Function:General Activity:Finance 1321 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Services And Supplies $371,057 $0 $0 $0 Total Expenditures and Appropriations $371,057 $0 $0 $0 Net Costs $371,057 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0019 - ASSMT LITIGATION SVCS Function:General Activity:Finance 1322 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $333,762 $390,000 $555,880 $555,880 Miscellaneous Revenue 86,138 80,000 108,000 108,000 Total Revenue $419,900 $470,000 $663,880 $663,880 Expense Salaries And Benefits $1,081,766 $1,138,000 $1,506,283 $1,638,496 Services And Supplies 334,998 452,000 754,390 754,390 Expenditure Transfers (281,619)(440,000)(595,006)(595,006) Total Expenditures and Appropriations $1,135,145 $1,150,000 $1,665,667 $1,797,880 Net Costs $715,245 $680,000 $1,001,787 $1,134,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0020 - PURCHASING Function:General Activity:Finance 1323 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Salaries And Benefits $371,918 $0 $0 $0 Services And Supplies 4,135,058 2,123,000 500,000 500,000 Expenditure Transfers 253,419 0 0 0 Total Expenditures and Appropriations $4,760,395 $2,123,000 $500,000 $500,000 Net Costs $4,760,395 $2,123,000 $500,000 $500,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0025 - MANAGEMENT INFO SYSTEMS Function:General Activity:Finance 1324 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services 6,924,699 6,549,368 6,852,493 6,852,493 Total Revenue $6,924,699 $6,549,368 $6,852,493 $6,852,493 Expense Salaries And Benefits $12,853,655 $14,588,352 $15,130,124 $15,130,124 Services And Supplies 1,007,474 1,748,030 2,126,810 2,126,810 Other Charges 0 40,302 46,600 46,600 Expenditure Transfers (6,419,152)(7,010,225)(7,443,887)(7,443,887) Total Expenditures and Appropriations $7,441,977 $9,366,459 $9,859,647 $9,859,647 Net Costs $517,278 $2,817,091 $3,007,154 $3,007,154 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0030 - COUNTY COUNSEL Function:General Activity:Counsel 1325 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $1,876,932 $2,401,026 $2,823,224 $2,823,224 Miscellaneous Revenue 5,306,914 7,540,068 7,444,712 7,271,114 Total Revenue $7,183,846 $9,941,094 $10,267,936 $10,094,338 Expense Salaries And Benefits $6,992,199 $9,028,221 $9,502,480 $9,328,882 Services And Supplies 3,915,610 5,164,788 4,487,084 4,487,084 Other Charges 0 81,079 23,701 23,701 Expenditure Transfers (807,378)(618,000)(762,478)(762,478) Total Expenditures and Appropriations $10,100,431 $13,656,088 $13,250,787 $13,077,189 Net Costs $2,916,584 $3,714,994 $2,982,851 $2,982,851 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0035 - HUMAN RESOURCES Function:General Activity:Personnel 1326 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Salaries And Benefits $5,652 $5,500 $5,443 $5,443 Services And Supplies 6,196 104,477 113,384 113,384 Other Charges 0 23 27 27 Expenditure Transfers 0 (50,000)(50,000)(50,000) Total Expenditures and Appropriations $11,848 $60,000 $68,854 $68,854 Net Costs $11,848 $60,000 $68,854 $68,854 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0036 - PERSONNEL MERIT BOARD Function:General Activity:Personnel 1327 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $3,889,137 $2,116,000 $4,448,000 $4,448,000 Miscellaneous Revenue 398,720 20,000 20,000 20,000 Total Revenue $4,287,858 $2,136,000 $4,468,000 $4,468,000 Expense Salaries And Benefits $4,875,352 $4,873,332 $5,471,755 $5,471,755 Services And Supplies 7,265,407 7,153,950 7,736,102 7,736,102 Other Charges 316 16,678 17,678 17,678 Fixed Assets 49,924 691,133 578,133 578,133 Expenditure Transfers (29,982)55,665 56,870 56,870 Total Expenditures and Appropriations $12,161,017 $12,790,758 $13,860,538 $13,860,538 Net Costs $7,873,159 $10,654,758 $9,392,538 $9,392,538 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0043 - ELECTIONS Function:General Activity:Elections 1328 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Services And Supplies $(0)$0 $0 $0 Total Expenditures and Appropriations $(0)$0 $0 $0 Net Costs $(0)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0059 - COMMUNITY ACCESS TV Function:General Activity:Communications 1329 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $915,455 $990,000 $1,089,000 $1,089,000 Charges For Services 3,276,012 4,214,114 4,698,108 4,698,108 Total Revenue $4,191,467 $5,204,114 $5,787,108 $5,787,108 Expense Salaries And Benefits $3,149,463 $3,883,414 $4,072,396 $4,308,430 Services And Supplies 11,187,324 12,011,702 12,142,932 12,142,932 Other Charges 732,897 1,222,184 1,236,634 1,236,634 Fixed Assets 463,504 133,000 251,300 251,300 Expenditure Transfers (10,167,469)(12,046,187)(12,152,188)(12,152,188) Total Expenditures and Appropriations $5,365,719 $5,204,113 $5,551,074 $5,787,108 Net Costs $1,174,252 $(1)$(236,034)$0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0060 - TELECOMMUNICATIONS Function:General Activity:Communications 1330 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Miscellaneous Revenue $775,394 $760,000 $780,000 $780,000 Total Revenue $775,394 $760,000 $780,000 $780,000 Expense Other Charges $0 $760,000 $780,000 $780,000 Total Expenditures and Appropriations $0 $760,000 $780,000 $780,000 Net Costs $(775,394)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0063 - FLEET SERVICES Function:General Activity:Property Management 1331 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $119,899 $123,000 $128,106 $128,106 Charges For Services 39,421 9,000 8,000 8,000 Miscellaneous Revenue 8,000 50,000 10,000 10,000 Total Revenue $167,319 $182,000 $146,106 $146,106 Expense Services And Supplies $29,726,099 $29,613,000 $31,997,247 $31,997,247 Expenditure Transfers (22,531)569,000 1,208,859 1,208,859 Total Expenditures and Appropriations $29,703,567 $30,182,000 $33,206,106 $33,206,106 Net Costs $29,536,248 $30,000,000 $33,060,000 $33,060,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0077 - GEN CO BLG OCCUPANCY COST Function:General Activity:Property Management 1332 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $316,504 $325,000 $333,277 $333,277 Miscellaneous Revenue 965,775 500,000 1,030,985 1,030,985 Total Revenue $1,282,278 $825,000 $1,364,262 $1,364,262 Expense Services And Supplies $973,198 $508,785 $1,049,839 $1,049,839 Expenditure Transfers 315,299 316,215 314,423 314,423 Total Expenditures and Appropriations $1,288,497 $825,000 $1,364,262 $1,364,262 Net Costs $6,219 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0078 - GSD OUTSIDE AGENCY SVC Function:General Activity:Property Management 1333 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $58,202,789 $46,030,121 $45,996,665 $45,996,665 Miscellaneous Revenue 532,882 638,627 613,771 613,771 Total Revenue $58,735,671 $46,668,748 $46,610,436 $46,610,436 Expense Salaries And Benefits $26,191,181 $32,226,050 $33,563,582 $34,535,887 Services And Supplies 77,978,250 65,936,000 66,659,762 66,659,762 Other Charges 39,634,087 29,980,931 27,526,684 27,526,684 Fixed Assets 464,786 947,000 272,000 272,000 Expenditure Transfers (87,477,158)(81,891,233)(80,986,592)(81,958,897) Total Expenditures and Appropriations $56,791,145 $47,198,748 $47,035,436 $47,035,436 Net Costs $(1,944,526)$530,000 $425,000 $425,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0079 - BUILDING MAINTENANCE Function:General Activity:Property Management 1334 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Services And Supplies $1,059,585 $1,125,000 $1,125,000 $1,125,000 Fixed Assets 0 25,000 25,000 25,000 Total Expenditures and Appropriations $1,059,585 $1,150,000 $1,150,000 $1,150,000 Net Costs $1,059,585 $1,150,000 $1,150,000 $1,150,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0080 - MINOR CAP IMPROVEMENTS Function:General Activity:Property Management 1335 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $1,453,969 $0 $0 $0 Total Revenue $1,453,969 $0 $0 $0 Expense Services And Supplies $101,806 $0 $0 $0 Fixed Assets 8,212,217 16,327,474 12,610,000 12,610,000 Expenditure Transfers (2,663,500)(2,610,000)(2,610,000)(2,610,000) Total Expenditures and Appropriations $5,650,522 $13,717,474 $10,000,000 $10,000,000 Net Costs $4,196,553 $13,717,474 $10,000,000 $10,000,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0085 - FACILITY LIFECYCLE IMPROV Function:General Activity:Property Management 1336 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $81,164 $0 $0 $0 Miscellaneous Revenue 23,378,779 0 0 0 Total Revenue $23,459,943 $0 $0 $0 Expense Services And Supplies $20,272 $0 $0 $0 Fixed Assets 49,495,397 22,987,972 13,850,000 13,850,000 Expenditure Transfers 3,196,893 0 0 0 Total Expenditures and Appropriations $52,712,562 $22,987,972 $13,850,000 $13,850,000 Net Costs $29,252,619 $22,987,972 $13,850,000 $13,850,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0111 - PLANT ACQUIS-GENERAL FUND Function:General Activity:Plant Acquisition 1337 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Fixed Assets $101,114 $1,296,711 $650,000 $650,000 Total Expenditures and Appropriations $101,114 $1,296,711 $650,000 $650,000 Net Costs $101,114 $1,296,711 $650,000 $650,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0113 - PLANT ACQUIS-LIBRARY FUND Function:General Activity:Plant Acquisition 1338 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Fines/Forfeits/Penalties $714,900 $755,000 $655,000 $655,000 Use Of Money & Property 32,181 6,000 6,000 6,000 Total Revenue $747,081 $761,000 $661,000 $661,000 Expense Other Charges $923,094 $923,000 $786,622 $786,622 Expenditure Transfers 0 729,358 0 0 Total Expenditures and Appropriations $923,094 $1,652,358 $786,622 $786,622 Net Costs $176,013 $891,358 $125,622 $125,622 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0119 - CRIM JUST FACILITY CNSTRN Function:General Activity:Plant Acquisition 1339 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises $10,256 $5,000 $6,000 $6,000 Use Of Money & Property 10,247 10,000 14,000 14,000 Total Revenue $20,504 $15,000 $20,000 $20,000 Expense Services And Supplies $0 $336,000 $351,000 $351,000 Other Charges 68 1,000 1,000 1,000 Expenditure Transfers 266 839 6,000 6,000 Total Expenditures and Appropriations $334 $337,839 $358,000 $358,000 Net Costs $(20,169)$322,839 $338,000 $338,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0120 - PLANT ACQ - DA 9 Function:General Activity:Plant Acquisition 1340 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Fines/Forfeits/Penalties $592,394 $620,000 $620,000 $620,000 Use Of Money & Property 115,901 12,000 16,200 16,200 Total Revenue $708,295 $632,000 $636,200 $636,200 Expense Other Charges $230,391 $3,857,085 $192,821 $192,821 Total Expenditures and Appropriations $230,391 $3,857,085 $192,821 $192,821 Net Costs $(477,904)$3,225,085 $(443,379)$(443,379) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0122 - COURTHOUSE CONSTRUCTION Function:General Activity:Plant Acquisition 1341 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $90,618 $50,000 $50,000 $50,000 Total Revenue $90,618 $50,000 $50,000 $50,000 Expense Other Charges $464 $39,000 $39,000 $39,000 Expenditure Transfers 0 536,855 11,000 11,000 Total Expenditures and Appropriations $464 $575,855 $50,000 $50,000 Net Costs $(90,154)$525,855 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0126 - CO LAW ENF COMPTR CAP-PRJ Function:General Activity:Plant Acquisition 1342 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $0 $1,000 $1,000 $1,000 Total Revenue $0 $1,000 $1,000 $1,000 Expense Other Charges 0 1,000 1,000 1,000 Expenditure Transfers 0 1,253,596 0 0 Total Expenditures and Appropriations $0 $1,254,596 $1,000 $1,000 Net Costs $0 $1,253,596 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0129 - CO LAW ENF COMM CAP-PROJ Function:General Activity:Plant Acquisition 1343 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Miscellaneous Revenue $119,926 $160,000 $160,000 $160,000 Total Revenue $119,926 $160,000 $160,000 $160,000 Expense Services And Supplies $0 $160,000 $160,000 $160,000 Expenditure Transfers 0 2,132,363 0 0 Total Expenditures and Appropriations $0 $2,292,363 $160,000 $160,000 Net Costs $(119,926)$2,132,363 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0131 - CO LAW ENF HLCPTR CAP PRJ Function:General Activity:Plant Acquisition 1344 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $44,000 $25,000 $25,000 $25,000 Miscellaneous Revenue 250 0 0 0 Total Revenue $44,250 $25,000 $25,000 $25,000 Expense Services And Supplies $85,302 $533,415 $293,800 $293,800 Other Charges 300,000 300,000 300,000 300,000 Total Expenditures and Appropriations $385,302 $833,415 $593,800 $593,800 Net Costs $341,052 $808,415 $568,800 $568,800 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0135 - ECONOMIC PROMOTION Function:General Activity:Promotion 1345 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Salaries And Benefits $0 $1,836,222 $1,247,102 $1,247,363 Services And Supplies 0 0 40,287 40,287 Other Charges 0 0 2,590 2,590 Total Expenditures and Appropriations $0 $1,836,222 $1,289,979 $1,290,240 Net Costs $0 $1,836,222 $1,289,979 $1,290,240 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0136 - RACIAL EQUITY AND SOCIAL JUSTICE Function:General Activity:Other General 1346 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $37,591 $0 $0 $0 Miscellaneous Revenue 1,687,906 0 0 0 Total Revenue $1,725,498 $0 $0 $0 Expense Salaries And Benefits $(650,605)$323,300 $268,083 $268,083 Services And Supplies 2,039,120 876,700 931,917 931,917 Expenditure Transfers (55,409)0 0 0 Total Expenditures and Appropriations $1,333,106 $1,200,000 $1,200,000 $1,200,000 Net Costs $(392,391)$1,200,000 $1,200,000 $1,200,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0145 - EMPLOYEE/RETIREE BENEFITS Function:General Activity:Other General 1347 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $3,975,860 $2,079,305 $20,008,222 $20,008,222 Total Revenue $3,975,860 $2,079,305 $20,008,222 $20,008,222 Expense Salaries And Benefits $10,575,036 $13,739,063 $13,672,386 $14,842,757 Services And Supplies 16,233,239 19,794,007 21,310,750 26,520,750 Other Charges 322,993 472,030 480,775 480,775 Fixed Assets 674,468 401,000 156,000 156,000 Expenditure Transfers (19,525,113)(31,169,140)(16,782,060)(16,782,060) Total Expenditures and Appropriations $8,280,624 $3,236,960 $18,837,851 $25,218,222 Net Costs $4,304,764 $1,157,655 $(1,170,371)$5,210,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0147 - INFORMATION TECHNOLOGY Function:General Activity:Other General 1348 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $1,656,660 $1,481,000 $1,737,000 $1,737,000 Miscellaneous Revenue 149 0 0 0 Total Revenue $1,656,810 $1,481,000 $1,737,000 $1,737,000 Expense Salaries And Benefits $2,100,371 $2,465,000 $2,570,766 $2,669,420 Services And Supplies 3,659,022 3,679,000 4,098,043 4,098,043 Fixed Assets 182,074 493,000 1,000,000 1,000,000 Expenditure Transfers (5,673,322)(5,106,000)(5,931,809)(6,030,463) Total Expenditures and Appropriations $268,146 $1,531,000 $1,737,000 $1,737,000 Net Costs $(1,388,664)$50,000 $(0)$(0) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0148 - PRINT & MAIL SERVICES Function:General Activity:Other General 1349 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $41,902,514 $0 $0 $0 Miscellaneous Revenue 5,025,483 8,836,048 46,711,958 46,711,958 Total Revenue $46,927,997 $8,836,048 $46,711,958 $46,711,958 Expense Salaries And Benefits $3,870,675 $6,098,256 $6,350,562 $6,350,562 Services And Supplies 5,553,957 3,011,823 40,637,524 40,704,055 Other Charges 12,093,811 15,863 15,772 15,772 Fixed Assets 0 20,000 20,000 20,000 Expenditure Transfers 29,991,186 30,722 31,203 31,203 Total Expenditures and Appropriations $51,509,629 $9,176,664 $47,055,061 $47,121,592 Net Costs $4,581,631 $340,616 $343,103 $409,634 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0150 - INSURANCE AND RISK MGMT Function:General Activity:Other General 1350 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services 52,170 120,000 75,000 75,000 Total Revenue $52,170 $120,000 $75,000 $75,000 Expense Services And Supplies $0 $20,000 $20,000 $20,000 Other Charges 0 1,000 1,000 1,000 Expenditure Transfers 9,830 430,000 467,121 467,121 Total Expenditures and Appropriations $9,830 $451,000 $488,121 $488,121 Net Costs $(42,341)$331,000 $413,121 $413,121 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0161 - SURVEY MONUMENT PRESERVTN Function:General Activity:Other General 1351 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises $24,195 $19,000 $24,000 $24,000 Fines/Forfeits/Penalties 1,974,191 1,978,958 2,122,560 2,122,560 Intergovernmental Revenue 371,257 925,000 702,000 702,000 Charges For Services 2,179,782 2,377,556 2,197,800 2,197,800 Total Revenue $4,549,425 $5,300,514 $5,046,360 $5,046,360 Expense Salaries And Benefits $911,773 $997,087 $1,011,720 $1,011,720 Services And Supplies 505,005 1,581,733 1,103,798 1,103,798 Other Charges 15,247,811 15,721,194 15,930,342 15,930,342 Total Expenditures and Appropriations $16,664,589 $18,300,014 $18,045,860 $18,045,860 Net Costs $12,115,163 $12,999,500 $12,999,500 $12,999,500 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0202 - TRIAL COURT PROGRAMS Function:Public Protection Activity:Judicial 1352 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $211,947 $650,000 $320,000 $320,000 Total Revenue $211,947 $650,000 $320,000 $320,000 Expense Expenditure Transfers $351,055 $650,000 $520,000 $520,000 Total Expenditures and Appropriations $351,055 $650,000 $520,000 $520,000 Net Costs $139,108 $0 $200,000 $200,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0233 - R/ESTATE FRAUD PROSECUTE Function:Public Protection Activity:Judicial 1353 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $(48)$0 $0 $0 Miscellaneous Revenue 1,079 1,000 1,000 1,000 Total Revenue $1,031 $1,000 $1,000 $1,000 Expense Services And Supplies $0 $999 $1,000 $1,000 Total Expenditures and Appropriations $0 $999 $1,000 $1,000 Net Costs $(1,031)$(1)$0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0234 - DA FORFEITURE-FED-DOJ Function:Public Protection Activity:Judicial 1354 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $255,588 $129,942 $126,431 $126,431 Total Revenue $255,588 $129,942 $126,431 $126,431 Expense Salaries And Benefits $557,499 $910,012 $927,184 $927,184 Services And Supplies 571,081 2,260,450 1,404,579 1,404,579 Expenditure Transfers (442,658)(215,520)(205,332)(205,332) Total Expenditures and Appropriations $685,922 $2,954,942 $2,126,431 $2,126,431 Net Costs $430,334 $2,825,000 $2,000,000 $2,000,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0235 - LAW & JUSTICE SYSTEMS DEV Function:Public Protection Activity:Judicial 1355 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Services And Supplies $0 $78 $0 $0 Total Expenditures and Appropriations $0 $78 $0 $0 Net Costs $0 $78 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0236 - COURT RECORDS AUTOMATION Function:Public Protection Activity:Judicial 1356 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Services And Supplies $40,157 $156,000 $156,000 $156,000 Total Expenditures and Appropriations $40,157 $156,000 $156,000 $156,000 Net Costs $40,157 $156,000 $156,000 $156,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0238 - CIVIL GRAND JURY Function:Public Protection Activity:Judicial 1357 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Services And Supplies $0 $50,000 $50,000 $50,000 Total Expenditures and Appropriations $0 $50,000 $50,000 $50,000 Net Costs $0 $50,000 $50,000 $50,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0239 - CRIMINAL GRAND JURY Function:Public Protection Activity:Judicial 1358 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Fines/Forfeits/Penalties $(91)$0 $0 $0 Miscellaneous Revenue 536,094 586,000 600,000 750,000 Total Revenue $536,002 $586,000 $600,000 $750,000 Expense Other Charges $1,628 $2,000 $2,000 $2,000 Expenditure Transfers 0 2,640,405 598,000 748,000 Total Expenditures and Appropriations $1,628 $2,642,405 $600,000 $750,000 Net Costs $(534,374)$2,056,405 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0241 - SLESF-CRIM PROSECUTION Function:Public Protection Activity:Judicial 1359 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Fines/Forfeits/Penalties $(1,165)$24,000 $24,000 $24,000 Intergovernmental Revenue 24,408,716 24,837,126 25,623,071 25,623,071 Miscellaneous Revenue 3,933,204 5,729,518 5,459,645 5,609,645 Total Revenue $28,340,755 $30,590,644 $31,106,716 $31,256,716 Expense Salaries And Benefits $42,723,376 $48,601,334 $53,873,285 $53,684,947 Services And Supplies 5,181,296 6,468,143 6,376,999 6,661,999 Other Charges 35,281 1,249,649 2,067,492 2,067,492 Fixed Assets 60,169 178,276 100,000 142,000 Expenditure Transfers (470,305)(329,591)(427,490)(604,490) Total Expenditures and Appropriations $47,529,818 $56,167,811 $61,990,286 $61,951,948 Net Costs $19,189,062 $25,577,167 $30,883,570 $30,695,232 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0242 - DISTRICT ATTORNEY Function:Public Protection Activity:Judicial 1360 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $198,563 $969,234 $640,117 $640,117 Charges For Services 98 0 0 0 Miscellaneous Revenue 7,581,336 10,212,996 9,836,286 9,836,286 Total Revenue $7,779,997 $11,182,230 $10,476,403 $10,476,403 Expense Salaries And Benefits $33,377,163 $40,032,064 $44,872,440 $44,872,440 Services And Supplies 5,917,157 6,953,380 6,502,314 6,502,314 Other Charges 57 98,805 119,835 119,835 Fixed Assets 0 320,000 320,000 320,000 Expenditure Transfers (1,008,375)(1,075,019)(1,097,910)(1,097,910) Total Expenditures and Appropriations $38,286,001 $46,329,230 $50,716,679 $50,716,679 Net Costs $30,506,005 $35,147,000 $40,240,276 $40,240,276 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0243 - PUBLIC DEFENDER Function:Public Protection Activity:Judicial 1361 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $1,915 $6,000 $6,000 $6,000 Miscellaneous Revenue 19,170 60,000 60,000 60,000 Total Revenue $21,085 $66,000 $66,000 $66,000 Expense Services And Supplies $49,307 $66,000 $66,000 $66,000 Total Expenditures and Appropriations $49,307 $66,000 $66,000 $66,000 Net Costs $28,222 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0244 - D A REVENUE NARCOTICS Function:Public Protection Activity:Judicial 1362 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Salaries And Benefits $502,442 $398,884 $653,936 $653,936 Services And Supplies 13,400 15,006 16,044 16,044 Expenditure Transfers (176,404)(369,781)(352,147)(352,147) Total Expenditures and Appropriations $339,438 $44,109 $317,833 $317,833 Net Costs $339,438 $44,109 $317,833 $317,833 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0245 - D A WELFARE FRAUD Function:Public Protection Activity:Judicial 1363 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $7,957 $2,000 $2,000 $8,000 Charges For Services 206,541 180,000 180,000 185,000 Total Revenue $214,498 $182,000 $182,000 $193,000 Expense Services And Supplies $134,367 $141,102 $141,102 $188,000 Other Charges 19,200 19,000 19,000 5,000 Total Expenditures and Appropriations $153,568 $160,102 $160,102 $193,000 Net Costs $(60,930)$(21,898)$(21,898)$0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0246 - DISPUTE RESOLUTION PROGRAM Function:Public Protection Activity:Judicial 1364 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Fines/Forfeits/Penalties $555,130 $800,000 $550,000 $550,000 Total Revenue $555,130 $800,000 $550,000 $550,000 Expense Expenditure Transfers 437,923 800,000 550,000 550,000 Total Expenditures and Appropriations $437,923 $800,000 $550,000 $550,000 Net Costs $(117,207)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0247 - DA CONSUMER PROTECTION Function:Public Protection Activity:Judicial 1365 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Miscellaneous Revenue $321,038 $0 $0 $0 Total Revenue $321,038 $0 $0 $0 Expense Services And Supplies 5,336,263 5,000,000 5,000,000 5,000,000 Total Expenditures and Appropriations $5,336,263 $5,000,000 $5,000,000 $5,000,000 Net Costs $5,015,225 $5,000,000 $5,000,000 $5,000,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0248 - CONFLICT DEFENSE SERVICES Function:Public Protection Activity:Judicial 1366 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $38,471 $0 $0 $0 Intergovernmental Revenue 13,859,575 20,141,000 20,141,769 20,141,769 Miscellaneous Revenue 353,341 0 0 0 Total Revenue $14,251,387 $20,141,000 $20,141,769 $20,141,769 Expense Salaries And Benefits $16,604,550 $13,602,918 $18,401,172 $18,401,174 Services And Supplies 1,999,255 790,000 656,522 656,522 Other Charges 799,439 773,000 838,074 838,074 Fixed Assets 102,446 0 0 0 Expenditure Transfers 216,991 246,000 246,000 246,000 Total Expenditures and Appropriations $19,722,681 $15,411,918 $20,141,768 $20,141,769 Net Costs $5,471,294 $(4,729,082)$(2)$0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0249 - CCC DEPT CHILD SPPRT SVCS Function:Public Protection Activity:Other Protection 1367 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Fines/Forfeits/Penalties $1,175,314 $460,000 $523,000 $523,000 Total Revenue $1,175,314 $460,000 $523,000 $523,000 Expense Services And Supplies 1,969 0 0 0 Expenditure Transfers 474,083 460,000 523,000 523,000 Total Expenditures and Appropriations $476,052 $460,000 $523,000 $523,000 Net Costs $(699,261)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0251 - DA ENVIRON/OSHA Function:Public Protection Activity:Judicial 1368 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $14,681 $6,000 $6,000 $6,000 Miscellaneous Revenue 2,550 1,000 1,000 1,000 Total Revenue $17,231 $7,000 $7,000 $7,000 Expense Services And Supplies $0 $6,000 $6,000 $6,000 Other Charges 10 1,000 1,000 1,000 Total Expenditures and Appropriations $10 $7,000 $7,000 $7,000 Net Costs $(17,221)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0252 - SHER FORFEIT-FED-DOJ Function:Public Protection Activity:Police Protection 1369 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Miscellaneous Revenue $83,709 $100,000 $100,000 $100,000 Total Revenue $83,709 $100,000 $100,000 $100,000 Expense Services And Supplies $91 $5,000 $5,837 $5,837 Other Charges 350 1,000 163 163 Expenditure Transfers 0 94,000 94,000 94,000 Total Expenditures and Appropriations $442 $100,000 $100,000 $100,000 Net Costs $(83,268)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0253 - SHER NARC FRFEIT-ST/LOCAL Function:Public Protection Activity:Police Protection 1370 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises $63,945 $32,000 $32,000 $32,000 Fines/Forfeits/Penalties 55,217 150,000 150,000 150,000 Intergovernmental Revenue 53,177,559 54,032,333 54,190,809 54,190,809 Charges For Services 32,265,693 35,020,744 35,213,082 35,213,082 Miscellaneous Revenue 5,531,590 13,568,862 13,934,419 13,934,419 Total Revenue $91,094,003 $102,803,939 $103,520,310 $103,520,310 Expense Salaries And Benefits $126,137,417 $139,031,169 $148,148,273 $148,323,221 Services And Supplies 15,932,783 16,111,048 16,900,186 16,900,186 Other Charges 269,589 10,880,256 13,830,256 13,830,256 Fixed Assets 909,634 3,826,932 3,805,773 3,805,773 Expenditure Transfers 3,909,235 2,816,267 3,140,871 3,140,871 Total Expenditures and Appropriations $147,158,658 $172,665,672 $185,825,359 $186,000,307 Net Costs $56,064,655 $69,861,733 $82,305,049 $82,479,997 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0255 - SHERIFF Function:Public Protection Activity:Police Protection 1371 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Fines/Forfeits/Penalties $2,193 $21,000 $21,000 $21,000 Use Of Money & Property 2,207 3,000 3,000 3,000 Total Revenue $4,401 $24,000 $24,000 $24,000 Expense Services And Supplies $0 $23,000 $23,000 $23,000 Other Charges 10 1,000 1,000 1,000 Total Expenditures and Appropriations $10 $24,000 $24,000 $24,000 Net Costs $(4,391)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0256 - CRIMINALISTIC LAB FUND Function:Public Protection Activity:Police Protection 1372 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Fines/Forfeits/Penalties $122,452 $120,000 $120,000 $120,000 Intergovernmental Revenue 225,000 0 0 0 Charges For Services 702,385 1,062,000 1,062,000 1,062,000 Total Revenue $1,049,837 $1,182,000 $1,182,000 $1,182,000 Expense Services And Supplies $137,900 $1,151,642 $1,150,742 $1,150,742 Other Charges 26,701 21,500 22,400 22,400 Expenditure Transfers 713,250 855,000 855,000 855,000 Total Expenditures and Appropriations $877,851 $2,028,142 $2,028,142 $2,028,142 Net Costs $(171,987)$846,142 $846,142 $846,142 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0260 - AUTOMATED ID & WARRANT Function:Public Protection Activity:Police Protection 1373 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Miscellaneous Revenue $536,094 $586,000 $600,000 $600,000 Total Revenue $536,094 $586,000 $600,000 $600,000 Expense Other Charges $1,628 $2,000 $2,000 $2,000 Expenditure Transfers 536,094 (3,521,602)598,000 598,000 Total Expenditures and Appropriations $537,722 $(3,519,602)$600,000 $600,000 Net Costs $1,628 $(4,105,602)$0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0262 - SLESF-JAIL CONSTR & OPS Function:Public Protection Activity:Detention & Correction 1374 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Miscellaneous Revenue $447,694 $492,000 $500,000 $500,000 Total Revenue $447,694 $492,000 $500,000 $500,000 Expense Other Charges $1,366 $2,000 $2,000 $2,000 Expenditure Transfers 167,736 1,391,606 498,000 498,000 Total Expenditures and Appropriations $169,102 $1,393,606 $500,000 $500,000 Net Costs $(278,592)$901,606 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0263 - SLESF-FRONT LINE ENF-CO Function:Public Protection Activity:Police Protection 1375 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Miscellaneous Revenue $3,795,497 $4,140,000 $4,300,000 $4,300,000 Total Revenue $3,795,497 $4,140,000 $4,300,000 $4,300,000 Expense Other Charges $3,795,497 $4,140,000 $4,300,000 $4,300,000 Expenditure Transfers 0 (123,832)0 0 Total Expenditures and Appropriations $3,795,497 $4,016,168 $4,300,000 $4,300,000 Net Costs $0 $(123,832)$0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0264 - SLESF-FRONT LINE ENF-CITY Function:Public Protection Activity:Police Protection 1376 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $1,046,463 $1,000,000 $1,000,000 $1,000,000 Total Revenue $1,046,463 $1,000,000 $1,000,000 $1,000,000 Expense Services And Supplies $594,534 $1,000,000 $1,000,000 $1,000,000 Total Expenditures and Appropriations $594,534 $1,000,000 $1,000,000 $1,000,000 Net Costs $(451,929)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0265 - VEHICLE THEFT PROGRAM Function:Public Protection Activity:Police Protection 1377 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $2,323 $1,000 $1,000 $1,000 Miscellaneous Revenue 3,035 1,000 1,000 1,000 Total Revenue $5,358 $2,000 $2,000 $2,000 Expense Other Charges $10 $1,000 $1,000 $1,000 Expenditure Transfers 0 1,000 1,000 1,000 Total Expenditures and Appropriations $10 $2,000 $2,000 $2,000 Net Costs $(5,348)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0268 - SHER FORFEIT-FED TREASURY Function:Public Protection Activity:Police Protection 1378 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $47,987 $36,000 $36,000 $36,000 Intergovernmental Revenue 1,365,918 1,200,000 1,200,000 1,200,000 Miscellaneous Revenue 249,853 201,000 201,000 201,000 Total Revenue $1,663,758 $1,437,000 $1,437,000 $1,437,000 Expense Services And Supplies $0 $50,000 $50,000 $50,000 Other Charges 184 1,000 1,000 1,000 Expenditure Transfers 1,308,160 1,386,000 1,386,000 1,386,000 Total Expenditures and Appropriations $1,308,344 $1,437,000 $1,437,000 $1,437,000 Net Costs $(355,414)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0270 - CENTRAL IDENTIFY BUREAU Function:Public Protection Activity:Police Protection 1379 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $13,351 $10,000 $10,000 $10,000 Intergovernmental Revenue 13,219 172,000 172,000 172,000 Total Revenue $26,570 $182,000 $182,000 $182,000 Expense Other Charges 166 1,000 1,000 1,000 Expenditure Transfers 21,906 181,000 181,000 181,000 Total Expenditures and Appropriations $22,072 $182,000 $182,000 $182,000 Net Costs $(4,498)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0271 - CO-WIDE GANG AND DRUG Function:Public Protection Activity:Police Protection 1380 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $55,648 $1,000 $35,090 $35,090 Charges For Services 23,077 12,000 12,000 12,000 Miscellaneous Revenue 1,014,213 973,000 1,073,000 1,073,000 Total Revenue $1,092,938 $986,000 $1,120,090 $1,120,090 Expense Salaries And Benefits $711,175 $1,040,293 $1,060,943 $1,060,943 Services And Supplies 3,702 20,786 38,691 38,691 Other Charges 3,763 20,716 20,456 20,456 Total Expenditures and Appropriations $718,640 $1,081,795 $1,120,090 $1,120,090 Net Costs $(374,297)$95,795 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0273 - PRISONERS WELFARE Function:Public Protection Activity:Detention & Correction 1381 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $18,874 $0 $0 $0 Intergovernmental Revenue 2,075,237 1,000,000 1,000,000 1,000,000 Total Revenue $2,094,111 $1,000,000 $1,000,000 $1,000,000 Expense Expenditure Transfers $1,259,546 $1,000,000 $1,000,000 $1,000,000 Total Expenditures and Appropriations $1,259,546 $1,000,000 $1,000,000 $1,000,000 Net Costs $(834,565)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0274 - AB 879 Function:Public Protection Activity:Police Protection 1382 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Fines/Forfeits/Penalties $189,420 $225,000 $225,000 $225,000 Total Revenue $189,420 $225,000 $225,000 $225,000 Expense Expenditure Transfers 218,337 225,000 225,000 225,000 Total Expenditures and Appropriations $218,337 $225,000 $225,000 $225,000 Net Costs $28,917 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0275 - DNA IDENTIFICATION FUND Function:Public Protection Activity:Police Protection 1383 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Fines/Forfeits/Penalties $5 $0 $0 $0 Charges For Services 12,781 0 0 0 Miscellaneous Revenue 14,950,969 19,783,664 20,002,266 20,002,266 Total Revenue $14,963,754 $19,783,664 $20,002,266 $20,002,266 Expense Salaries And Benefits $14,178,908 $19,458,823 $19,413,377 $19,413,377 Services And Supplies 139,241 268,841 494,200 494,200 Other Charges 149 0 0 0 Expenditure Transfers (151,522)56,000 48,689 48,689 Total Expenditures and Appropriations $14,166,776 $19,783,664 $19,956,266 $19,956,266 Net Costs $(796,979)$(0)$(46,000)$(46,000) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0277 - SHERIFF CONTRACT SVCS Function:Public Protection Activity:Detention & Correction 1384 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises $19,812,148 $19,823,000 $20,103,531 $20,103,531 Fines/Forfeits/Penalties 23,904 20,000 20,000 20,000 Use Of Money & Property 1,522,812 112,000 112,000 112,000 Charges For Services 7,391,908 10,063,000 10,329,076 10,329,076 Miscellaneous Revenue 8,635,388 13,293,000 17,568,728 17,568,728 Total Revenue $37,386,160 $43,311,000 $48,133,335 $48,133,335 Expense Salaries And Benefits $26,521,297 $34,476,000 $36,240,570 $36,240,570 Services And Supplies 7,601,407 12,888,000 18,806,547 18,806,547 Other Charges 2,670,023 3,400,000 3,866,273 3,866,273 Fixed Assets 23,288 750,000 1,125,000 1,125,000 Expenditure Transfers (3,628,863)(8,203,000)(11,951,800)(11,951,800) Total Expenditures and Appropriations $33,187,152 $43,311,000 $48,086,590 $48,086,590 Net Costs $(4,199,008)$(0)$(46,745)$(46,745) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0280 - CONSERVATION & DEVELOPMENT Function:Public Protection Activity:Other Protection 1385 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises $27,176 $39,000 $40,000 $40,000 Miscellaneous Revenue 4,294 0 0 0 Total Revenue $31,469 $39,000 $40,000 $40,000 Expense Services And Supplies $9,896 $39,000 $40,000 $40,000 Total Expenditures and Appropriations $9,896 $39,000 $40,000 $40,000 Net Costs $(21,573)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0282 - SB1186 CERT ACCESS PRGM Function:Public Protection Activity:Other Protection 1386 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $0 $247,000 $375,000 $375,000 Total Revenue $0 $247,000 $375,000 $375,000 Expense Services And Supplies $29,129 $247,000 $375,000 $375,000 Other Charges 2,056 0 0 0 Expenditure Transfers (2,056)0 0 0 Total Expenditures and Appropriations $29,129 $247,000 $375,000 $375,000 Net Costs $29,129 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0284 - SB 1383 LOCAL ASST GRANT Function:Public Protection Activity:Other Protection 1387 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $174,116 $357,000 $459,700 $459,700 Total Revenue $174,116 $357,000 $459,700 $459,700 Expense Services And Supplies $234,219 $329,345 $434,347 $434,347 Other Charges 4,128 27,655 25,353 25,353 Total Expenditures and Appropriations $238,346 $357,000 $459,700 $459,700 Net Costs $64,231 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0285 - ENERGY EFFICIENCY PROGS Function:Public Protection Activity:Other Protection 1388 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Miscellaneous Revenue 304,993 733,000 319,000 319,000 Total Revenue $304,993 $733,000 $319,000 $319,000 Expense Services And Supplies $414,083 $716,000 $302,000 $302,000 Expenditure Transfers 0 17,000 17,000 17,000 Total Expenditures and Appropriations $414,083 $733,000 $319,000 $319,000 Net Costs $109,090 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0286 - MSR WW GRANT Function:Public Protection Activity:Other Protection 1389 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $72,446,439 $78,016,618 $83,624,412 $83,624,412 Total Revenue $72,446,439 $78,016,618 $83,624,412 $83,624,412 Expense Expenditure Transfers $63,270,235 $79,241,109 $84,725,584 $84,725,584 Total Expenditures and Appropriations $63,270,235 $79,241,109 $84,725,584 $84,725,584 Net Costs $(9,176,205)$1,224,491 $1,101,172 $1,101,172 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0295 - LAW ENFORCEMENT SVCS ACCT Function:Public Protection Activity:Other Protection 1390 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $148,890,871 $153,666,000 $160,273,000 $160,273,000 Total Revenue $148,890,871 $153,666,000 $160,273,000 $160,273,000 Expense Expenditure Transfers $145,804,753 $153,666,000 $160,273,000 $160,273,000 Total Expenditures and Appropriations $145,804,753 $153,666,000 $160,273,000 $160,273,000 Net Costs $(3,086,118)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0296 - SUPPORT SERVICES Function:Public Assistance Activity:Aid Programs 1391 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $40,186,433 $39,672,000 $39,781,463 $39,781,463 Charges For Services 1,990,883 1,007,000 1,007,000 1,007,000 Miscellaneous Revenue 11,009,191 12,122,953 12,604,509 12,604,509 Total Revenue $53,186,508 $52,801,953 $53,392,972 $53,392,972 Expense Salaries And Benefits $81,185,625 $95,323,756 $94,245,875 $96,431,459 Services And Supplies 11,309,901 8,109,261 8,963,125 8,963,125 Other Charges 14,666 166,000 166,000 166,000 Fixed Assets 190,604 618,000 618,000 618,000 Expenditure Transfers (120,809)899,129 925,549 925,549 Total Expenditures and Appropriations $92,579,985 $105,116,146 $104,918,549 $107,104,133 Net Costs $39,393,478 $52,314,193 $51,525,577 $53,711,161 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0300 - CUSTODY SERVICES BUREAU Function:Public Protection Activity:Detention & Correction 1392 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $72,195 $17,007 $52,864 $52,864 Charges For Services 629,435 1,093,143 847,064 847,064 Miscellaneous Revenue 1,202,408 1,278,073 1,341,877 1,341,877 Total Revenue $1,904,037 $2,388,223 $2,241,805 $2,241,805 Expense Salaries And Benefits $29,545,458 $37,721,753 $47,745,513 $47,745,513 Services And Supplies 16,828,356 8,869,089 12,938,825 12,938,825 Other Charges 152,527 143,000 82,070 82,070 Fixed Assets 67,018 166,782 366,782 366,782 Expenditure Transfers (4,200,857)(4,005,401)(4,590,871)(4,590,871) Total Expenditures and Appropriations $42,392,502 $42,895,223 $56,542,318 $56,542,318 Net Costs $40,488,465 $40,507,000 $54,300,513 $54,300,513 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0301 - HLTH SVCS-DETENTION INMATES Function:Public Protection Activity:Detention & Correction 1393 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $1,322,896 $1,526,000 $1,000,000 $1,000,000 Charges For Services 828,809 2,000 2,000 2,000 Miscellaneous Revenue 20,951,941 33,584,931 35,635,904 35,635,904 Total Revenue $23,103,647 $35,112,931 $36,637,904 $36,637,904 Expense Salaries And Benefits $34,340,680 $43,590,931 $44,497,390 $44,497,390 Services And Supplies 14,151,253 21,324,000 21,872,165 21,872,165 Other Charges 372,505 578,000 605,804 605,804 Fixed Assets 133,330 0 300,000 300,000 Expenditure Transfers (74,567)430,000 435,131 435,131 Total Expenditures and Appropriations $48,923,201 $65,922,931 $67,710,490 $67,710,490 Net Costs $25,819,555 $30,810,000 $31,072,586 $31,072,586 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0308 - PROBATION PROGRAMS Function:Public Protection Activity:Detention & Correction 1394 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $13,637,085 $10,825,000 $11,223,943 $11,223,943 Charges For Services 435 0 0 0 Miscellaneous Revenue 5,968,864 10,087,010 10,873,864 10,873,864 Total Revenue $19,606,384 $20,912,010 $22,097,807 $22,097,807 Expense Salaries And Benefits $23,414,038 $31,125,010 $30,860,778 $30,860,778 Services And Supplies 2,928,753 4,934,000 4,740,071 4,740,071 Other Charges 41,148 11,000 0 0 Fixed Assets 96,538 0 0 0 Expenditure Transfers (281,369)131,000 129,372 129,372 Total Expenditures and Appropriations $26,199,107 $36,201,010 $35,730,221 $35,730,221 Net Costs $6,592,723 $15,289,000 $13,632,414 $13,632,414 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0309 - PROBATION FACILITIES Function:Public Protection Activity:Detention & Correction 1395 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $497,623 $290,000 $546,000 $546,000 Miscellaneous Revenue 810,177 875,000 440,000 440,000 Total Revenue $1,307,800 $1,165,000 $986,000 $986,000 Expense Services And Supplies $3,870,519 $4,020,000 $4,603,000 $4,603,000 Other Charges 2,077,310 2,575,000 1,135,000 1,135,000 Total Expenditures and Appropriations $5,947,829 $6,595,000 $5,738,000 $5,738,000 Net Costs $4,640,029 $5,430,000 $4,752,000 $4,752,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0310 - PROB CARE OF COURT WARDS Function:Public Protection Activity:Detention & Correction 1396 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Miscellaneous Revenue $5,204,794 $5,759,000 $6,047,000 $6,047,000 Total Revenue $5,204,794 $5,759,000 $6,047,000 $6,047,000 Expense Expenditure Transfers $4,149,542 $21,160,714 $6,976,064 $6,976,064 Total Expenditures and Appropriations $4,149,542 $21,160,714 $6,976,064 $6,976,064 Net Costs $(1,055,252)$15,401,714 $929,064 $929,064 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0311 - SLESF-PROBATION Function:Public Protection Activity:Detention & Correction 1397 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Services And Supplies $15,598 $0 $0 $0 Total Expenditures and Appropriations $15,598 $0 $0 $0 Net Costs $15,598 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0313 - PROBATION OFFICERS SPECIAL FUND Function:Public Protection Activity:Detention & Correction 1398 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $9,946 $10,000 $20,000 $20,000 Miscellaneous Revenue 106,587 0 0 0 Total Revenue $116,533 $10,000 $20,000 $20,000 Expense Services And Supplies $776,061 $608,000 $868,000 $868,000 Other Charges 32 2,000 2,000 2,000 Expenditure Transfers 40,439 100,000 50,000 50,000 Total Expenditures and Appropriations $816,533 $710,000 $920,000 $920,000 Net Costs $700,000 $700,000 $900,000 $900,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0330 - CO DRAINAGE MAINTENANCE Function:Public Protection Activity:Flood Control & Soil Cnsv 1399 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Fines/Forfeits/Penalties $8,100 $25,200 $25,200 $25,200 Intergovernmental Revenue 3,367,356 3,885,193 4,005,943 4,005,943 Charges For Services 1,219,221 1,044,076 1,299,158 1,299,158 Miscellaneous Revenue 20,340 21,000 8,000 8,000 Total Revenue $4,615,017 $4,975,469 $5,338,301 $5,338,301 Expense Salaries And Benefits $4,726,218 $5,918,699 $6,730,469 $6,859,269 Services And Supplies 1,366,166 1,349,979 1,396,962 1,396,962 Other Charges 0 77,791 90,958 90,958 Expenditure Transfers 509,071 714,054 810,001 810,001 Total Expenditures and Appropriations $6,601,455 $8,060,523 $9,028,390 $9,157,190 Net Costs $1,986,438 $3,085,054 $3,690,089 $3,818,889 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0335 - AGRICULTURE-WEIGHTS/MEAS Function:Public Protection Activity:Protective Inspection 1400 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $1,866 $1,000 $0 $0 Charges For Services 61,406 150,000 100,000 100,000 Total Revenue $63,272 $151,000 $100,000 $100,000 Expense Other Charges $47 $1,000 $1,000 $1,000 Expenditure Transfers 102,388 314,000 366,275 366,275 Total Expenditures and Appropriations $102,435 $315,000 $367,275 $367,275 Net Costs $39,163 $164,000 $267,275 $267,275 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0350 - CDD/PWD JOINT REVIEW FEE Function:Public Protection Activity:Other Protection 1401 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $38,310 $60,000 $60,000 $60,000 Total Revenue $38,310 $60,000 $60,000 $60,000 Expense Services And Supplies $29,161 $45,000 $45,000 $45,000 Expenditure Transfers 4,151 15,000 15,000 15,000 Total Expenditures and Appropriations $33,312 $60,000 $60,000 $60,000 Net Costs $(4,998)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0351 - USED OIL RECYCLING GRANT Function:Public Protection Activity:Other Protection 1402 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $1,042,049 $1,165,000 $955,000 $955,000 Miscellaneous Revenue 26,652 0 0 0 Total Revenue $1,068,701 $1,165,000 $955,000 $955,000 Expense Salaries And Benefits $1,135,575 $1,903,146 $2,082,905 $2,082,905 Services And Supplies 552,537 7,589,206 7,568,621 7,568,621 Other Charges 290,635 289,662 310,247 310,247 Fixed Assets 0 250,000 250,000 250,000 Expenditure Transfers 140,276 0 0 0 Total Expenditures and Appropriations $2,119,024 $10,032,014 $10,211,773 $10,211,773 Net Costs $1,050,323 $8,867,014 $9,256,773 $9,256,773 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0353 - RECORDER MICRO/MOD Function:Public Protection Activity:Other Protection 1403 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $4,265,434 $4,539,853 $3,894,100 $3,894,100 Miscellaneous Revenue 140,576 0 0 0 Total Revenue $4,406,010 $4,539,853 $3,894,100 $3,894,100 Expense Salaries And Benefits $3,731,595 $3,874,415 $4,122,464 $4,122,464 Services And Supplies 571,848 775,921 686,405 686,405 Other Charges 0 14,259 14,857 14,857 Expenditure Transfers (82,282)(9,000)(7,000)(7,000) Total Expenditures and Appropriations $4,221,161 $4,655,595 $4,816,726 $4,816,726 Net Costs $(184,849)$115,742 $922,626 $922,626 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0355 - RECORDER Function:Public Protection Activity:Other Protection 1404 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Other Charges $228,871 $300,000 $350,000 $350,000 Total Expenditures and Appropriations $228,871 $300,000 $350,000 $350,000 Net Costs $228,871 $300,000 $350,000 $350,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0356 - LOCAL AGENCY FORMATION Function:Public Protection Activity:Other Protection 1405 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $185,593 $155,000 $155,000 $155,000 Miscellaneous Revenue 29,344 30,000 30,000 30,000 Total Revenue $214,937 $185,000 $185,000 $185,000 Expense Salaries And Benefits $2,622,854 $2,473,516 $2,695,798 $2,695,798 Services And Supplies 1,226,121 1,003,964 1,018,217 1,018,217 Other Charges 216 0 0 0 Expenditure Transfers 23,815 59,598 57,747 57,747 Total Expenditures and Appropriations $3,873,006 $3,537,078 $3,771,762 $3,771,762 Net Costs $3,658,069 $3,352,078 $3,586,762 $3,586,762 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0359 - CORONER Function:Public Protection Activity:Other Protection 1406 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $1,771,498 $3,377,941 $4,526,876 $4,526,876 Charges For Services 157,433 1,261,158 1,300,546 1,300,546 Miscellaneous Revenue 83,591 32,000 32,000 32,000 Total Revenue $2,012,522 $4,671,099 $5,859,422 $5,859,422 Expense Salaries And Benefits $3,509,147 $4,345,202 $4,177,900 $4,177,900 Services And Supplies 3,382,092 4,033,115 3,785,478 3,785,478 Other Charges 507 100,000 100,000 100,000 Fixed Assets 82,713 914,341 2,320,705 2,320,705 Expenditure Transfers (1,036,455)636,089 600,250 600,250 Total Expenditures and Appropriations $5,938,006 $10,028,747 $10,984,333 $10,984,333 Net Costs $3,925,483 $5,357,648 $5,124,911 $5,124,911 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0362 - EMERGENCY SERVICES Function:Public Protection Activity:Other Protection 1407 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises $1,320,711 $1,350,000 $1,350,000 $1,350,000 Charges For Services 7,034,958 8,235,000 10,689,222 10,689,222 Miscellaneous Revenue 39,075 0 0 0 Total Revenue $8,394,744 $9,585,000 $12,039,222 $12,039,222 Expense Salaries And Benefits $8,448,850 $10,573,684 $11,188,682 $12,134,943 Services And Supplies 3,348,657 3,601,518 5,125,599 5,125,599 Other Charges 10,439 69,000 119,500 119,500 Expenditure Transfers 278,697 450,298 448,165 448,165 Total Expenditures and Appropriations $12,086,643 $14,694,500 $16,881,946 $17,828,207 Net Costs $3,691,898 $5,109,500 $4,842,724 $5,788,985 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0366 - ANIMAL SERVICES Function:Public Protection Activity:Other Protection 1408 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Fines/Forfeits/Penalties $43,244 $242,000 $242,000 $242,000 Total Revenue $43,244 $242,000 $242,000 $242,000 Expense Services And Supplies $77,644 $238,000 $239,000 $239,000 Other Charges 0 1,000 0 0 Expenditure Transfers 3,000 3,000 3,000 3,000 Total Expenditures and Appropriations $80,644 $242,000 $242,000 $242,000 Net Costs $37,399 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0367 - GAME PROTECTION Function:Public Protection Activity:Other Protection 1409 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Fines/Forfeits/Penalties $7,272 $12,000 $12,000 $12,000 Use Of Money & Property 2,323 1,000 1,000 1,000 Charges For Services 1,289 3,000 3,000 3,000 Total Revenue $10,884 $16,000 $16,000 $16,000 Expense Services And Supplies $0 $397,266 $1,000 $1,000 Other Charges 10 1,000 1,000 1,000 Expenditure Transfers 0 14,000 14,000 14,000 Total Expenditures and Appropriations $10 $412,266 $16,000 $16,000 Net Costs $(10,874)$396,266 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0368 - TRAFFIC SAFETY Function:Public Protection Activity:Other Protection 1410 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $231,310 $106,000 $121,000 $121,000 Charges For Services 0 112,000 0 0 Total Revenue $231,310 $218,000 $121,000 $121,000 Expense Services And Supplies $311,988 $1,500,000 $1,500,000 $1,500,000 Other Charges 0 (82,498)(82,498)(82,498) Expenditure Transfers 6,000 400,000 400,000 400,000 Total Expenditures and Appropriations $317,988 $1,817,502 $1,817,502 $1,817,502 Net Costs $86,678 $1,599,502 $1,696,502 $1,696,502 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0370 - LIVABLE COMMUNITIES Function:Public Protection Activity:Other Protection 1411 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $24,516 $0 $0 $0 Miscellaneous Revenue 486,411 210,000 160,000 160,000 Total Revenue $510,926 $210,000 $160,000 $160,000 Expense Services And Supplies $186,307 $507,000 $440,000 $440,000 Expenditure Transfers 0 517,968 0 0 Total Expenditures and Appropriations $186,307 $1,024,968 $440,000 $440,000 Net Costs $(324,619)$814,968 $280,000 $280,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0375 - ANIMAL BENEFIT Function:Public Protection Activity:Other Protection 1412 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $198,718 $1,110,000 $1,110,000 $1,110,000 Total Revenue $198,718 $1,110,000 $1,110,000 $1,110,000 Expense Services And Supplies $0 $1,098,000 $1,098,000 $1,098,000 Other Charges 0 10,000 10,000 10,000 Expenditure Transfers 0 2,000 2,000 2,000 Total Expenditures and Appropriations $0 $1,110,000 $1,110,000 $1,110,000 Net Costs $(198,718)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0380 - HUD NSP Function:Public Assistance Activity:Other Assistance 1413 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises $48,079 $40,708 $48,000 $48,000 Fines/Forfeits/Penalties 7,952 7,063 7,872 7,872 Intergovernmental Revenue 62,795,729 73,220,696 67,787,602 67,787,602 Charges For Services 4,271,872 3,972,802 4,638,525 4,638,525 Miscellaneous Revenue 2,546,218 1,400 10,100 10,100 Total Revenue $69,669,849 $77,242,669 $72,492,099 $72,492,099 Expense Salaries And Benefits $81,090,323 $101,756,646 $76,634,893 $76,634,893 Services And Supplies 29,588,742 15,822,002 19,117,968 19,117,968 Other Charges 23 0 0 0 Fixed Assets 299,454 360,000 150,000 150,000 Expenditure Transfers (17,140,376)(18,455,979)(1,170,762)(1,170,762) Total Expenditures and Appropriations $93,838,167 $99,482,669 $94,732,099 $94,732,099 Net Costs $24,168,318 $22,240,000 $22,240,000 $22,240,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0450 - HEALTH SVCS-PUBLIC HEALTH Function:Health And Sanitation Activity:Health 1414 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $1,147,817 $1,315,659 $1,619,103 $1,619,103 Charges For Services 258,587 200,000 224,893 224,893 Miscellaneous Revenue 600 0 0 0 Total Revenue $1,407,004 $1,515,659 $1,843,996 $1,843,996 Expense Salaries And Benefits $3,415,346 $3,810,239 $3,867,634 $3,867,634 Services And Supplies 1,681,969 1,316,500 1,580,340 1,580,340 Expenditure Transfers (16,692)40,920 48,022 48,022 Total Expenditures and Appropriations $5,080,623 $5,167,659 $5,495,996 $5,495,996 Net Costs $3,673,619 $3,652,000 $3,652,000 $3,652,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0451 - CONSERVATOR/GUARDIANSHIP Function:Health And Sanitation Activity:Health 1415 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises $163,157 $150,000 $150,000 $150,000 Fines/Forfeits/Penalties 835,840 877,000 1,356,876 1,356,876 Intergovernmental Revenue 135,963 247,000 227,000 227,000 Charges For Services 17,496,332 24,439,000 24,999,197 24,999,197 Miscellaneous Revenue 338,943 237,000 237,000 237,000 Total Revenue $18,970,235 $25,950,000 $26,970,073 $26,970,073 Expense Salaries And Benefits $17,309,073 $21,743,000 $22,597,543 $22,597,543 Services And Supplies 3,278,375 3,696,900 3,833,930 3,833,930 Other Charges 65 3,000 3,000 3,000 Fixed Assets 248,874 200,000 200,000 200,000 Expenditure Transfers (571,343)307,100 335,600 335,600 Total Expenditures and Appropriations $20,265,043 $25,950,000 $26,970,073 $26,970,073 Net Costs $1,294,809 $0 $(0)$(0) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0452 - HEALTH SVCS-ENVIRON HLTH Function:Health And Sanitation Activity:Health 1416 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $1,029,901 $0 $0 $0 Total Revenue $1,029,901 $0 $0 $0 Expense Salaries And Benefits $594,432 $0 $0 $0 Services And Supplies 471,111 0 0 0 Expenditure Transfers (5,692)0 0 0 Total Expenditures and Appropriations $1,059,851 $0 $0 $0 Net Costs $29,950 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0454 - PUBLIC ADMINISTRATOR Function:Health And Sanitation Activity:Health 1417 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $9,746,341 $10,759,680 $11,034,680 $11,034,680 Charges For Services 555,064 406,200 408,700 408,700 Miscellaneous Revenue 4,267 0 0 0 Total Revenue $10,305,673 $11,165,880 $11,443,380 $11,443,380 Expense Salaries And Benefits $9,793,233 $12,111,588 $12,541,575 $12,541,575 Services And Supplies 1,501,824 1,492,292 1,339,805 1,339,805 Expenditure Transfers (161,649)0 0 0 Total Expenditures and Appropriations $11,133,409 $13,603,880 $13,881,380 $13,881,380 Net Costs $827,736 $2,438,000 $2,438,000 $2,438,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0460 - HLTH SVC-CALIF CHILD SVCS Function:Health And Sanitation Activity:California Children Svcs 1418 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $10,800 $30,792 $30,792 $30,792 Intergovernmental Revenue 7,521,738 18,412,686 19,372,120 19,372,120 Miscellaneous Revenue 1,224,667 562,456 824,882 824,882 Total Revenue $8,757,206 $19,005,934 $20,227,794 $20,227,794 Expense Salaries And Benefits $2,347,276 $3,414,447 $3,668,164 $3,668,164 Services And Supplies 25,112,839 35,982,043 42,278,328 42,278,328 Fixed Assets 0 65,000 65,000 65,000 Expenditure Transfers (16,015,960)(12,571,556)(23,099,698)(23,099,698) Total Expenditures and Appropriations $11,444,156 $26,889,934 $22,911,794 $22,911,794 Net Costs $2,686,950 $7,884,000 $2,684,000 $2,684,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0463 - HEALTH, HOUSING & HOMELESS Function:Health And Sanitation Activity:Health 1419 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Other Charges $117,981,000 $119,981,000 $120,239,000 $120,239,000 Total Expenditures and Appropriations $117,981,000 $119,981,000 $120,239,000 $120,239,000 Net Costs $117,981,000 $119,981,000 $120,239,000 $120,239,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0465 - HLTH SVS-HOSPITAL SUBSIDY Function:Health And Sanitation Activity:Hospital Care 1420 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Fines/Forfeits/Penalties $102,601 $116,277 $99,017 $99,017 Use Of Money & Property 192,156 192,156 216,009 216,009 Intergovernmental Revenue 16,235,973 22,063,349 25,019,227 25,019,227 Charges For Services 98,608 99,000 99,000 99,000 Miscellaneous Revenue 8,213,247 10,663,526 18,309,017 18,309,017 Total Revenue $24,842,585 $33,134,308 $43,742,270 $43,742,270 Expense Salaries And Benefits $6,913,920 $10,670,135 $13,661,308 $13,661,308 Services And Supplies 24,055,726 26,512,449 34,612,941 34,612,941 Other Charges 1,067 1,067 1,067 1,067 Fixed Assets 0 21,795 21,634 21,634 Expenditure Transfers (4,475,118)(1,945,139)(2,619,681)(2,619,681) Total Expenditures and Appropriations $26,495,595 $35,260,308 $45,677,270 $45,677,270 Net Costs $1,653,010 $2,126,000 $1,935,000 $1,935,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0466 - ALCOHOL & OTHER DRUGS SVC Function:Health And Sanitation Activity:Hospital Care 1421 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue 114,407,326 178,116,280 185,414,103 185,414,103 Charges For Services 6,766,079 7,934,582 0 0 Miscellaneous Revenue 114,449,888 131,850,348 147,285,347 147,285,347 Total Revenue $235,623,293 $317,901,210 $332,699,450 $332,699,450 Expense Salaries And Benefits $67,556,010 $104,248,210 $129,247,141 $129,549,449 Services And Supplies 197,634,834 263,538,707 250,070,886 249,768,578 Other Charges 3,252,307 3,614,000 3,259,135 3,259,135 Fixed Assets 1,073 0 0 0 Expenditure Transfers (12,397,870)(10,064,700)(9,635,112)(9,635,112) Total Expenditures and Appropriations $256,046,354 $361,336,217 $372,942,050 $372,942,050 Net Costs $20,423,061 $43,435,007 $40,242,600 $40,242,600 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0467 - HLTH SERVICES-MNTL HLTH Function:Health And Sanitation Activity:Hospital Care 1422 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $(2)$0 $0 $0 Total Revenue $(2)$0 $0 $0 Net Costs $2 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0469 - HLTH-CHIP/AB75 TOBACCO Function:Health And Sanitation Activity:Hospital Care 1423 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Services And Supplies $1,389 $0 $0 $0 Total Expenditures and Appropriations $1,389 $0 $0 $0 Net Costs $1,389 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0470 - PROP 36-SUB ABUSE CP ACT Function:Health And Sanitation Activity:Hospital Care 1424 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Fines/Forfeits/Penalties $1,203,453 $1,179,000 $1,206,566 $1,206,566 Use Of Money & Property 36,604 21,000 46,479 46,479 Total Revenue $1,240,057 $1,200,000 $1,253,045 $1,253,045 Expense Services And Supplies $1,002,927 $1,200,000 $1,253,045 $1,253,045 Total Expenditures and Appropriations $1,002,927 $1,200,000 $1,253,045 $1,253,045 Net Costs $(237,131)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0471 - EMERGENCY MEDICAL SVCS Function:Health And Sanitation Activity:Hospital Care 1425 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Miscellaneous Revenue 676 0 0 0 Total Revenue $676 $0 $0 $0 Expense Services And Supplies $333,256 $343,000 $343,000 $343,000 Expenditure Transfers (47,617)(50,000)(50,000)(50,000) Total Expenditures and Appropriations $285,639 $293,000 $293,000 $293,000 Net Costs $284,963 $293,000 $293,000 $293,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0473 - KELLER SRCHRGE/MITGN PROG Function:Health And Sanitation Activity:Sanitation 1426 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $3,998,839 $2,453,000 $3,998,839 $3,998,839 Intergovernmental Revenue 48,459,136 75,271,000 85,158,676 85,158,676 Total Revenue $52,457,975 $77,724,000 $89,157,515 $89,157,515 Expense Expenditure Transfers $53,001,940 $77,724,000 $89,157,515 $89,157,515 Total Expenditures and Appropriations $53,001,940 $77,724,000 $89,157,515 $89,157,515 Net Costs $543,965 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0475 - PROP 63 MH SVCS ACCT Function:Health And Sanitation Activity:Hospital Care 1427 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $4,982,382 $6,643,000 $6,544,000 $6,544,000 Miscellaneous Revenue 49,375 0 0 0 Total Revenue $5,031,757 $6,643,000 $6,544,000 $6,544,000 Expense Expenditure Transfers $7,915,939 $9,170,393 $11,020,000 $11,020,000 Total Expenditures and Appropriations $7,915,939 $9,170,393 $11,020,000 $11,020,000 Net Costs $2,884,182 $2,527,393 $4,476,000 $4,476,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0477 - CCPIF Function:Public Protection Activity:Detention & Correction 1428 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $59,188 $10,000 $50,273 $50,273 Charges For Services 760,279 798,165 749,727 749,727 Miscellaneous Revenue 17 0 0 0 Total Revenue $819,484 $808,165 $800,000 $800,000 Expense Services And Supplies $606,529 $278,165 $530,000 $530,000 Other Charges 68,314 250,000 70,000 70,000 Expenditure Transfers 191,514 280,000 200,000 200,000 Total Expenditures and Appropriations $866,357 $808,165 $800,000 $800,000 Net Costs $46,873 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0478 - NO RICH WST&RCVY MTGN FEE Function:General Activity:Other General 1429 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $11,211 $651,000 $651,000 $651,000 Miscellaneous Revenue 58,847 1,725,000 1,725,000 1,725,000 Total Revenue $70,058 $2,376,000 $2,376,000 $2,376,000 Expense Services And Supplies $137,749 $2,156,000 $2,156,000 $2,156,000 Other Charges 99,114 120,000 120,000 120,000 Expenditure Transfers 42,461 100,000 100,000 100,000 Total Expenditures and Appropriations $279,324 $2,376,000 $2,376,000 $2,376,000 Net Costs $209,266 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0479 - L/M HSG ASSET FD-LMIHAF Function:Public Assistance Activity:Other Assistance 1430 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Taxes Current Property $0 $0 $1,250,000 $1,250,000 Miscellaneous Revenue 186,530 1,200,000 0 0 Total Revenue $186,530 $1,200,000 $1,250,000 $1,250,000 Expense Salaries And Benefits $74,800 $85,000 $136,980 $136,980 Services And Supplies 176,381 1,085,000 1,103,320 1,103,320 Other Charges 34,760 20,000 7,700 7,700 Fixed Assets 0 5,000 1,000 1,000 Expenditure Transfers 0 5,000 1,000 1,000 Total Expenditures and Appropriations $285,941 $1,200,000 $1,250,000 $1,250,000 Net Costs $99,411 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0480 - LOS MEDANOS COMM HC Function:Health And Sanitation Activity:Hospital Care 1431 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $3,885,633 $2,670,766 $2,670,766 $2,670,766 Charges For Services 279,508 0 0 0 Miscellaneous Revenue 34,461 0 0 0 Total Revenue $4,199,602 $2,670,766 $2,670,766 $2,670,766 Expense Salaries And Benefits $37,430,815 $43,643,590 $39,939,336 $40,786,226 Services And Supplies 18,335,424 21,508,122 25,601,133 25,601,133 Other Charges 490,091 983,512 983,512 983,512 Fixed Assets 353,529 42,000 292,000 292,000 Expenditure Transfers (55,625,037)(63,273,490)(60,842,236)(60,842,236) Total Expenditures and Appropriations $984,822 $2,903,734 $5,973,745 $6,820,635 Net Costs $(3,214,780)$232,968 $3,302,979 $4,149,869 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0501 - EHSD ADMINISTRATIVE SVCS Function:Public Assistance Activity:Assistance Administration 1432 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property 10,153 124,494 124,494 124,494 Intergovernmental Revenue 65,751,836 63,545,804 53,484,212 53,484,212 Miscellaneous Revenue 53,794,109 80,186,305 103,095,381 103,095,381 Total Revenue $119,556,098 $143,856,603 $156,704,087 $156,704,087 Expense Salaries And Benefits $48,272,515 $60,600,871 $63,148,173 $65,865,370 Services And Supplies 22,908,166 32,292,216 38,989,802 38,989,802 Other Charges 46,979,472 51,525,854 53,195,677 53,195,677 Fixed Assets 0 0 571,211 571,211 Expenditure Transfers 7,001,614 4,967,952 1,900,686 1,900,686 Total Expenditures and Appropriations $125,161,766 $149,386,893 $157,805,549 $160,522,746 Net Costs $5,605,668 $5,530,290 $1,101,462 $3,818,659 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0502 - EHSD CHILDREN & FAMILY SVCS Function:Public Assistance Activity:Aid Programs 1433 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $76,232,217 $83,139,799 $103,209,213 $103,209,213 Charges For Services 179,592 820,616 490,211 490,211 Miscellaneous Revenue 3,894,708 5,695,394 6,501,278 6,501,278 Total Revenue $80,306,517 $89,655,809 $110,200,702 $110,200,702 Expense Salaries And Benefits $22,603,703 $27,524,725 $27,662,275 $26,301,243 Services And Supplies 36,132,702 43,822,767 47,267,392 47,267,392 Other Charges 36,984,077 39,951,936 42,272,812 42,272,812 Fixed Assets 0 0 571,211 571,211 Expenditure Transfers 718,459 815,358 4,501,055 4,501,055 Total Expenditures and Appropriations $96,438,941 $112,114,786 $122,274,745 $120,913,713 Net Costs $16,132,425 $22,458,977 $12,074,043 $10,713,011 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0503 - EHSD AGING & ADULT SVCS Function:Public Assistance Activity:Aid Programs 1434 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue 203,565,678 221,703,994 284,830,897 284,830,897 Miscellaneous Revenue 22,871,243 24,192,370 2,148,715 2,148,715 Total Revenue $226,436,921 $245,896,364 $286,979,612 $286,979,612 Expense Salaries And Benefits $81,324,835 $97,605,902 $112,669,794 $112,655,678 Services And Supplies 30,445,596 31,903,790 30,689,158 30,689,158 Other Charges 82,172,315 76,347,404 97,965,849 97,965,849 Fixed Assets 0 0 571,211 571,211 Expenditure Transfers 41,943,347 45,111,586 57,749,264 57,749,264 Total Expenditures and Appropriations $235,886,093 $250,968,682 $299,645,276 $299,631,160 Net Costs $9,449,172 $5,072,318 $12,665,664 $12,651,548 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0504 - EHSD WORKFORCE SVCS Function:Public Assistance Activity:Aid Programs 1435 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $208,682 $220,000 $231,000 $231,000 Miscellaneous Revenue 19,559 0 0 0 Total Revenue $228,241 $220,000 $231,000 $231,000 Expense Services And Supplies $209,599 $220,000 $231,000 $231,000 Total Expenditures and Appropriations $209,599 $220,000 $231,000 $231,000 Net Costs $(18,641)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0505 - COUNTY CHILDRENS Function:Public Assistance Activity:Aid Programs 1436 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Miscellaneous Revenue 58,676 96,237 101,049 101,049 Total Revenue $58,676 $96,237 $101,049 $101,049 Expense Services And Supplies $58,676 $96,237 $101,049 $101,049 Total Expenditures and Appropriations $58,676 $96,237 $101,049 $101,049 Net Costs $0 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0507 - EHS - ANN ADLER CHILD & FMLY Function:Public Assistance Activity:Aid Programs 1437 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $2,302,460 $2,452,945 $1,887,826 $1,887,826 Miscellaneous Revenue 341,013 562,488 1,643,044 1,643,044 Total Revenue $2,643,473 $3,015,433 $3,530,870 $3,530,870 Expense Salaries And Benefits $1,612,675 $2,050,214 $2,239,155 $2,239,155 Services And Supplies 258,197 303,161 560,926 560,926 Other Charges 648,654 662,058 645,602 645,602 Total Expenditures and Appropriations $2,519,527 $3,015,433 $3,445,683 $3,445,683 Net Costs $(123,947)$0 $(85,187)$(85,187) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0508 - IHSS PUBLIC AUTHORITY Function:Public Assistance Activity:Aid Programs 1438 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $103,185 $30,000 $30,000 $30,000 Intergovernmental Revenue 818,154 870,000 870,000 870,000 Total Revenue $921,338 $900,000 $900,000 $900,000 Expense Services And Supplies $0 $183,000 $183,000 $183,000 Expenditure Transfers 0 717,000 717,000 717,000 Total Expenditures and Appropriations $0 $900,000 $900,000 $900,000 Net Costs $(921,338)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0561 - HOME INCOME INVSTMT ACCT Function:Public Assistance Activity:Other Assistance 1439 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $383,913 $380,000 $380,000 $380,000 Charges For Services 75,000 75,000 75,000 75,000 Miscellaneous Revenue 123,258 125,000 0 0 Total Revenue $582,171 $580,000 $455,000 $455,000 Expense Salaries And Benefits $1,314,641 $1,827,000 $1,882,325 $1,882,325 Services And Supplies 329,675 413,446 447,536 447,536 Other Charges 0 3,554 4,459 4,459 Expenditure Transfers (6,731)17,000 10,424 10,424 Total Expenditures and Appropriations $1,637,586 $2,261,000 $2,344,744 $2,344,744 Net Costs $1,055,416 $1,681,000 $1,889,744 $1,889,744 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0579 - VETERANS SERVICE OFFICE Function:Public Assistance Activity:Veterans Services 1440 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $1,364,219 $2,000,000 $2,000,000 $2,000,000 Total Revenue $1,364,219 $2,000,000 $2,000,000 $2,000,000 Expense Services And Supplies $868,645 $4,040,162 $1,617,000 $1,617,000 Other Charges 107,299 200,000 200,000 200,000 Expenditure Transfers 58,261 185,000 183,000 183,000 Total Expenditures and Appropriations $1,034,205 $4,425,162 $2,000,000 $2,000,000 Net Costs $(330,014)$2,425,162 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0580 - KELLER CNYN MTIGATN FUND Function:General Activity:Other General 1441 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $212,212 $429,574 $1,086,333 $1,086,333 Total Revenue $212,212 $429,574 $1,086,333 $1,086,333 Expense Salaries And Benefits $174,279 $0 $0 $0 Services And Supplies 1,364,013 1,983,241 2,625,402 2,625,402 Expenditure Transfers 139,931 125,333 139,932 139,932 Total Expenditures and Appropriations $1,678,223 $2,108,574 $2,765,334 $2,765,334 Net Costs $1,466,011 $1,679,000 $1,679,001 $1,679,001 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0581 - ZERO TLRNCE DOM VIOL INIT Function:Public Assistance Activity:Other Assistance 1442 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Services And Supplies $125 $0 $0 $0 Total Expenditures and Appropriations $125 $0 $0 $0 Net Costs $125 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0582 - CDBG SM BUS&MICROENT LOAN Function:Public Assistance Activity:Other Assistance 1443 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $157,339 $190,799 $189,703 $189,703 Intergovernmental Revenue 5,601,533 7,848,721 11,285,774 11,285,774 Miscellaneous Revenue 595,653 1,369,491 1,521,586 1,521,586 Total Revenue $6,354,525 $9,409,011 $12,997,063 $12,997,063 Expense Salaries And Benefits $1,666,887 $2,673,649 $2,957,447 $3,100,824 Services And Supplies 4,659,253 19,328,690 7,848,895 7,848,895 Other Charges 558,807 2,248,185 5,774,764 5,774,764 Expenditure Transfers (29,717)62,898 (268,452)(268,452) Total Expenditures and Appropriations $6,855,230 $24,313,422 $16,312,654 $16,456,031 Net Costs $500,705 $14,904,411 $3,315,591 $3,458,968 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0583 - EHSD WFRC INVESTMENT BRD Function:Public Assistance Activity:Other Assistance 1444 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises $111,297 $115,230 $130,000 $130,000 Fines/Forfeits/Penalties 14,500 26,006 103,000 103,000 Miscellaneous Revenue 241,205 170,000 0 0 Total Revenue $367,002 $311,236 $233,000 $233,000 Expense Services And Supplies $392,351 $148,143 $153,000 $153,000 Expenditure Transfers 80,000 34,306 80,000 80,000 Total Expenditures and Appropriations $472,351 $182,449 $233,000 $233,000 Net Costs $105,348 $(128,787)$0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0585 - DOM VIOLENCE VICTIM ASIST Function:Public Assistance Activity:Other Assistance 1445 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $23,376 $3,633 $7,000 $7,000 Intergovernmental Revenue 0 122,274 29,326 29,326 Charges For Services 392,114 1,107,623 370,000 370,000 Miscellaneous Revenue 158,450 186,818 670,856 670,856 Total Revenue $573,940 $1,420,348 $1,077,182 $1,077,182 Expense Salaries And Benefits $267,844 $657,077 $666,270 $666,270 Services And Supplies 181,368 449,957 286,873 286,873 Other Charges 29,496 51,066 54,296 54,296 Expenditure Transfers 29,326 262,248 71,021 71,021 Total Expenditures and Appropriations $508,034 $1,420,348 $1,078,460 $1,078,460 Net Costs $(65,906)$(0)$1,278 $1,278 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0586 - ZERO TOLRNCE-DOM VIOLENCE Function:Public Assistance Activity:Other Assistance 1446 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $58,837 $61,000 $64,050 $64,050 Intergovernmental Revenue 26,931,745 41,190,099 35,958,257 35,958,257 Miscellaneous Revenue 8,011,656 14,327,208 13,780,728 13,780,728 Total Revenue $35,002,238 $55,578,307 $49,803,035 $49,803,035 Expense Salaries And Benefits $16,366,469 $22,796,988 $21,769,568 $21,769,568 Services And Supplies 16,025,646 32,562,343 29,990,693 29,990,693 Other Charges 65,949 134,717 162,550 162,550 Fixed Assets 35,505 1,367,474 35,000 35,000 Expenditure Transfers 2,017,750 11,073,286 4,978,223 4,978,223 Total Expenditures and Appropriations $34,511,319 $67,934,808 $56,936,034 $56,936,034 Net Costs $(490,920)$12,356,501 $7,132,999 $7,132,999 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0588 - COMMUNITY SERVICES Function:Public Assistance Activity:Other Assistance 1447 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $7,538 $469,000 $22,868 $22,868 Intergovernmental Revenue 38,459,417 34,021,907 47,621,356 47,621,356 Miscellaneous Revenue 1,821,442 6,845,000 1,810,473 1,810,473 Total Revenue $40,288,397 $41,335,907 $49,454,697 $49,454,697 Expense Salaries And Benefits $7,972,472 $10,009,502 $9,528,342 $9,528,342 Services And Supplies 6,404,033 2,909,891 12,007,324 12,007,324 Other Charges 12,841,437 17,128,786 19,207,494 19,207,494 Fixed Assets 0 300,000 0 0 Expenditure Transfers 8,093,541 10,987,728 8,698,047 8,698,047 Total Expenditures and Appropriations $35,311,483 $41,335,907 $49,441,208 $49,441,208 Net Costs $(4,976,914)$(0)$(13,489)$(13,489) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0589 - CHILD DEV-DEPT Function:Public Assistance Activity:Other Assistance 1448 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $887,828 $736,000 $736,000 $736,000 Miscellaneous Revenue 15 0 0 0 Total Revenue $887,843 $736,000 $736,000 $736,000 Expense Services And Supplies $884,711 $721,000 $718,000 $718,000 Expenditure Transfers 3,132 15,000 18,000 18,000 Total Expenditures and Appropriations $887,843 $736,000 $736,000 $736,000 Net Costs $0 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0590 - HOPWA GRANT Function:Public Assistance Activity:Other Assistance 1449 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue 0 0 350,000 350,000 Charges For Services 0 669,785 823,035 823,035 Miscellaneous Revenue 159,384 0 0 0 Total Revenue $159,384 $669,785 $1,173,035 $1,173,035 Expense Services And Supplies $189,555 $350,785 $659,035 $659,035 Other Charges 0 1,000 184,250 184,250 Expenditure Transfers 1,045,060 1,000,000 1,150,000 1,150,000 Total Expenditures and Appropriations $1,234,615 $1,351,785 $1,993,285 $1,993,285 Net Costs $1,075,232 $682,000 $820,250 $820,250 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0591 - ECON DEV/SUSTAINABILITY Function:Public Assistance Activity:Other Assistance 1450 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $6,988,898 $7,127,000 $6,377,000 $6,377,000 Miscellaneous Revenue 2,383 1,000 1,000 1,000 Total Revenue $6,991,281 $7,128,000 $6,378,000 $6,378,000 Expense Services And Supplies $5,706,994 $5,870,000 $5,120,000 $5,120,000 Other Charges 7,144 3,000 3,000 3,000 Expenditure Transfers 1,277,143 1,255,000 1,255,000 1,255,000 Total Expenditures and Appropriations $6,991,281 $7,128,000 $6,378,000 $6,378,000 Net Costs $0 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0592 - HUD BLOCK GRANT Function:Public Assistance Activity:Other Assistance 1451 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $3,356,976 $3,225,000 $725,000 $725,000 Total Revenue $3,356,976 $3,225,000 $725,000 $725,000 Expense Services And Supplies $3,002,630 $2,785,000 $685,000 $685,000 Expenditure Transfers 354,345 440,000 40,000 40,000 Total Expenditures and Appropriations $3,356,976 $3,225,000 $725,000 $725,000 Net Costs $0 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0593 - HUD EMERGENCY SOLUTIONS GRT Function:Public Assistance Activity:Other Assistance 1452 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $3,406,073 $7,515,000 $7,515,000 $7,515,000 Total Revenue $3,406,073 $7,515,000 $7,515,000 $7,515,000 Expense Services And Supplies $3,135,958 $6,511,426 $6,511,426 $6,511,426 Other Charges 14,297 10,000 10,000 10,000 Expenditure Transfers 255,819 993,574 993,574 993,574 Total Expenditures and Appropriations $3,406,073 $7,515,000 $7,515,000 $7,515,000 Net Costs $0 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0594 - HOME INVSTMT PRTNRSHP PRG Function:Public Assistance Activity:Other Assistance 1453 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $720 $30,000 $30,000 $30,000 Charges For Services 2,539,295 1,456,000 1,456,000 1,456,000 Miscellaneous Revenue 65,749 40,000 347,290 347,290 Total Revenue $2,605,764 $1,526,000 $1,833,290 $1,833,290 Expense Services And Supplies $55,533 $299,000 $599,000 $599,000 Other Charges 290,157 27,000 34,290 34,290 Expenditure Transfers 1,320,004 1,200,000 1,200,000 1,200,000 Total Expenditures and Appropriations $1,665,694 $1,526,000 $1,833,290 $1,833,290 Net Costs $(940,070)$(0)$(0)$(0) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0595 - PRIVATE ACTIVITY BONDS Function:Public Assistance Activity:Other Assistance 1454 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $432,624 $125,000 $125,000 $125,000 Charges For Services 322,558 285,000 285,000 285,000 Total Revenue $755,182 $410,000 $410,000 $410,000 Expense Expenditure Transfers $0 $410,000 $410,000 $410,000 Total Expenditures and Appropriations $0 $410,000 $410,000 $410,000 Net Costs $(755,182)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0596 - AFFORDABLE HOUSING Function:Public Assistance Activity:Other Assistance 1455 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $17,361 $23,000 $23,000 $23,000 Intergovernmental Revenue 279,251 477,000 477,000 477,000 Total Revenue $296,612 $500,000 $500,000 $500,000 Expense Services And Supplies $149,640 $450,000 $450,000 $450,000 Expenditure Transfers 36,435 50,000 50,000 50,000 Total Expenditures and Appropriations $186,075 $500,000 $500,000 $500,000 Net Costs $(110,537)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0597 - ARRA HUD BLDG INSP NPP Function:Public Assistance Activity:Other Assistance 1456 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Services And Supplies $1,153,352 $25,821,577 $14,427,800 $14,427,800 Expenditure Transfers (11,999,886)250,000 1,162,600 1,162,600 Total Expenditures and Appropriations $(10,846,534)$26,071,577 $15,590,400 $15,590,400 Net Costs $(10,846,534)$26,071,577 $15,590,400 $15,590,400 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0599 - DCD-MEASURE X Function:Public Assistance Activity:Other Assistance 1457 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $33,460 $30,000 $30,000 $30,000 Intergovernmental Revenue 282,938 127,729 246,975 246,975 Charges For Services 95,310 68,801 68,200 68,200 Miscellaneous Revenue 454,957 246,469 342,233 825,472 Total Revenue $866,665 $472,999 $687,408 $1,170,647 Expense Salaries And Benefits $8,619,326 $10,731,002 $11,354,136 $11,837,375 Services And Supplies 7,133,607 9,644,803 2,555,537 2,555,537 Other Charges 1,971,701 2,257,300 2,439,005 2,439,005 Fixed Assets 444,185 673,000 60,000 60,000 Expenditure Transfers 85,444 63,000 98,779 98,779 Total Expenditures and Appropriations $18,254,263 $23,369,105 $16,507,457 $16,990,696 Net Costs $17,387,598 $22,896,106 $15,820,049 $15,820,049 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0620 - LIBRARY-ADMIN & SUPPORT SVCS Function:Education Activity:Library Services 1458 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $2,260 $2,000 $1,600 $1,600 Intergovernmental Revenue 3,352,691 2,934,880 2,921,644 2,921,644 Charges For Services 15,331 23,700 22,000 22,000 Miscellaneous Revenue 1,105,144 373,420 385,564 716,857 Total Revenue $4,475,426 $3,334,000 $3,330,808 $3,662,101 Expense Salaries And Benefits $17,411,530 $21,674,000 $21,102,070 $21,419,605 Services And Supplies 2,240,257 3,777,816 2,988,586 3,002,345 Other Charges 1,558,671 1,496,098 1,905,442 1,905,442 Fixed Assets 36,483 10,000 10,000 10,000 Expenditure Transfers 149 0 0 0 Total Expenditures and Appropriations $21,247,090 $26,957,914 $26,006,098 $26,337,392 Net Costs $16,771,664 $23,623,914 $22,675,290 $22,675,291 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0621 - LIBRARY-COMMUNITY SERVICES Function:Education Activity:Library Services 1459 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $0 $1,000 $0 $0 Total Revenue $0 $1,000 $0 $0 Expense Other Charges $0 $268,635 $0 $0 Total Expenditures and Appropriations $0 $268,635 $0 $0 Net Costs $0 $267,635 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0622 - CASEY LIBRARY GIFT Function:Education Activity:Library Services 1460 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services $1,648 $5,000 $5,000 $5,000 Total Revenue $1,648 $5,000 $5,000 $5,000 Net Costs $(1,648)$(5,000)$(5,000)$(5,000) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0631 - HERCUL/RODEO/CROCK A OF B Function:Public Ways & Facilities Activity:Public Ways 1461 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $116 $1,000 $1,000 $1,000 Charges For Services 23,736 6,000 15,000 15,000 Total Revenue $23,852 $7,000 $16,000 $16,000 Expense Other Charges $4 $1,000 $1,000 $1,000 Expenditure Transfers 0 5,000 5,000 5,000 Total Expenditures and Appropriations $4 $6,000 $6,000 $6,000 Net Costs $(23,848)$(1,000)$(10,000)$(10,000) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0632 - WEST COUNTY AREA OF BENEF Function:Public Ways & Facilities Activity:Public Ways 1462 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $209,624 $40,000 $100,000 $100,000 Charges For Services 58,550 20,000 10,000 10,000 Total Revenue $268,174 $60,000 $110,000 $110,000 Expense Services And Supplies $0 $723,000 $700,000 $700,000 Other Charges 719 1,000 1,000 1,000 Expenditure Transfers 33,163 40,000 5,000 5,000 Total Expenditures and Appropriations $33,882 $764,000 $706,000 $706,000 Net Costs $(234,292)$704,000 $596,000 $596,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0634 - NORTH RICHMOND AOB Function:Public Ways & Facilities Activity:Public Ways 1463 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $74,890 $8,000 $40,000 $40,000 Charges For Services 14,797 15,000 15,000 15,000 Total Revenue $89,687 $23,000 $55,000 $55,000 Expense Other Charges $361 $1,000 $500 $500 Expenditure Transfers 14,843 50,000 125,000 125,000 Total Expenditures and Appropriations $15,204 $51,000 $125,500 $125,500 Net Costs $(74,482)$28,000 $70,500 $70,500 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0635 - MARTINEZ AREA OF BENEFIT Function:Public Ways & Facilities Activity:Public Ways 1464 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $3,649 $1,000 $1,000 $1,000 Charges For Services 0 1,000 1,000 1,000 Total Revenue $3,649 $2,000 $2,000 $2,000 Expense Other Charges $75 $1,000 $1,000 $1,000 Expenditure Transfers 0 5,000 5,000 5,000 Total Expenditures and Appropriations $75 $6,000 $6,000 $6,000 Net Costs $(3,574)$4,000 $4,000 $4,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0636 - BRIONES AREA OF BENEFIT Function:Public Ways & Facilities Activity:Public Ways 1465 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $193,865 $15,000 $75,000 $75,000 Charges For Services 63,723 30,000 45,000 45,000 Total Revenue $257,588 $45,000 $120,000 $120,000 Expense Other Charges $687 $1,000 $1,000 $1,000 Expenditure Transfers 66,674 78,000 20,000 20,000 Total Expenditures and Appropriations $67,361 $79,000 $21,000 $21,000 Net Costs $(190,227)$34,000 $(99,000)$(99,000) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0637 - CENTRAL CO AREA/BENEFIT Function:Public Ways & Facilities Activity:Public Ways 1466 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $13 $0 $0 $0 Total Revenue $13 $0 $0 $0 Expense Other Charges $22 $0 $0 $0 Total Expenditures and Appropriations $22 $0 $0 $0 Net Costs $9 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0638 - SO WAL CRK AREA OF BENEFT Function:Public Ways & Facilities Activity:Public Ways 1467 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $38,212 $8,000 $0 $0 Charges For Services 96,016 20,000 20,000 20,000 Total Revenue $134,228 $28,000 $20,000 $20,000 Expense Other Charges $263 $1,000 $1,000 $1,000 Expenditure Transfers 333 160,633 5,000 5,000 Total Expenditures and Appropriations $596 $161,633 $6,000 $6,000 Net Costs $(133,632)$133,633 $(14,000)$(14,000) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0641 - ALAMO AREA OF BENEFIT Function:Public Ways & Facilities Activity:Public Ways 1468 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $95,507 $30,000 $45,000 $45,000 Charges For Services 20,983 15,000 15,000 15,000 Total Revenue $116,490 $45,000 $60,000 $60,000 Expense Other Charges $420 $1,000 $1,000 $1,000 Expenditure Transfers 21,482 5,000 50,000 50,000 Total Expenditures and Appropriations $21,902 $6,000 $51,000 $51,000 Net Costs $(94,588)$(39,000)$(9,000)$(9,000) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0642 - SOUTH CO AREA OF BENEFIT Function:Public Ways & Facilities Activity:Public Ways 1469 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $118,424 $15,000 $75,000 $75,000 Charges For Services 84,068 30,000 100,000 100,000 Total Revenue $202,492 $45,000 $175,000 $175,000 Expense Other Charges $469 $1,000 $1,000 $1,000 Expenditure Transfers 11,628 320,000 1,015,000 1,015,000 Total Expenditures and Appropriations $12,097 $321,000 $1,016,000 $1,016,000 Net Costs $(190,395)$276,000 $841,000 $841,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0645 - EAST COUNTY AREA OF BENEF Function:Public Ways & Facilities Activity:Public Ways 1470 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises $171 $10,000 $1,000 $1,000 Use Of Money & Property 98,375 100,000 130,000 130,000 Total Revenue $98,546 $110,000 $131,000 $131,000 Expense Services And Supplies $0 $2,731,392 $2,880,000 $2,880,000 Other Charges 289 1,000 1,000 1,000 Total Expenditures and Appropriations $289 $2,732,392 $2,881,000 $2,881,000 Net Costs $(98,257)$2,622,392 $2,750,000 $2,750,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0648 - DRAINAGE DEFICIENCY Function:Public Ways & Facilities Activity:Flood Control & Soil Cnsv 1471 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services (141,104)600,000 300,000 300,000 Miscellaneous Revenue 843 0 0 0 Total Revenue $(140,260)$600,000 $300,000 $300,000 Expense Expenditure Transfers 150,121 600,000 687,420 687,420 Total Expenditures and Appropriations $150,121 $600,000 $687,420 $687,420 Net Costs $290,381 $0 $387,420 $387,420 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0649 - PUBLIC WORKS Function:Public Ways & Facilities Activity:Public Ways 1472 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises $15,464 $0 $16,000 $16,000 Use Of Money & Property 6,000 6,000 6,000 6,000 Intergovernmental Revenue 2,840 250,000 5,009 5,009 Charges For Services 741,426 1,644,000 1,333,000 1,333,000 Miscellaneous Revenue 37,161,627 46,869,000 47,737,800 46,832,550 Total Revenue $37,927,358 $48,769,000 $49,097,809 $48,192,559 Expense Salaries And Benefits $34,859,079 $45,615,584 $47,340,398 $46,733,598 Services And Supplies 11,992,396 21,018,830 16,760,338 16,760,338 Other Charges 62,570 178,000 283,000 283,000 Fixed Assets 28,692 150,000 275,000 275,000 Expenditure Transfers (7,783,679)(9,386,559)(10,372,927)(10,671,377) Total Expenditures and Appropriations $39,159,057 $57,575,855 $54,285,809 $53,380,559 Net Costs $1,231,700 $8,806,855 $5,188,000 $5,188,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0650 - PUBLIC WORKS Function:Public Ways & Facilities Activity:Public Ways 1473 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises $1,882,126 $1,500,000 $1,700,000 $1,700,000 Use Of Money & Property (6,517)0 0 0 Charges For Services 1,044,897 1,003,000 1,000,000 1,000,000 Miscellaneous Revenue 349,768 750,000 500,000 500,000 Total Revenue $3,270,275 $3,253,000 $3,200,000 $3,200,000 Expense Services And Supplies $193,174 $101,000 $101,000 $101,000 Other Charges 60,229 80,000 50,000 50,000 Expenditure Transfers 3,011,631 3,072,000 3,049,000 3,049,000 Total Expenditures and Appropriations $3,265,034 $3,253,000 $3,200,000 $3,200,000 Net Costs $(5,242)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0651 - PUB WKS-LAND DEVELOPMENT Function:Public Ways & Facilities Activity:Public Ways 1474 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Charges For Services 17,100 0 10,000 10,000 Total Revenue $17,100 $0 $10,000 $10,000 Expense Expenditure Transfers 0 8,000 5,000 5,000 Total Expenditures and Appropriations $0 $8,000 $5,000 $5,000 Net Costs $(17,100)$8,000 $(5,000)$(5,000) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0653 - BETHEL ISLAND AREA OF BENEFT Function:Public Ways & Facilities Activity:Public Ways 1475 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises $420,959 $450,000 $450,000 $450,000 Total Revenue $420,959 $450,000 $450,000 $450,000 Expense Services And Supplies $0 $3,045,000 $4,050,629 $4,050,629 Other Charges 78,959 200,000 200,000 200,000 Expenditure Transfers 122 595,000 1,000 1,000 Total Expenditures and Appropriations $79,081 $3,840,000 $4,251,629 $4,251,629 Net Costs $(341,878)$3,390,000 $3,801,629 $3,801,629 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0660 - BAILEY RD MNTC SURCHARGE Function:Public Ways & Facilities Activity:Public Ways 1476 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $1,251,864 $3,260,000 $390,000 $390,000 Charges For Services 361,560 200,000 300,000 300,000 Miscellaneous Revenue 76,016 206,000 8,000 8,000 Total Revenue $1,689,440 $3,666,000 $698,000 $698,000 Expense Services And Supplies $1,692,383 $3,668,000 $700,000 $700,000 Other Charges 0 2,000 2,000 2,000 Expenditure Transfers (2,943)(4,000)(4,000)(4,000) Total Expenditures and Appropriations $1,689,440 $3,666,000 $698,000 $698,000 Net Costs $0 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0661 - ROAD CONSTRUCTION Function:Public Ways & Facilities Activity:Public Ways 1477 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $24,469 $0 $0 $0 Intergovernmental Revenue 10,115,564 16,418,000 16,198,715 16,198,715 Charges For Services 14,010 437,000 1,404,435 1,404,435 Miscellaneous Revenue 142,979 2,404,000 6,694,459 6,694,459 Total Revenue $10,297,022 $19,259,000 $24,297,609 $24,297,609 Expense Services And Supplies $13,523,181 $21,827,000 $22,847,901 $22,847,901 Other Charges 46,676 127,000 131,000 131,000 Expenditure Transfers 3,519,033 6,000,000 6,000,000 6,000,000 Total Expenditures and Appropriations $17,088,890 $27,954,000 $28,978,901 $28,978,901 Net Costs $6,791,868 $8,695,000 $4,681,292 $4,681,292 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0662 - ROAD CONSTRUCTION-RD FUND Function:Public Ways & Facilities Activity:Public Ways 1478 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $255,800 $80,000 $93,000 $93,000 Intergovernmental Revenue 2,433,414 3,920,000 3,920,000 3,920,000 Total Revenue $2,689,214 $4,000,000 $4,013,000 $4,013,000 Expense Services And Supplies $51,669 $119,000 $121,000 $121,000 Expenditure Transfers 2,631,015 3,881,000 3,892,000 3,892,000 Total Expenditures and Appropriations $2,682,684 $4,000,000 $4,013,000 $4,013,000 Net Costs $(6,530)$0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0663 - TRANSPRTATION IMPV-MEAS J Function:Public Ways & Facilities Activity:Public Ways 1479 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $5,198 $2,000 $0 $0 Miscellaneous Revenue 91,745 119,000 0 0 Total Revenue $96,943 $121,000 $0 $0 Expense Services And Supplies $123,947 $225,000 $60,000 $60,000 Other Charges 2,395 25,000 5,000 5,000 Fixed Assets 62,932 0 0 0 Expenditure Transfers 16,361 (58,649)12,927 12,927 Total Expenditures and Appropriations $205,635 $191,351 $77,927 $77,927 Net Costs $108,692 $70,351 $77,927 $77,927 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0664 - WALDEN GREEN MAINTENANCE Function:Public Ways & Facilities Activity:Public Ways 1480 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Intergovernmental Revenue $96,184 $1,500,000 $1,205,421 $1,205,421 Charges For Services 2,617 0 0 0 Miscellaneous Revenue 4,101,935 1,756,000 1,800,000 1,800,000 Total Revenue $4,200,736 $3,256,000 $3,005,421 $3,005,421 Expense Services And Supplies $4,800,070 $18,029,000 $20,676,000 $20,676,000 Other Charges 963,989 1,322,000 1,505,000 1,505,000 Fixed Assets 602,468 951,000 1,000,000 1,000,000 Expenditure Transfers 15,393,263 17,070,000 15,853,046 15,853,046 Total Expenditures and Appropriations $21,759,790 $37,372,000 $39,034,046 $39,034,046 Net Costs $17,559,054 $34,116,000 $36,028,625 $36,028,625 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0672 - ROAD MAINTENANCE-RD FUND Function:Public Ways & Facilities Activity:Public Ways 1481 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $10,200 $11,000 $11,000 $11,000 Total Revenue $10,200 $11,000 $11,000 $11,000 Expense Services And Supplies $0 $1,000 $1,000 $1,000 Other Charges 14,446 1,000 1,000 1,000 Expenditure Transfers 726 9,000 9,000 9,000 Total Expenditures and Appropriations $15,172 $11,000 $11,000 $11,000 Net Costs $4,972 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0674 - MISCEL PROPERTY-ROAD FUND Function:Public Ways & Facilities Activity:Public Ways 1482 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $8,808 $0 $0 $0 Intergovernmental Revenue 1,247 4,345,000 0 0 Charges For Services 67,673 0 0 0 Miscellaneous Revenue 785,041 1,445,000 730,000 730,000 Total Revenue $862,769 $5,790,000 $730,000 $730,000 Expense Services And Supplies $645,386 $1,399,000 $1,387,500 $1,387,500 Other Charges 7,109,734 9,907,000 10,045,510 10,045,510 Expenditure Transfers 5,285,031 7,689,000 6,000,000 6,000,000 Total Expenditures and Appropriations $13,040,151 $18,995,000 $17,433,010 $17,433,010 Net Costs $12,177,382 $13,205,000 $16,703,010 $16,703,010 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0676 - GEN ROAD PLAN/ADM-RD FUND Function:Public Ways & Facilities Activity:Public Ways 1483 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property 1,032,174 703,000 707,330 707,330 Miscellaneous Revenue 580 0 0 0 Total Revenue $1,032,754 $703,000 $707,330 $707,330 Expense Services And Supplies $122,549 $3,882,000 $5,017,951 $5,017,951 Other Charges 139,428 535,000 160,000 160,000 Fixed Assets 0 5,000 0 0 Expenditure Transfers 192,129 395,000 290,000 290,000 Total Expenditures and Appropriations $454,106 $4,817,000 $5,467,951 $5,467,951 Net Costs $(578,648)$4,114,000 $4,760,621 $4,760,621 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0678 - SPRW FUND Function:Public Ways & Facilities Activity:Public Ways 1484 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $2,323 $1,000 $0 $0 Charges For Services 22,236 25,000 30,000 30,000 Total Revenue $24,559 $26,000 $30,000 $30,000 Expense Other Charges $10 $1,000 $1,000 $1,000 Expenditure Transfers 0 5,000 5,000 5,000 Total Expenditures and Appropriations $10 $6,000 $6,000 $6,000 Net Costs $(24,549)$(20,000)$(24,000)$(24,000) State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0680 - RD DVLPMNT DISCOVERY BAY Function:Public Ways & Facilities Activity:Public Ways 1485 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue License/Permit/Franchises $10,000 $5,000 $5,000 $5,000 Use Of Money & Property 781,981 201,000 500,000 500,000 Intergovernmental Revenue 100,000 100,000 100,000 100,000 Charges For Services 133,091 1,250,000 100,000 100,000 Miscellaneous Revenue 0 300,000 0 0 Total Revenue $1,025,072 $1,856,000 $705,000 $705,000 Expense Services And Supplies $306,930 $400,000 $142,500 $142,500 Other Charges 2,284 2,000 2,500 2,500 Expenditure Transfers 22,064 1,454,000 3,660,000 3,660,000 Total Expenditures and Appropriations $331,278 $1,856,000 $3,805,000 $3,805,000 Net Costs $(693,794)$0 $3,100,000 $3,100,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0682 - ROAD IMPRVMNT FEE Function:Public Ways & Facilities Activity:Public Ways 1486 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $2,300 $1,000 $0 $0 Charges For Services 0 3,000 0 0 Total Revenue $2,300 $4,000 $0 $0 Expense Other Charges $10 $1,000 $1,000 $1,000 Expenditure Transfers 861 4,429 45,034 45,034 Total Expenditures and Appropriations $871 $5,429 $46,034 $46,034 Net Costs $(1,429)$1,429 $46,034 $46,034 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0684 - RD DEVLPMNT RICH/EL SOBRT Function:Public Ways & Facilities Activity:Public Ways 1487 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $68,870 $9,000 $45,000 $45,000 Charges For Services 1,037,640 200,000 200,000 200,000 Total Revenue $1,106,510 $209,000 $245,000 $245,000 Expense Other Charges $341 $1,000 $1,000 $1,000 Expenditure Transfers 2,130 104,000 356,592 356,592 Total Expenditures and Appropriations $2,471 $105,000 $357,592 $357,592 Net Costs $(1,104,039)$(104,000)$112,592 $112,592 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0685 - RD DEVLPMT BAY POINT AREA Function:Public Ways & Facilities Activity:Public Ways 1488 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $1,489 $3,000 $0 $0 Total Revenue $1,489 $3,000 $0 $0 Expense Other Charges $67 $1,000 $0 $0 Expenditure Transfers 0 8,000 5,000 5,000 Total Expenditures and Appropriations $67 $9,000 $5,000 $5,000 Net Costs $(1,422)$6,000 $5,000 $5,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0687 - RD DEVLPMNT PACHECO AREA Function:Public Ways & Facilities Activity:Public Ways 1489 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $207,563 $97,000 $100,000 $100,000 Total Revenue $207,563 $97,000 $100,000 $100,000 Expense Services And Supplies $0 $4,767,000 $5,076,911 $5,076,911 Other Charges 610 1,000 800 800 Expenditure Transfers 7,849 302,653 7,000 7,000 Total Expenditures and Appropriations $8,459 $5,070,653 $5,084,711 $5,084,711 Net Costs $(199,105)$4,973,653 $4,984,711 $4,984,711 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0697 - NAVY TRANS MITIGATION Function:Public Ways & Facilities Activity:Transportation Systems 1490 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $211,220 $100,000 $100,000 $100,000 Total Revenue $211,220 $100,000 $100,000 $100,000 Expense Other Charges 737 1,000 1,000 1,000 Expenditure Transfers 0 100,000 100,000 100,000 Total Expenditures and Appropriations $737 $101,000 $101,000 $101,000 Net Costs $(210,483)$1,000 $1,000 $1,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0699 - TOSCO/SOLANO TRANS MTGTN Function:Public Ways & Facilities Activity:Transportation Systems 1491 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Other Charges $0 $1,406,503 $0 $0 Total Expenditures and Appropriations $0 $1,406,503 $0 $0 Net Costs $0 $1,406,503 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0790 - NOTES & WARRANTS INTEREST Function:Debt Service Activity:Interests-Notes & Warrants 1492 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Use Of Money & Property $6 $0 $0 $0 Miscellaneous Revenue 25,228 0 0 0 Total Revenue $25,233 $0 $0 $0 Expense Other Charges 0 (255,332)0 0 Total Expenditures and Appropriations $0 $(255,332)$0 $0 Net Costs $(25,233)$(255,332)$0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0791 - RETIREMENT UAAL BOND FUND Function:Debt Service Activity:Retirement-Long Term Debt 1493 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Revenue Miscellaneous Revenue $2,759,911 $2,760,000 $0 $0 Total Revenue $2,759,911 $2,760,000 $0 $0 Expense Other Charges $2,759,911 $2,760,000 $0 $0 Total Expenditures and Appropriations $2,759,911 $2,760,000 $0 $0 Net Costs $0 $0 $0 $0 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0793 - RET LITGTN STLMNT DBT SVC Function:Debt Service Activity:Retirement-Long Term Debt 1494 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 Expense Provisions For Contingencies $0 $15,000,000 $20,000,000 $20,000,000 Total Expenditures and Appropriations $0 $15,000,000 $20,000,000 $20,000,000 Net Costs $0 $15,000,000 $20,000,000 $20,000,000 State Controller Schedules County of Contra Costa Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object Governmental Funds Fiscal Year 2024-25 Budget Unit:0990 - CONTINGNCY APPROP-GENERAL Function:Approp For Contingencies Activity:Approp For Contingencies 1495 Schedule 10 Fund Title:Fleet ISF Service Activity:Property Management Fund Number:150100 Operating Detail 2022-23 2023-24 2024-25 2024-25 Actuals Actual Requested Recommended Estimated X 1 2 3 4 5 Operating Revenues Charges for Service 214,871 280,000 280,000 280,000 Miscellaneous Revenue 17,758,324 19,449,000 21,239,553 21,239,553 Total Operating Revenues 17,973,195 19,729,000 21,519,553 21,519,553 Operating Expenses Salaries and Employee Benefits 2,429,766 3,521,000 3,600,734 3,600,734 Services and Supplies 10,321,198 8,334,000 9,733,613 9,733,613 Other Charges 1,297,294 1,186,000 1,229,188 1,229,188 Depreciation 2,935,676 3,372,000 2,969,480 2,969,480 Expenditure Transfers (158,622) (1,053,000) (667,462) (667,462) Total Operating Expenses 16,825,312 15,360,000 16,865,553 16,865,553 Operating Income (Loss)1,147,883 4,369,000 4,654,000 4,654,000 Non Operating Revenues (Expenses) Gain or Loss on Sale of Capital Assets (40,857) - - - Miscellaneous Revenue 302,499 305,000 305,000 305,000 Other Charges - - - - Total Non-Operating Revenue (Expenses)261,642 305,000 305,000 305,000 Income before Capital Contributions and Transfers 1,409,525 4,674,000 4,959,000 4,959,000 Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Change in Net Assets 1,409,525 4,674,000 4,959,000 4,959,000 Net Assets - Beginning Balance 17,664,948 19,074,473 23,748,473 23,748,473 Net Assets - Ending Balance 19,074,473 23,748,473 28,707,473 28,707,473 - MEMO ONLY: Fixed Asset Acquisitions 0 4,674,000 4,959,000 4,959,000 State Controller Schedules Contra Costa County County Budget Act Operation of Internal Service Fund Fiscal Year 2024-2025 1496 Schedule 11Fund Title: Airport EnterpriseService Activity: Transportation TerminalsFund Number: 140100Operating Detail 2022-23 2023-24 2024-25 2024-25Actuals Actual Requested RecommendedEstimated X12345Operating Revenues Use of Money & Property 4,769,760 5,135,100 5,094,108 5,094,108 License/Permit/Franchise Intergovernmental Revenue Charges for Service - - - - Miscellaneous Revenue 524,326 593,000 541,385 541,385 Other Total Operating Revenues 5,294,086 5,728,100 5,635,493 5,635,493 Operating Expenses Salaries and Employee Benefits 2,665,458 2,837,129 2,967,156 2,967,156 Services and Supplies 1,377,155 1,674,000 1,703,542 1,703,542 Other Charges 768,237 1,308,552 1,200,000 1,200,000 Depreciation 1,101,189 34,048 31,333 31,333 Expenditure Transfers 188,144 142,000 200,000 200,000 Total Operating Expenses 6,100,183 5,995,729 6,102,031 6,102,031 Operating Income (Loss) (806,097) (267,629) (466,538) (466,538) Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain 151,833 6,900 29,000 29,000 Interest/Investment (Expense) and/or (Loss) Gain or Loss on Sale of Capital Assets Intergovernmental Revenue 6,533,130 964,000 42,525 42,525 Miscellaneous Revenue 4,157,085 - 11,490 11,490 Other Charges 185,611 (23,400) (23,900) (23,900) Total Non-Operating Revenue (Expenses) 11,027,659 947,500 59,115 59,115 Income before Capital Contributions and Transfers 10,221,562 679,871 (407,423) (407,423) Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Change in Net Assets 10,221,562 679,871 (407,423) (407,423) Net Assets - Beginning Balance 31,182,399 41,403,961 42,083,832 42,083,832 Net Assets - Ending Balance 41,403,961 42,083,832 41,676,409 41,676,409 MEMO ONLY:Fixed Asset Acquisitions 0 0 0 0State Controller Schedules Contra Costa CountyCounty Budget Act Operation of Enterprise Fund Fiscal Year 2024-20251497 Schedule 11Fund Title: Sheriff Law Enf Trng CntrService Activity: Police ProtectionFund Number: 142000Operating Detail 2022-23 2023-24 2024-25 2024-25Actuals Actual Requested RecommendedEstimated X12345Operating Revenues Intergovernmental Revenue 344,059 180,000 180,000 180,000 Charges for Service 809,726 934,000 934,000 934,000 Miscellaneous Revenue 30,414 13,176 13,176 13,176 Total Operating Revenues 1,184,199 1,127,176 1,127,176 1,127,176 Operating Expenses Salaries and Employee Benefits 1,984,505 2,342,486 2,329,758 2,329,758 Services and Supplies 356,611 344,541 390,337 390,337 Other Charges83,213 53,908 54,014 54,014 Depreciation7,088 12,431 12,430 12,430 Expenditure Transfers 47,259 65,185 70,163 70,163 Total Operating Expenses 2,478,676 2,818,551 2,856,702 2,856,702 Operating Income (Loss) (1,294,477) (1,691,375) (1,729,526) (1,729,526) Non Operating Revenues (Expenses) Miscellaneous Revenue 485 1,695 1,695 1,695 Total Non-Operating Revenue (Expenses) 485 1,695 1,695 1,695 Income before Capital Contributions and Transfers (1,293,992) (1,689,680) (1,727,831) (1,727,831) Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) 1,498,703 1,689,680 1,727,831 1,727,831 Change in Net Assets 204,711 - - - Net Assets - Beginning Balance 1,007,286 1,211,997 1,211,997 1,211,997 Net Assets - Ending Balance 1,211,997 1,211,997 1,211,997 1,211,997 MEMO ONLY:Fixed Asset Acquisitions00 0 0State Controller Schedules Contra Costa CountyCounty Budget Act Operation of Enterprise Fund Fiscal Year 2024-20251498 Schedule 11Fund Title: Childcare EnterpriseService Activity: Other AssistanceFund Number: 142500Operating Detail 2022-23 2023-24 2024-25 2024-25Actuals Actual Requested RecommendedEstimated X12345Operating Revenues Miscellaneous Revenue - 74,000 - - Total Operating Revenues - 74,000 - - Operating Expenses Services and Supplies - 1,000 - - Other Charges - 1,000 - - Expenditure Transfers - 72,000 - - Total Operating Expenses - 74,000 - - Operating Income (Loss) - - - - Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain Interest/Investment (Expense) and/or (Loss) Total Non-Operating Revenue (Expenses) - - - - Income before Capital Contributions and Transfers - - - - Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Change in Net Assets - - - - Net Assets - Beginning Balance 15,590 15,590 15,590 15,590 Net Assets - Ending Balance 15,590 15,590 15,590 15,590 MEMO ONLY:Fixed Asset Acquisitions 0 0 0 0State Controller Schedules Contra Costa CountyCounty Budget Act Operation of Enterprise Fund Fiscal Year 2024-20251499 Schedule 11Fund Title: Hospital EnterpriseService Activity: Hospital CareFund Number: 145000Operating Detail 2022-23 2023-242024-252024-25Actuals Actual Requested RecommendedEstimated X12345Operating Revenues Medicare Patient Services 52,926,949 40,639,000 44,747,338 44,747,338 Medical Patient Services 343,795,871 371,706,000 389,470,811 389,470,811 Health Plan Patient Services 113,876,012 112,297,000 154,276,011 154,276,011 Private Pay Patient Services 20,503,295 21,513,000 22,575,219 22,575,219 Interdepartment Patient Services 6,547,660 2,712,000 3,271,694 3,271,694 Other Hospital Revenues 117,716,624 57,990,525 52,086,574 52,086,574 Charges to Gen Fund Units 58,344,147 51,261,705 61,861,401 61,861,401 External Health Plan Revenues 29,535,245 30,528,341 32,498,963 32,498,963 School Funds Revenue - - - - Total Operating Revenues 743,245,803 688,647,571 760,788,011 760,788,011 Operating Expenses Salaries and Employee Benefits 494,158,105 515,621,000 569,829,172 569,829,172 Services and Supplies 262,331,205 273,509,549 278,381,966 278,381,966 Depreciation 11,524,186 169,883 166,717 166,717 Expenditure Transfers 68 - - - Total Operating Expenses 768,013,564 789,300,432 848,377,855 848,377,855 Operating Income (Loss) (24,767,761) (100,652,861) (87,589,844) (87,589,844) Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain 5,054,873 3,238,429 5,761,352 5,761,352 Interest/Investment (Expense) and/or (Loss) (1,944,418) (1,663,318) (1,470,257) (1,470,257) Gain or Loss on Sale of Capital Assets - - - - Intergovernmental Revenue Miscellaneous Revenue Other Charges (699,814) (6,055,250) (5,922,251) (5,922,251) Total Non-Operating Revenue (Expenses) 2,410,641 (4,480,139) (1,631,156) (1,631,156) Income before Capital Contributions and Transfers (22,357,120) (105,133,000) (89,221,000) (89,221,000) Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Subsidy 113,245,000 115,245,000 116,253,000 116,253,000 Change in Net Assets 90,887,880 10,112,000 27,032,000 27,032,000 Net Assets - Beginning Balance 253,382,296 344,270,176 354,382,176 354,382,176 Net Assets - Ending Balance 344,270,176 354,382,176 381,414,176 381,414,176 MEMO ONLY:Fixed Asset Acquisitions (1) 10,112,000 27,032,000 27,032,000State Controller Schedules County of Contra Costa County Budget Act Operation of Enterprise Fund Fiscal Year 2024-2051500 Schedule 11Fund Title: HMO EnterpriseService Activity: Hospital CareFund Number: 146000Operating Detail 2022-23 2023-242024-25 2024-25Actuals Actual Requested RecommendedEstimated X12345Operating Revenues Other Hospital Revenues - - - - Charges to Gen Fund Units - - - - External Health Plan Revenues 1,478,709,463 1,097,460,085 1,156,611,563 1,156,611,563 Total Operating Revenues 1,478,709,463 1,097,460,085 1,156,611,563 1,156,611,563 Operating Expenses Salaries and Employee Benefits 34,887,826 50,533,634 50,533,636 50,533,636 Services and Supplies 1,237,790,183 858,225,874 957,015,088 957,015,088 Other Charges 10,000 10,000 11,919 11,919 Depreciation - - - - Expenditure Transfers - - - - Total Operating Expenses 1,272,688,009 908,769,508 1,007,560,643 1,007,560,643 Operating Income (Loss) 206,021,454 188,690,577 149,050,920 149,050,920 Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain 14,664,741 1,769,595 11,250,138 11,250,138 Interest/Investment (Expense) and/or (Loss) Gain or Loss on Sale of Capital Assets - - - - Intergovernmental Revenue 1,496,610 2,583,354 1,887,460 1,887,460 Miscellaneous Revenue - - - - Other Charges (172,570,453) (193,043,526) (162,188,518) (162,188,518) Total Non-Operating Revenue (Expenses) (156,409,102) (188,690,577) (149,050,920) (149,050,920) Income before Capital Contributions and Transfers 49,612,352 - - - Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Subsidy - - - - Change in Net Assets 49,612,352 - - - Net Assets - Beginning Balance 154,748,705 204,361,057 204,361,057 204,361,057 Net Assets - Ending Balance 204,361,057 204,361,057 204,361,057 204,361,057 MEMO ONLY:Fixed Asset Acquisitions 0 0 0 0State Controller Schedules Contra Costa CountyCounty Budget Act Operation of Enterprise Fund Fiscal Year 2024-20251501 Schedule 11Fund Title: HMO Enterprise - CommService Activity: Hospital CareFund Number: 146100Operating Detail 2022-23 2023-242024-25 2024-25Actuals Actual Requested RecommendedEstimated X12345Operating Revenues Other Hospital Revenues 1,600,742 1,968,126 1,968,618 1,968,618 Charges to Gen Fund Units - - - - External Health Plan Revenues 75,800,583 72,867,258 73,635,475 73,635,475 Total Operating Revenues 77,401,325 74,835,384 75,604,093 75,604,093 Operating Expenses Salaries and Employee Benefits - - - - Services and Supplies 82,003,907 79,568,157 79,586,871 79,586,871 Other Charges - - - - Depreciation - - - - Expenditure Transfers - - - - Total Operating Expenses 82,003,907 79,568,157 79,586,871 79,586,871 Operating Income (Loss) (4,602,582) (4,732,773) (3,982,778) (3,982,778) Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain 1,029,652 151,485 151,523 151,523 Interest/Investment (Expense) and/or (Loss) (167,203) (133,712) (133,745) (133,745) Gain or Loss on Sale of Capital Assets - - - - Intergovernmental Revenue Miscellaneous Revenue - - - - Other Charges - (21,000) (21,000) (21,000) Total Non-Operating Revenue (Expenses) 862,449 (3,227) (3,222) (3,222) Income before Capital Contributions and Transfers (3,740,133) (4,736,000) (3,986,000) (3,986,000) Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Subsidy 4,736,000 4,736,000 3,986,000 3,986,000 Change in Net Assets 995,867 - - - Net Assets - Beginning Balance 16,047,904 17,043,771 17,043,771 17,043,771 Net Assets - Ending Balance 17,043,771 17,043,771 17,043,771 17,043,771 MEMO ONLY:Fixed Asset Acquisitions 0 0 0 0State Controller Schedules Contra Costa CountyCounty Budget Act Operation of Enterprise Fund Fiscal Year 2024-20251502 Schedule 11Fund Title: Major Risk Med Ins EntService Activity: Hospital CareFund Number: 146200Operating Detail 2022-23 2023-24 2024-25 2024-25Actuals Actual Requested RecommendedEstimated X12345Operating Revenues Major Risk Med Ins Revenue - - - - Charges to Gen Fund Units - - - - External Health Plan Revenues - - - - Total Operating Revenues - - - - Operating Expenses Salaries and Employee Benefits - - - - Services and Supplies - - - - Other Charges - - - - Depreciation - - - - Expenditure Transfers - - - - Total Operating Expenses - - - - Operating Income (Loss) - - - - Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain - - - - Interest/Investment (Expense) and/or (Loss) - - - - Other Charges- - - Total Non-Operating Revenue (Expenses) - - - - Income before Capital Contributions and Transfers - - - - Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Subsidy - - - - Change in Net Assets - - - - Net Assets - Beginning Balance 695 695 695 695 Net Assets - Ending Balance 695 695 695 695 MEMO ONLY:Fixed Asset Acquisitions 0 0 0 0State Controller Schedules Contra Costa CountyCounty Budget Act Operation of Enterprise Fund Fiscal Year 2024-20251503 State Controller Schedules County of Contra Costa Schedule 12 County Budget Act Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2024-25 District and Agency Name Total Financing Sources Total Financing Uses Fund Balance Available June 30, 2024 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 Fire Protection CCC FIRE PROTECT-CONSOLID $0 $0 $238,554,493 $238,554,493 $238,554,493 $0 $238,554,493 CCCFPD POB STABILZTN FUND (29,000)0 30,000 1,000 1,000 0 1,000 CCCFPD CAPTL CONSTRUCTION 6,029,039 0 10,970,961 17,000,000 17,000,000 0 17,000,000 CROCKETT CAR FIRE PROTECTION 0 0 1,097,600 1,097,600 1,097,600 0 1,097,600 CCCFPD CAP OUTLAY-CONSOLID 516,689 0 100,500 617,189 617,189 0 617,189 CCCFPD NEW DEVLPMT FEE FD 1,537,055 0 200,500 1,737,555 1,737,555 0 1,737,555 CCCFPD PITTSBURG SPECIAL FUND 9,491 0 0 9,491 9,491 0 9,491 CCCFPD EMS TRANSPORT FUND 0 0 92,000,000 92,000,000 92,000,000 0 92,000,000 Total Fire Protection $8,063,274 $0 $342,954,054 $351,017,328 $351,017,328 $0 $351,017,328 Flood Control FLOOD CTL and WTR CONS DIST $12,500,000 $0 $7,677,000 $20,177,000 $20,177,000 $0 $20,177,000 FCZ 3B- WALNUT CREEK 50,000,000 0 11,990,000 61,990,000 61,990,000 0 61,990,000 FCZ 1 - MARSH CRK 14,000,000 0 4,500,000 18,500,000 18,500,000 0 18,500,000 FCZ 2 - KELLOG CREEK 1,000 0 17,000 18,000 18,000 0 18,000 FCZ 6A - SAN PABLO CREEK 17,000 0 117,000 134,000 134,000 0 134,000 FCZ 7 - WILDCAT CREEK 285,000 0 251,000 536,000 536,000 0 536,000 FCZ 8 - RODEO CREEK 165,000 0 45,000 210,000 210,000 0 210,000 FCZ 8A - LWR RODEO CREEK 5,000 0 298,000 303,000 303,000 0 303,000 FCZ 9 - PINOLE CREEK 5,000 0 631,000 636,000 636,000 0 636,000 DRAINAGE AREA 37A 5,000 0 0 5,000 5,000 0 5,000 DRAINAGE AREA 33A 235,000 0 11,000 246,000 246,000 0 246,000 DRN AREA BNFT ASSESS 75A 240,000 0 100,000 340,000 340,000 0 340,000 DRAINAGE AREA 128 100,000 0 7,000 107,000 107,000 0 107,000 DRAINAGE AREA 57 235,000 0 38,000 273,000 273,000 0 273,000 1504 State Controller Schedules County of Contra Costa Schedule 12 County Budget Act Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2024-25 District and Agency Name Total Financing Sources Total Financing Uses Fund Balance Available June 30, 2024 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 Flood Control DRAINAGE AREA 67 50,000 0 6,000 56,000 56,000 0 56,000 DRAINAGE AREA 19A 625,000 0 97,000 722,000 722,000 0 722,000 DRAINAGE AREA 33B 130,000 0 14,000 144,000 144,000 0 144,000 DRAINAGE AREA 76 110,000 0 28,000 138,000 138,000 0 138,000 DRAINAGE AREA 62 290,000 0 26,000 316,000 316,000 0 316,000 DRAINAGE AREA 72 55,000 0 4,000 59,000 59,000 0 59,000 DRAINAGE AREA 78 108,000 0 4,000 112,000 112,000 0 112,000 DRAINAGE AREA 30B 2,200,000 0 438,000 2,638,000 2,638,000 0 2,638,000 DRAINAGE AREA 44B 635,000 0 46,000 681,000 681,000 0 681,000 DRAINAGE AREA 29E 50,000 0 6,000 56,000 56,000 0 56,000 DRAINAGE AREA 52B 110,000 0 3,000 113,000 113,000 0 113,000 DRAINAGE AREA 290 40,000 0 5,000 45,000 45,000 0 45,000 DRAINAGE AREA 300 110,000 0 10,000 120,000 120,000 0 120,000 DRAINAGE AREA 13 7,600,000 0 901,000 8,501,000 8,501,000 0 8,501,000 DRAINAGE AREA 52A 625,000 0 48,000 673,000 673,000 0 673,000 DRAINAGE AREA 10 8,300,000 0 1,015,000 9,315,000 9,315,000 0 9,315,000 DRAINAGE AREA 29C 490,000 0 51,000 541,000 541,000 0 541,000 DRAINAGE AREA 29D 165,000 0 9,000 174,000 174,000 0 174,000 DRAINAGE AREA 30A 69,000 0 84,000 153,000 153,000 0 153,000 DRAINAGE AREA 30C 3,800,000 0 429,000 4,229,000 4,229,000 0 4,229,000 DRAINAGE AREA 15A 170,000 0 3,000 173,000 173,000 0 173,000 DRN AREA BNFT ASSESS 910 177,000 0 20,000 197,000 197,000 0 197,000 DRAINAGE AREA 33C 90,000 0 18,000 108,000 108,000 0 108,000 DRAINAGE AREA 130 12,500,000 0 2,500,000 15,000,000 15,000,000 0 15,000,000 DRAINAGE AREA 127 27,000 0 35,000 62,000 62,000 0 62,000 1505 State Controller Schedules County of Contra Costa Schedule 12 County Budget Act Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2024-25 District and Agency Name Total Financing Sources Total Financing Uses Fund Balance Available June 30, 2024 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 Flood Control DRAINAGE AREA 40A 400,000 0 94,000 494,000 494,000 0 494,000 DRAINAGE AREA 56 12,400,000 0 1,312,000 13,712,000 13,712,000 0 13,712,000 DRAINAGE AREA 73 235,000 0 3,000 238,000 238,000 0 238,000 DRAINAGE AREA 29G 135,000 0 193,000 328,000 328,000 0 328,000 DRAINAGE AREA 29H 1,900,000 0 466,000 2,366,000 2,366,000 0 2,366,000 DRAINAGE AREA 29J 55,000 0 11,000 66,000 66,000 0 66,000 DRAINAGE AREA 52C 4,700,000 0 690,000 5,390,000 5,390,000 0 5,390,000 DRAINAGE AREA 48C 710,000 0 33,000 743,000 743,000 0 743,000 DRAINAGE AREA 48D 20,000 0 4,000 24,000 24,000 0 24,000 DRAINAGE AREA 48B 110,000 0 105,000 215,000 215,000 0 215,000 DRN AREA BNFT ASSESS 67A 450,000 0 25,000 475,000 475,000 0 475,000 DRN AREA BNFT ASSESS 76A 410,000 0 25,000 435,000 435,000 0 435,000 DRN AREA BNFT ASSESS 520 340,000 0 40,000 380,000 380,000 0 380,000 DRAINAGE AREA 46 1,950,000 0 159,000 2,109,000 2,109,000 0 2,109,000 DRAINAGE AREA 55 18,000 0 7,000 25,000 25,000 0 25,000 DRN AREA BNFT ASSESS 1010 1,122,000 0 130,000 1,252,000 1,252,000 0 1,252,000 DRAINAGE AREA 101A 1,035,000 0 51,000 1,086,000 1,086,000 0 1,086,000 DRN AREA BNF ASSESS 1010A 440,000 0 50,000 490,000 490,000 0 490,000 DRAINAGE AREA 16 2,400,000 0 269,000 2,669,000 2,669,000 0 2,669,000 DRAINAGE AREA 52D 27,000 0 1,000 28,000 28,000 0 28,000 DRAINAGE AREA 87 50,000 0 3,000 53,000 53,000 0 53,000 DRAINAGE AREA 88 23,000 0 1,000 24,000 24,000 0 24,000 DRAINAGE AREA 89 144,000 0 10,000 154,000 154,000 0 154,000 DRAINAGE AREA 22 190,000 0 1,000 191,000 191,000 0 191,000 DRAINAGE AREA 109 26,000 0 4,000 30,000 29,999 0 29,999 1506 State Controller Schedules County of Contra Costa Schedule 12 County Budget Act Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2024-25 District and Agency Name Total Financing Sources Total Financing Uses Fund Balance Available June 30, 2024 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 Flood Control FLOOD CNTRL DRAINAGE AREA 47 284,000 0 13,000 297,000 297,000 0 297,000 Total Flood Control $145,893,000 $0 $35,182,000 $181,075,000 $181,074,999 $0 $181,074,999 Storm Drainage Districts STORM DRAINAGE ZONE 19 $2,000 $0 $0 $2,000 $2,000 $0 $2,000 Total Storm Drainage Districts $2,000 $0 $0 $2,000 $2,000 $0 $2,000 Stormwater Utility Districts CCC CFD 2007-1 STORMWATER $97,000 $0 $95,000 $192,000 $192,000 $0 $192,000 STORMWATER UTIL A-1 ANT 112,129 0 1,300,000 1,412,129 1,412,129 0 1,412,129 STORMWATER UTIL A-2 CLAYTON 9,903 0 130,000 139,903 139,903 0 139,903 STORMWATER UTIL A-3 CONCORD 99,617 0 2,125,000 2,224,617 2,224,617 0 2,224,617 STORMWATER UTIL A-4 DANVILLE 39,890 0 580,000 619,890 619,890 0 619,890 STORMWATER UTIL A-7 LAFAYETTE 35,391 0 480,000 515,391 515,391 0 515,391 STORMWATER UTIL A-8 MARTINEZ 41,131 0 715,000 756,131 756,131 0 756,131 STORMWATER UTIL A-9 MORAGA 21,311 0 300,000 321,311 321,311 0 321,311 STORMWATER UTIL A-10 ORINDA 27,088 0 390,000 417,088 417,088 0 417,088 STORMWATER UTIL A-11 PINOLE 24,643 0 325,000 349,643 349,643 0 349,643 STORMWATER UTIL A-12 PITTSBURG 94,141 0 1,255,000 1,349,141 1,349,141 0 1,349,141 STORMWATER UTIL A-13 PLEASANT HILL 35,484 0 500,000 535,484 535,484 0 535,484 STORMWATER UTIL A-14 SAN PABLO 40,640 0 440,000 480,640 480,640 0 480,640 STORMWATER UTIL A-15 SAN RAMON 52,310 0 1,240,000 1,292,310 1,292,310 0 1,292,310 STORMWATER UTIL A-16 WALNUT CREEK 42,572 0 1,305,000 1,347,572 1,347,572 0 1,347,572 STORMWATER UTIL A-17 COUNTY 5,100,000 0 4,000,000 9,100,000 9,100,000 0 9,100,000 STORMWATER UTIL A-18 OAKLY 36,292 0 560,000 596,292 596,292 0 596,292 STORMWTR UTIL ADMIN 7,490,568 0 4,135,000 11,625,568 11,625,568 0 11,625,568 1507 State Controller Schedules County of Contra Costa Schedule 12 County Budget Act Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2024-25 District and Agency Name Total Financing Sources Total Financing Uses Fund Balance Available June 30, 2024 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 Stormwater Utility Districts STORMWTR UTIL A-19 RICH 77,712 0 400,000 477,712 477,712 0 477,712 STORMWATER UTIL A-6 HERCULES 29,142 0 325,000 354,142 354,142 0 354,142 STORMWATER UTIL A-5 EL CERRITO 7,937 0 420,000 427,937 427,937 0 427,937 STORMWTR UTIL A-20 BRNT 48,686 0 300,000 348,686 348,686 0 348,686 Total Stormwater Utility Districts $13,563,587 $0 $21,320,000 $34,883,587 $34,883,587 $0 $34,883,587 Service Area-Police SVC AREA P6 ZONE 0502 $0 $0 $161,920 $161,920 $161,920 $0 $161,920 SVC AREA P6 ZONE 1614 0 0 2,443 2,443 2,443 0 2,443 SVC AREA P6 ZONE 1804 0 0 1,745 1,745 1,745 0 1,745 SVC AREA P6 ZONE 2201 0 0 44,241 44,241 44,241 0 44,241 SVC AREA P6 ZONE 0501 0 0 99,438 99,438 99,438 0 99,438 SVC AREA P6 ZONE 1613 0 0 1,770 1,770 1,770 0 1,770 SVC AREA P6 ZONE 2200 0 0 4,601 4,601 4,601 0 4,601 SVC AREA P6 ZONE 2502 0 0 2,792 2,792 2,792 0 2,792 SVC AREA P6 ZONE 2801 0 0 21,236 21,236 21,236 0 21,236 SVC AREA P6 ZONE 1609 0 0 4,682 4,682 4,682 0 4,682 SVC AREA P6 ZONE 1610 0 0 4,682 4,682 4,682 0 4,682 SVC AREA P6 ZONE 1611 0 0 20,599 20,599 20,599 0 20,599 SVC AREA P6 ZONE 1612 0 0 1,873 1,873 1,873 0 1,873 SVC AREA P6 ZONE 2501 0 0 23,220 23,220 23,220 0 23,220 SVC AREA P6 ZONE 2800 0 0 1,873 1,873 1,873 0 1,873 SVC AREA P6 ZONE 1514 0 0 5,323 5,323 5,323 0 5,323 SVC AREA P6 ZONE 1101 0 0 2,247 2,247 2,247 0 2,247 SVC AREA P-6 ZONE 1803 0 0 5,830 5,830 5,830 0 5,830 1508 State Controller Schedules County of Contra Costa Schedule 12 County Budget Act Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2024-25 District and Agency Name Total Financing Sources Total Financing Uses Fund Balance Available June 30, 2024 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 Service Area-Police SVC AREA P6 ZONE 1700 0 0 166,354 166,354 166,354 0 166,354 SVC AREA P6 ZONE 2000 0 0 777 777 777 0 777 SVC AREA P6 ZONE 2903 0 0 2,241 2,241 2,241 0 2,241 SVC AREA P6 ZONE 1505 0 0 1,943 1,943 1,943 0 1,943 SVC AREA P6 ZONE 1506 0 0 3,887 3,887 3,887 0 3,887 SVC AREA P6 ZONE 1001 0 0 10,572 10,572 10,572 0 10,572 SVC AREA P6 CNTRL ADMIN BASE 13,622,035 0 2,680,763 16,302,798 16,302,798 0 16,302,798 SVC AREA P6 ZONE 1607 0 0 1,943 1,943 1,943 0 1,943 SVC AREA P6 ZONE 1504 0 0 3,499 3,499 3,499 0 3,499 SVC AREA P6 ZONE 2702 0 0 777 777 777 0 777 SVC AREA P6 ZONE 1606 0 0 813 813 813 0 813 SVC AREA P6 ZONE 1605 0 0 7,726 7,726 7,726 0 7,726 SVC AREA P6 ZONE 1503 0 0 813 813 813 0 813 SVC AREA P6 ZONE 0400 0 0 838 838 838 0 838 SVC AREA P6 ZONE 0702 0 0 3,984 3,984 3,984 0 3,984 SVC AREA P6 ZONE 1502 0 0 838 838 838 0 838 SVC AREA P6 ZONE 3100 0 0 35,226 35,226 35,226 0 35,226 SVC AREA P6 ZONE 2500 0 0 839 839 839 0 839 SVC AREA P6 ZONE 0701 0 0 838 838 838 0 838 SVC AREA P6 ZONE 0202 0 0 20,874 20,874 20,874 0 20,874 SVC AREA P6 ZONE 1501 0 0 3,480 3,480 3,480 0 3,480 SVC AREA P6 ZONE 1604 0 0 869 869 869 0 869 SVC AREA P6 ZONE 1801 0 0 869 869 869 0 869 SVC AREA P6 ZONE 2901 0 0 838 838 838 0 838 SVC AREA P6 ZONE 1603 0 0 7,828 7,828 7,828 0 7,828 1509 State Controller Schedules County of Contra Costa Schedule 12 County Budget Act Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2024-25 District and Agency Name Total Financing Sources Total Financing Uses Fund Balance Available June 30, 2024 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 Service Area-Police SVC AREA P6 ZONE 1200 0 0 1,677 1,677 1,677 0 1,677 POLICE SVC-CROCKETT COGEN 323,440 0 297,288 620,728 620,728 0 620,728 SERVICE AREA PL2 DANVILLE 10,254 0 498 10,752 10,752 0 10,752 SERVICE AREA P-2 ZONE A 201,137 0 1,381,550 1,582,687 1,582,687 0 1,582,687 SVC AREA P6 ZONE 2902 0 0 2,617 2,617 2,617 0 2,617 SVC AREA PL5 ROUND HILL 44,739 0 633,648 678,387 678,387 0 678,387 SERVICE AREA PL6 7,068,661 0 5,609,700 12,678,361 12,678,361 0 12,678,361 SERVICE AREA P-2 ZONE B 101,224 0 295,100 396,324 396,324 0 396,324 SVC AREA P6 ZONE 0206 0 0 18,426 18,426 18,426 0 18,426 SVC AREA P6 ZONE 0207 0 0 2,477 2,477 2,477 0 2,477 SERVICE AREA P6 ZONE 0200 0 0 19,459 19,459 19,459 0 19,459 SVC AREA P6 ZONE 0212 0 0 17,062 17,062 17,062 0 17,062 SERVICE AREA P6 ZONE 2504 0 0 1,096 1,096 1,096 0 1,096 SVC AREA P6 ZONE 0505 0 0 449 449 449 0 449 SERVICE AREA P6 ZONE 1007 0 0 1,730 1,730 1,730 0 1,730 SERVICE AREA P6 ZONE 3113 0 0 324 324 324 0 324 SVC AREA P6 ZONE 0209 0 0 7,123 7,123 7,123 0 7,123 SVC AREA P6 ZONE 0211 0 0 2,668 2,668 2,668 0 2,668 SVC AREA P6 ZONE 1005 0 0 51,406 51,406 51,406 0 51,406 SVC AREA P6 ZONE 0201 0 0 138,835 138,835 138,835 0 138,835 SVC AREA P6 ZONE 2700 0 0 905 905 905 0 905 SERVICE AREA P6 ZONE 2904 0 0 786 786 786 0 786 SERVICE AREA P6 ZONE 2905 0 0 1,190 1,190 1,190 0 1,190 SVC AREA P6 ZONE 0700 0 0 883 883 883 0 883 SVC AREA P6 ZONE 1100 0 0 5,743 5,743 5,743 0 5,743 1510 State Controller Schedules County of Contra Costa Schedule 12 County Budget Act Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2024-25 District and Agency Name Total Financing Sources Total Financing Uses Fund Balance Available June 30, 2024 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 Service Area-Police SVC AREA P6 ZONE 1600 0 0 904 904 904 0 904 SVC AREA P6 ZONE 2601 0 0 884 884 884 0 884 SVC AREA P6 ZONE 0500 0 0 167,437 167,437 167,437 0 167,437 SVC AREA P6 ZONE 1000 0 0 32,109 32,109 32,109 0 32,109 SVC AREA P6 ZONE 2900 0 0 6,627 6,627 6,627 0 6,627 SVC AREA P6 ZONE 1006 0 0 3,406 3,406 3,406 0 3,406 SVC AREA P6 ZONE 1601 0 0 883 883 883 0 883 SVC AREA P6 ZONE 2300 0 0 883 883 883 0 883 SVC AREA P6 ZONE 1602 0 0 26,093 26,093 26,093 0 26,093 SVC AREA P6 ZONE 1800 0 0 18,334 18,334 18,334 0 18,334 SVC AREA P6 ZONE 2600 0 0 1,325 1,325 1,325 0 1,325 SVC AREA P6 ZONE 2701 0 0 2,610 2,610 2,610 0 2,610 SVC AREA P6 ZONE 1500 0 0 441 441 441 0 441 SVC AREA P6 ZONE 3000 0 0 37,835 37,835 37,835 0 37,835 SVC AREA P6 ZONE 1512 0 0 3,561 3,561 3,561 0 3,561 SVC AREA P6 ZONE 1616 0 0 15,174 15,174 15,174 0 15,174 SVC AREA P6 ZONE 2704 0 0 1,858 1,858 1,858 0 1,858 SVC AREA P-6 ZONE 0503 0 0 451,409 451,409 451,409 0 451,409 SVC AREA P-6 ZONE 3103 0 0 7,467 7,467 7,467 0 7,467 SVC AREA P6 ZONE 0900 0 0 2,055 2,055 2,055 0 2,055 SVC AREA P6 ZONE 1509 0 0 3,425 3,425 3,425 0 3,425 SVC AREA P6 ZONE 3101 0 0 3,939 3,939 3,939 0 3,939 SVC AREA P6 ZONE 1615 0 0 2,740 2,740 2,740 0 2,740 SVC AREA P6 ZONE 1511 0 0 1,712 1,712 1,712 0 1,712 SVC AREA P6 ZONE 1510 0 0 6,165 6,165 6,165 0 6,165 1511 State Controller Schedules County of Contra Costa Schedule 12 County Budget Act Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2024-25 District and Agency Name Total Financing Sources Total Financing Uses Fund Balance Available June 30, 2024 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 Service Area-Police SVC AREA P6 ZONE 0203 0 0 24,437 24,437 24,437 0 24,437 SVC AREA P6 ZONE 1002 0 0 10,861 10,861 10,861 0 10,861 SVC AREA P6 ZONE 2602 0 0 1,697 1,697 1,697 0 1,697 SVC AREA P6 ZONE 0204 0 0 3,055 3,055 3,055 0 3,055 SVC AREA P6 ZONE 1003 0 0 3,635 3,635 3,635 0 3,635 SVC AREA P6 ZONE 1201 0 0 2,314 2,314 2,314 0 2,314 SVC AREA P6 ZONE 2203 0 0 285,724 285,724 285,724 0 285,724 SVC AREA P6 ZONE 3001 0 0 57,178 57,178 57,178 0 57,178 SVC AREA P6 ZONE 0504 0 0 67,093 67,093 67,093 0 67,093 SVC AREA P6 ZONE 3102 0 0 1,713 1,713 1,713 0 1,713 SVC AREA P6 ZONE 3104 0 0 6,940 6,940 6,940 0 6,940 SVC AREA P6 ZONE 2202 0 0 128,236 128,236 128,236 0 128,236 SVC AREA P6 ZONE 0205 0 0 640 640 640 0 640 SVC AREA P6 ZONE 0301 0 0 147,719 147,719 147,719 0 147,719 SVC AREA P6 ZONE 1004 0 0 5,431 5,431 5,431 0 5,431 SVC AREA P6 ZONE 2603 0 0 2,560 2,560 2,560 0 2,560 SVC AREA P6 ZONE 2703 0 0 8,642 8,642 8,642 0 8,642 SVC AREA P6 ZONE 3002 0 0 2,477 2,477 2,477 0 2,477 SVC AREA P6 ZONE 3105 0 0 310 310 310 0 310 SVC AREA P6 ZONE 3106 0 0 310 310 310 0 310 SVC AREA P6 ZONE 3107 0 0 619 619 619 0 619 SVC AREA P6 ZONE 0210 0 0 3,566 3,566 3,566 0 3,566 SVC AREA P6 ZONE 1513 0 0 4,755 4,755 4,755 0 4,755 SVC AREA P6 ZONE 2604 0 0 1,486 1,486 1,486 0 1,486 SVC AREA P6 ZONE 2605 0 0 38,338 38,338 38,338 0 38,338 1512 State Controller Schedules County of Contra Costa Schedule 12 County Budget Act Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2024-25 District and Agency Name Total Financing Sources Total Financing Uses Fund Balance Available June 30, 2024 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 Service Area-Police SVC AREA P6 ZONE 3003 0 0 2,674 2,674 2,674 0 2,674 SVC AREA P6 ZONE 3004 0 0 594 594 594 0 594 SVC AREA P6 ZONE 3109 0 0 891 891 891 0 891 SVC AREA P6 ZONE 3110 0 0 743 743 743 0 743 SVC AREA P6 ZONE 3112 0 0 10,641 10,641 10,641 0 10,641 SVC AREA P6 ZONE 2606 0 0 444 444 444 0 444 SVC AREA P6 ZONE 1204 0 0 1,731 1,731 1,731 0 1,731 SVC AREA P6 ZONE 3005 0 0 700 700 700 0 700 SVC AREA P6 ZONE 3007 0 0 2,884 2,884 2,884 0 2,884 Total Service Area-Police $21,371,490 $0 $13,492,898 $34,864,388 $34,864,388 $0 $34,864,388 Service Area-Drainage SERVICE AREA D-2 W C $470,000 $0 $29,000 $499,000 $499,000 $0 $499,000 Total Service Area-Drainage $470,000 $0 $29,000 $499,000 $499,000 $0 $499,000 Miscellaneous Districts Disc Bay West Parking $21,558 $0 $1,000 $22,558 $22,558 $0 $22,558 C C C WATER AGENCY 0 0 1,067,000 1,067,000 1,067,000 0 1,067,000 Total Miscellaneous Districts $21,558 $0 $1,068,000 $1,089,558 $1,089,558 $0 $1,089,558 1513 State Controller Schedules County of Contra Costa Schedule 12 County Budget Act Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2024-25 District and Agency Name Total Financing Sources Total Financing Uses Fund Balance Available June 30, 2024 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 Emergency Medical Services WCC HLTHCARE DIST $1,672,330 $0 $6,514,670 $8,187,000 $8,187,000 $0 $8,187,000 WCCHCD DEBT SVC 0 0 3,115,200 3,115,200 3,115,200 0 3,115,200 SERVICE AREA EM-1 ZONE A 4,938 0 238,000 242,938 242,938 0 242,938 SERVICE AREA EM-1 ZONE B 833,412 0 4,630,000 5,463,412 5,463,412 0 5,463,412 Total Emergency Medical Services $2,510,680 $0 $14,497,870 $17,008,550 $17,008,550 $0 $17,008,550 Service Area-Library SVC AREA LIB-2 EL SOBRANTE $0 $0 $156,098 $156,098 $156,098 $0 $156,098 SVC AREA LIBRARY-10 PINOLE 0 0 1,507 1,507 1,507 0 1,507 SVC AREA LIBRARY-12 MORAGA 0 0 12,728 12,728 12,728 0 12,728 SVC AREA LIBRARY-13 YGNACIO 0 0 190,349 190,349 190,349 0 190,349 Total Service Area-Library $0 $0 $360,682 $360,682 $360,682 $0 $360,682 Service Area-Lighting SERVICE AREA L-100 $8,776,173 $0 $2,244,150 $11,020,323 $11,020,323 $0 $11,020,323 CCC CFD 2010-1 ST LIGHTNG 192,782 0 39,000 231,782 231,782 0 231,782 Total Service Area-Lighting $8,968,955 $0 $2,283,150 $11,252,105 $11,252,105 $0 $11,252,105 1514 State Controller Schedules County of Contra Costa Schedule 12 County Budget Act Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2024-25 District and Agency Name Total Financing Sources Total Financing Uses Fund Balance Available June 30, 2024 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 Service Area-Miscellaneous SERVICE AREA M-1 $7,189 $0 $78,000 $85,189 $85,189 $0 $85,189 CSA M-28 731,345 0 130,000 861,345 861,345 0 861,345 CSA M-29 6,192,473 0 21,787,000 27,979,473 27,979,473 0 27,979,473 CSA M-31 PH BART 193,646 0 395,000 588,646 588,646 0 588,646 CSA T-1 DANVILLE 3,486,175 0 730,000 4,216,175 4,216,175 0 4,216,175 CCC CFD 2022-1 49,373 0 79,000 128,373 128,373 0 128,373 NO RCHMD MTCE CFD 2006-1 736,230 0 190,000 926,230 926,230 0 926,230 BART TRNSIT VLG CFD2008-1 147,574 0 52,000 199,574 199,574 0 199,574 SERVICE AREA M-16 CLYDE AREA 179,021 0 40,000 219,021 219,021 0 219,021 SERVICE AREA M-17 MONTALVIN 228,793 0 717,945 946,738 946,738 0 946,738 SERVICE AREA M-20 RODEO 76,212 0 16,500 92,712 92,712 0 92,712 SERVICE AREA M-23 BLACKHAWK 235,725 0 2,796,000 3,031,725 3,031,725 0 3,031,725 SERVICE AREA M-30 DANVILLE 143,934 0 70,000 213,934 213,934 0 213,934 Total Service Area-Miscellaneous $12,407,690 $0 $27,081,445 $39,489,135 $39,489,135 $0 $39,489,135 Service Area-Road Maintenance SERVICE AREA RD-4 BETHEL ISLE $155,261 $0 $11,000 $166,261 $166,261 $0 $166,261 Total Service Area-Road Maintenance $155,261 $0 $11,000 $166,261 $166,261 $0 $166,261 Service Area-Recreation SERVICE AREA R-4 MORAGA $0 $0 $40,000 $40,000 $40,000 $0 $40,000 SERVICE AREA R-9 EL SOBRANTE 4,268 0 5,000 9,268 9,268 0 9,268 SERVICE AREA R-7 ZONE A 5,801,482 0 1,612,999 7,414,481 7,414,480 0 7,414,480 Total Service Area-Recreation $5,805,750 $0 $1,657,999 $7,463,749 $7,463,748 $0 $7,463,748 Total Special Districts and Other Agencies $219,233,245 $0 $459,938,098 $679,171,343 $679,171,341 $0 $679,171,341 1515 State Controller Schedules County of Contra Costa Schedule 12 County Budget Act Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2024-25 1516 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CCC FIRE PROTECT-CONSOLID (202000) Salaries And Benefits 148,353,507 175,596,779 193,693,814 194,525,288 Services And Supplies 14,853,199 19,390,770 22,427,744 22,427,744 Other Charges 10,365,654 13,281,580 16,208,145 16,208,145 Taxes $160,742,948 $180,260,890 $189,313,935 $189,313,935 Intergovernmental Revenue 4,620,915 8,532,500 8,788,475 8,788,475 Charges For Services 11,451,721 15,612,210 20,456,147 21,287,621 Miscellaneous Revenue 15,341,499 15,180,000 19,164,462 19,164,462 Total Revenue $192,157,083 $219,585,600 $237,723,019 $238,554,493 Capital Assets Fixed Assets 2,216,539 3,273,806 718,316 718,316 Total Capital Assets $2,216,539 $3,273,806 $718,316 $718,316 Expenditure Transfers 6,607,585 8,307,700 4,675,000 4,675,000 Total Expenditures/Appropriations $182,396,483 $219,850,635 $237,723,019 $238,554,493 Net Cost $(9,760,600)$265,035 $0 $0 1517 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CCCFPD POB DEBT SVC FUND (202200) Other Charges 11,175,770 (0)0 0 Use Of Money & Property 1,468 0 0 0 Total Revenue $1,468 $0 $0 $0 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $11,175,770 $(0)$0 $0 Net Cost $11,174,302 $(0)$0 $0 1518 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CCCFPD POB STABILZTN FUND (202400) Other Charges 0 1,000 1,000 1,000 Use Of Money & Property 0 30,000 30,000 30,000 Miscellaneous Revenue 2,604,175 0 0 0 Total Revenue $2,604,175 $30,000 $30,000 $30,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $0 $1,000 $1,000 $1,000 Net Cost $(2,604,175)$(29,000)$(29,000)$(29,000) 1519 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CCCFPD CAPTL CONSTRUCTION (202500) Miscellaneous Revenue 9,382,495 9,407,700 10,970,961 10,970,961 Total Revenue $9,382,495 $9,407,700 $10,970,961 $10,970,961 Capital Assets Fixed Assets 1,787,270 16,200,000 17,000,000 17,000,000 Total Capital Assets $1,787,270 $16,200,000 $17,000,000 $17,000,000 Total Expenditures/Appropriations $1,787,270 $16,200,000 $17,000,000 $17,000,000 Net Cost $(7,595,225)$6,792,300 $6,029,039 $6,029,039 1520 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CROCKETT CAR FIRE PROTECTION (202800) Salaries And Benefits 339,675 328,200 323,900 323,900 Services And Supplies 249,948 293,200 264,600 264,600 Other Charges 417,442 393,800 399,100 399,100 Taxes $726,567 $734,200 $799,100 $799,100 Intergovernmental Revenue 300,997 154,000 153,500 153,500 Charges For Services 6,478 7,000 0 0 Miscellaneous Revenue 17,009 275,000 145,000 145,000 Total Revenue $1,051,051 $1,170,200 $1,097,600 $1,097,600 Capital Assets Fixed Assets 0 155,000 110,000 110,000 Total Capital Assets $0 $155,000 $110,000 $110,000 Total Expenditures/Appropriations $1,007,065 $1,170,200 $1,097,600 $1,097,600 Net Cost $(43,986)$0 $0 $0 1521 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CCCFPD CAP OUTLAY-CONSOLID (203100) Services And Supplies 0 2,000 2,000 2,000 Other Charges 0 1,100 1,100 1,100 Use Of Money & Property 0 500 500 500 Charges For Services 56,293 100,000 100,000 100,000 Miscellaneous Revenue 242,138 0 0 0 Total Revenue $298,431 $100,500 $100,500 $100,500 Capital Assets Fixed Assets 196,881 614,089 614,089 614,089 Total Capital Assets $196,881 $614,089 $614,089 $614,089 Total Expenditures/Appropriations $196,881 $617,189 $617,189 $617,189 Net Cost $(101,550)$516,689 $516,689 $516,689 1522 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CONTRA CSTA FRE DEVLP FEE (203300) Total Revenue $0 $0 $0 $0 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $0 $0 $0 $0 Net Cost $0 $0 $0 $0 1523 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CCC FIRE PROTECTION - DIF (203400) Charges For Services 8,833,864 0 0 0 Total Revenue $8,833,864 $0 $0 $0 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $0 $0 $0 $0 Net Cost $(8,833,864)$0 $0 $0 1524 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CCC FIRE PROTECTION - CFD (203500) Miscellaneous Revenue 1,449,612 0 0 0 Total Revenue $1,449,612 $0 $0 $0 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $0 $0 $0 $0 Net Cost $(1,449,612)$0 $0 $0 1525 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CCCFPD NEW DEVLPMT FEE FD (203600) Services And Supplies 13,279 637,505 637,505 637,505 Other Charges 0 50 50 50 Use Of Money & Property 0 500 500 500 Charges For Services 243,763 200,000 200,000 200,000 Total Revenue $243,763 $200,500 $200,500 $200,500 Capital Assets Fixed Assets 0 1,100,000 1,100,000 1,100,000 Total Capital Assets $0 $1,100,000 $1,100,000 $1,100,000 Total Expenditures/Appropriations $13,279 $1,737,555 $1,737,555 $1,737,555 Net Cost $(230,484)$1,537,055 $1,537,055 $1,537,055 1526 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CCCFPD PITTSBURG SPECIAL FUND (203800) Other Charges 10 9,491 9,491 9,491 Use Of Money & Property 2,323 0 0 0 Total Revenue $2,323 $0 $0 $0 Capital Assets Fixed Assets 102,077 (0)(0)(0) Total Capital Assets $102,077 $(0)$(0)$(0) Total Expenditures/Appropriations $102,087 $9,491 $9,491 $9,491 Net Cost $99,764 $9,491 $9,491 $9,491 1527 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CCCFPD EMS TRANSPORT FUND (204000) Salaries And Benefits 3,688,236 5,308,120 5,850,426 6,920,913 Services And Supplies 51,276,668 49,786,200 63,983,737 63,983,737 Other Charges 1,801,694 1,887,375 11,887,375 11,887,375 Intergovernmental Revenue 1,914,508 0 0 0 Charges For Services 68,982,390 67,000,000 90,929,513 92,000,000 Miscellaneous Revenue 154,253 0 0 0 Total Revenue $71,051,151 $67,000,000 $90,929,513 $92,000,000 Capital Assets Fixed Assets 1,668,504 11,965,000 5,139,000 5,139,000 Total Capital Assets $1,668,504 $11,965,000 $5,139,000 $5,139,000 Expenditure Transfers 1,126,383 1,000,000 4,068,975 4,068,975 Total Expenditures/Appropriations $59,561,485 $69,946,695 $90,929,513 $92,000,000 Net Cost $(11,489,666)$2,946,695 $(0)$(0) 1528 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 WCC HLTHCARE DIST (213500) Services And Supplies 1,202,755 5,869,000 5,895,000 5,895,000 Other Charges 2,291,983 2,292,000 2,292,000 2,292,000 Taxes $5,745,867 $5,569,000 $6,045,070 $6,045,070 Use Of Money & Property 145,963 88,000 451,000 451,000 Intergovernmental Revenue 28,856 0 0 0 Charges For Services (27,003)0 0 0 Miscellaneous Revenue 12,487 21,000 18,600 18,600 Total Revenue $5,906,170 $5,678,000 $6,514,670 $6,514,670 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $3,494,738 $8,161,000 $8,187,000 $8,187,000 Net Cost $(2,411,432)$2,483,000 $1,672,330 $1,672,330 1529 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 WCCHCD DEBT SVC (213600) Services And Supplies 3,100 0 0 0 Other Charges 3,442,187 3,117,000 3,115,200 3,115,200 Taxes $5,584,084 $0 $0 $0 Use Of Money & Property 107,803 5,000 5,000 5,000 Charges For Services 0 3,112,000 3,110,200 3,110,200 Total Revenue $5,691,887 $3,117,000 $3,115,200 $3,115,200 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $3,445,287 $3,117,000 $3,115,200 $3,115,200 Net Cost $(2,246,601)$0 $0 $0 1530 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SANITATION DIST 6 MTZ AREA (236500) Total Revenue $0 $0 $0 $0 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $0 $0 $0 $0 Net Cost $0 $0 $0 $0 1531 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA L-100 (240100) Services And Supplies 796,578 9,557,000 10,125,323 10,125,323 Other Charges 280,336 371,000 375,000 375,000 Taxes $1,438,557 $1,550,000 $1,550,000 $1,550,000 Use Of Money & Property 99,904 30,000 50,000 50,000 Intergovernmental Revenue 7,102 8,000 7,150 7,150 Charges For Services 615,533 617,000 617,000 617,000 Miscellaneous Revenue 150,000 0 20,000 20,000 Total Revenue $2,311,096 $2,205,000 $2,244,150 $2,244,150 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 401,613 571,000 520,000 520,000 Total Expenditures/Appropriations $1,478,527 $10,499,000 $11,020,323 $11,020,323 Net Cost $(832,569)$8,294,000 $8,776,173 $8,776,173 1532 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA EM-1 ZONE A (240500) Salaries And Benefits 136,721 133,000 129,313 129,313 Services And Supplies 28,478 48,736 58,961 58,961 Other Charges 54,732 56,000 54,664 54,664 Taxes $238,584 $239,000 $238,000 $238,000 Total Revenue $238,584 $239,000 $238,000 $238,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $219,931 $237,736 $242,938 $242,938 Net Cost $(18,653)$(1,264)$4,938 $4,938 1533 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA EM-1 ZONE B (240600) Salaries And Benefits 1,819,440 2,125,000 2,198,191 2,198,191 Services And Supplies 890,307 1,609,000 939,967 939,967 Other Charges 2,309,857 2,355,000 2,325,254 2,325,254 Taxes $4,692,255 $4,700,000 $4,630,000 $4,630,000 Miscellaneous Revenue 23,910 0 0 0 Total Revenue $4,716,165 $4,700,000 $4,630,000 $4,630,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 563,000 0 0 Total Expenditures/Appropriations $5,019,604 $6,652,000 $5,463,412 $5,463,412 Net Cost $303,439 $1,952,000 $833,412 $833,412 1534 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA M-1 (247000) Services And Supplies 175 7,000 7,189 7,189 Other Charges 72,942 77,000 78,000 78,000 Taxes $74,115 $78,000 $77,500 $77,500 Intergovernmental Revenue 341 0 500 500 Total Revenue $74,456 $78,000 $78,000 $78,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $73,117 $84,000 $85,189 $85,189 Net Cost $(1,339)$6,000 $7,189 $7,189 1535 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CSA M-28 (247300) Services And Supplies 50,248 790,000 795,345 795,345 Other Charges 3,133 10,000 5,000 5,000 Charges For Services 118,408 135,000 130,000 130,000 Total Revenue $118,408 $135,000 $130,000 $130,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 45,513 82,000 61,000 61,000 Total Expenditures/Appropriations $98,893 $882,000 $861,345 $861,345 Net Cost $(19,514)$747,000 $731,345 $731,345 1536 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CSA M-29 (247500) Services And Supplies 10,170,150 28,236,000 27,955,473 27,955,473 Other Charges 7,414 11,000 9,000 9,000 Taxes $4,185,376 $4,291,000 $4,290,000 $4,290,000 Use Of Money & Property 2,323 3,000 3,000 3,000 Intergovernmental Revenue 19,585 23,000 24,000 24,000 Charges For Services 16,220,637 17,470,000 17,470,000 17,470,000 Total Revenue $20,427,922 $21,787,000 $21,787,000 $21,787,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 5,542 20,000 15,000 15,000 Total Expenditures/Appropriations $10,183,106 $28,267,000 $27,979,473 $27,979,473 Net Cost $(10,244,815)$6,480,000 $6,192,473 $6,192,473 1537 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CSA M-31 PH BART (247600) Services And Supplies 338,941 660,454 582,146 582,146 Other Charges 264 2,000 1,500 1,500 Charges For Services 369,591 400,000 395,000 395,000 Total Revenue $369,591 $400,000 $395,000 $395,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 3,513 5,000 5,000 5,000 Total Expenditures/Appropriations $342,718 $667,454 $588,646 $588,646 Net Cost $(26,873)$267,454 $193,646 $193,646 1538 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CSA T-1 DANVILLE (248000) Services And Supplies 675,292 4,035,680 4,183,675 4,183,675 Other Charges 1,346 8,000 7,500 7,500 Use Of Money & Property 25,557 9,000 10,000 10,000 Charges For Services 658,135 730,000 720,000 720,000 Total Revenue $683,692 $739,000 $730,000 $730,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 12,342 35,000 25,000 25,000 Total Expenditures/Appropriations $688,980 $4,078,680 $4,216,175 $4,216,175 Net Cost $5,288 $3,339,680 $3,486,175 $3,486,175 1539 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CCC CFD 2022-1 (248300) Services And Supplies 0 0 95,373 95,373 Other Charges 0 0 5,500 5,500 Miscellaneous Revenue 0 0 79,000 79,000 Total Revenue $0 $0 $79,000 $79,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 0 27,500 27,500 Total Expenditures/Appropriations $0 $0 $128,373 $128,373 Net Cost $0 $0 $49,373 $49,373 1540 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CCC CFD 2007-1 STORMWATER (248400) Services And Supplies 15,058 104,930 140,000 140,000 Other Charges 674 2,000 2,000 2,000 Miscellaneous Revenue 77,474 80,000 95,000 95,000 Total Revenue $77,474 $80,000 $95,000 $95,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 42,608 27,000 50,000 50,000 Total Expenditures/Appropriations $58,341 $133,930 $192,000 $192,000 Net Cost $(19,133)$53,930 $97,000 $97,000 1541 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 NO RCHMD MTCE CFD 2006-1 (248500) Services And Supplies 3,527 742,000 890,230 890,230 Other Charges 17,026 26,000 26,000 26,000 Miscellaneous Revenue 180,392 200,000 190,000 190,000 Total Revenue $180,392 $200,000 $190,000 $190,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 4,207 10,000 10,000 10,000 Total Expenditures/Appropriations $24,760 $778,000 $926,230 $926,230 Net Cost $(155,631)$578,000 $736,230 $736,230 1542 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 BART TRNSIT VLG CFD2008-1 (248600) Services And Supplies 25,118 55,000 120,574 120,574 Other Charges 838 22,000 16,000 16,000 Charges For Services (253)0 0 0 Miscellaneous Revenue 80,616 82,000 52,000 52,000 Total Revenue $80,363 $82,000 $52,000 $52,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 90,701 132,000 63,000 63,000 Total Expenditures/Appropriations $116,657 $209,000 $199,574 $199,574 Net Cost $36,295 $127,000 $147,574 $147,574 1543 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 CCC CFD 2010-1 ST LIGHTNG (248700) Services And Supplies 1,885 187,000 225,782 225,782 Other Charges 420 4,000 3,000 3,000 Miscellaneous Revenue 31,240 40,000 39,000 39,000 Total Revenue $31,240 $40,000 $39,000 $39,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 4,000 3,000 3,000 Total Expenditures/Appropriations $2,305 $195,000 $231,782 $231,782 Net Cost $(28,935)$155,000 $192,782 $192,782 1544 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA M-16 CLYDE AREA (248800) Services And Supplies 6,726 11,000 14,500 14,500 Other Charges 500 21,000 20,500 20,500 Taxes $37,419 $44,000 $39,800 $39,800 Intergovernmental Revenue 80,174 1,000 200 200 Miscellaneous Revenue 68,224 0 0 0 Total Revenue $185,818 $45,000 $40,000 $40,000 Capital Assets Fixed Assets 132,468 0 0 0 Total Capital Assets $132,468 $0 $0 $0 Expenditure Transfers 26,011 121,000 184,021 184,021 Total Expenditures/Appropriations $165,705 $153,000 $219,021 $219,021 Net Cost $(20,112)$108,000 $179,021 $179,021 1545 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA M-17 MONTALVIN (248900) Services And Supplies 53,956 308,000 352,238 352,238 Other Charges 46,353 91,000 86,500 86,500 Taxes $264,791 $298,000 $283,000 $283,000 Use Of Money & Property 6,710 9,000 0 0 Intergovernmental Revenue 1,247 2,000 1,500 1,500 Miscellaneous Revenue 0 295,000 433,445 433,445 Total Revenue $272,747 $604,000 $717,945 $717,945 Capital Assets Fixed Assets 8,762 325,000 400,000 400,000 Total Capital Assets $8,762 $325,000 $400,000 $400,000 Expenditure Transfers 95,589 108,000 108,000 108,000 Total Expenditures/Appropriations $204,660 $832,000 $946,738 $946,738 Net Cost $(68,087)$228,001 $228,793 $228,793 1546 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA M-20 RODEO (249200) Services And Supplies 175 65,000 81,712 81,712 Other Charges 2,139 6,000 6,000 6,000 Taxes $15,309 $16,000 $16,500 $16,500 Intergovernmental Revenue 71 1,000 0 0 Total Revenue $15,380 $17,000 $16,500 $16,500 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 722 5,000 5,000 5,000 Total Expenditures/Appropriations $3,035 $76,000 $92,712 $92,712 Net Cost $(12,345)$59,000 $76,212 $76,212 1547 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA RD-4 BETHEL ISLE (249400) Services And Supplies 275 140,000 155,261 155,261 Other Charges 61 1,000 1,000 1,000 Taxes $9,303 $10,000 $10,000 $10,000 Use Of Money & Property 1,162 1,000 1,000 1,000 Intergovernmental Revenue 42 0 0 0 Total Revenue $10,507 $11,000 $11,000 $11,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 10,000 10,000 10,000 Total Expenditures/Appropriations $336 $151,000 $166,261 $166,261 Net Cost $(10,171)$140,000 $155,261 $155,261 1548 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA M-23 BLACKHAWK (249600) Services And Supplies 547 15,000 13,000 13,000 Other Charges 2,649,802 2,938,000 2,927,826 2,927,826 Taxes $2,736,459 $2,863,000 $2,783,000 $2,783,000 Intergovernmental Revenue 12,747 15,000 13,000 13,000 Total Revenue $2,749,206 $2,878,000 $2,796,000 $2,796,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 39,225 142,000 90,900 90,900 Total Expenditures/Appropriations $2,689,575 $3,094,999 $3,031,725 $3,031,725 Net Cost $(59,632)$216,999 $235,725 $235,725 1549 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA M-30 DANVILLE (249900) Services And Supplies 32,872 172,000 209,434 209,434 Other Charges 672 2,000 1,500 1,500 Charges For Services 61,502 70,000 70,000 70,000 Total Revenue $61,502 $70,000 $70,000 $70,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 250 5,000 3,000 3,000 Total Expenditures/Appropriations $33,794 $179,000 $213,934 $213,934 Net Cost $(27,708)$109,000 $143,934 $143,934 1550 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-1 ANT (250100) Services And Supplies 887,113 935,000 903,128 903,128 Other Charges 376,648 529,000 509,001 509,001 Charges For Services 1,265,767 1,350,000 1,300,000 1,300,000 Total Revenue $1,265,767 $1,350,000 $1,300,000 $1,300,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $1,263,760 $1,464,000 $1,412,129 $1,412,129 Net Cost $(2,007)$114,000 $112,129 $112,129 1551 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-2 CLAYTON (250200) Services And Supplies 86,610 85,000 87,903 87,903 Other Charges 38,749 54,000 52,000 52,000 Charges For Services 127,691 130,000 130,000 130,000 Total Revenue $127,691 $130,000 $130,000 $130,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $125,359 $139,000 $139,903 $139,903 Net Cost $(2,332)$9,000 $9,903 $9,903 1552 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-3 CONCORD (250300) Services And Supplies 1,671,290 1,672,000 1,682,617 1,682,617 Other Charges 430,928 582,000 542,000 542,000 Charges For Services 2,108,922 2,150,000 2,125,000 2,125,000 Total Revenue $2,108,922 $2,150,000 $2,125,000 $2,125,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $2,102,218 $2,254,000 $2,224,617 $2,224,617 Net Cost $(6,704)$104,000 $99,617 $99,617 1553 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-4 DANVILLE (250400) Services And Supplies 419,906 401,000 425,890 425,890 Other Charges 149,641 214,000 194,000 194,000 Charges For Services 572,191 583,000 580,000 580,000 Miscellaneous Revenue 12,077 0 0 0 Total Revenue $584,268 $583,000 $580,000 $580,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $569,546 $615,000 $619,890 $619,890 Net Cost $(14,722)$32,000 $39,890 $39,890 1554 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 FLOOD CTL and WTR CONS DIST (250500) Services And Supplies 768,956 8,014,000 14,061,000 14,061,000 Other Charges 633,509 3,093,000 1,104,000 1,104,000 Taxes $4,671,388 $4,622,000 $5,526,000 $5,526,000 Use Of Money & Property 245,937 250,000 440,000 440,000 Intergovernmental Revenue 102,717 116,000 111,000 111,000 Miscellaneous Revenue 1,824,674 1,230,000 1,600,000 1,600,000 Total Revenue $6,844,715 $6,218,000 $7,677,000 $7,677,000 Capital Assets Fixed Assets 267,255 750,000 750,000 750,000 Total Capital Assets $267,255 $750,000 $750,000 $750,000 Expenditure Transfers 3,042,030 2,664,000 4,262,000 4,262,000 Total Expenditures/Appropriations $4,711,750 $14,521,000 $20,177,000 $20,177,000 Net Cost $(2,132,965)$8,303,000 $12,500,000 $12,500,000 1555 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-7 LAFAYETTE (250700) Services And Supplies 380,895 404,000 407,391 407,391 Other Charges 86,166 108,000 108,000 108,000 Charges For Services 473,458 482,000 480,000 480,000 Total Revenue $473,458 $482,000 $480,000 $480,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $467,061 $512,000 $515,391 $515,391 Net Cost $(6,397)$30,000 $35,391 $35,391 1556 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-8 MARTINEZ (250800) Services And Supplies 574,861 603,000 604,131 604,131 Other Charges 125,399 152,000 152,000 152,000 Charges For Services 706,390 720,000 715,000 715,000 Total Revenue $706,390 $720,000 $715,000 $715,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $700,260 $755,000 $756,131 $756,131 Net Cost $(6,129)$35,000 $41,131 $41,131 1557 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-9 MORAGA (250900) Services And Supplies 233,187 253,000 245,311 245,311 Other Charges 57,226 71,000 76,000 76,000 Charges For Services 293,176 304,000 300,000 300,000 Total Revenue $293,176 $304,000 $300,000 $300,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $290,414 $324,000 $321,311 $321,311 Net Cost $(2,763)$20,000 $21,311 $21,311 1558 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-10 ORINDA (251000) Services And Supplies 319,051 341,000 335,088 335,088 Other Charges 65,599 82,000 82,000 82,000 Charges For Services 389,339 394,000 390,000 390,000 Miscellaneous Revenue 200,851 0 0 0 Total Revenue $590,190 $394,000 $390,000 $390,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $384,649 $423,000 $417,088 $417,088 Net Cost $(205,541)$29,000 $27,088 $27,088 1559 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-11 PINOLE (251100) Services And Supplies 256,688 275,000 273,643 273,643 Other Charges 65,643 81,000 76,000 76,000 Charges For Services 324,151 330,000 325,000 325,000 Total Revenue $324,151 $330,000 $325,000 $325,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $322,331 $356,000 $349,643 $349,643 Net Cost $(1,820)$26,000 $24,643 $24,643 1560 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-12 PITTSBURG (251200) Services And Supplies 997,965 1,063,000 1,032,641 1,032,641 Other Charges 244,659 317,000 316,500 316,500 Charges For Services 1,253,271 1,287,000 1,255,000 1,255,000 Total Revenue $1,253,271 $1,287,000 $1,255,000 $1,255,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $1,242,624 $1,380,000 $1,349,141 $1,349,141 Net Cost $(10,647)$93,000 $94,141 $94,141 1561 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-13 PLEASANT HILL (251300) Services And Supplies 379,414 399,000 390,484 390,484 Other Charges 115,749 150,000 145,000 145,000 Charges For Services 496,378 511,000 500,000 500,000 Total Revenue $496,378 $511,000 $500,000 $500,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $495,163 $549,000 $535,484 $535,484 Net Cost $(1,214)$38,000 $35,484 $35,484 1562 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-14 SAN PABLO (251400) Services And Supplies 330,235 384,000 354,640 354,640 Other Charges 101,314 121,000 126,000 126,000 Charges For Services 433,734 465,000 440,000 440,000 Total Revenue $433,734 $465,000 $440,000 $440,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $431,550 $505,000 $480,640 $480,640 Net Cost $(2,184)$40,000 $40,640 $40,640 1563 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-15 SAN RAMON (251500) Services And Supplies 952,106 979,000 960,310 960,310 Other Charges 279,530 332,000 332,000 332,000 Charges For Services 1,238,510 1,260,000 1,240,000 1,240,000 Total Revenue $1,238,510 $1,260,000 $1,240,000 $1,240,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $1,231,636 $1,311,000 $1,292,310 $1,292,310 Net Cost $(6,874)$51,000 $52,310 $52,310 1564 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-16 WALNUT CREEK (251600) Services And Supplies 1,097,999 1,044,938 1,045,572 1,045,572 Other Charges 241,067 342,000 302,000 302,000 Charges For Services 1,296,760 1,330,000 1,305,000 1,305,000 Total Revenue $1,296,760 $1,330,000 $1,305,000 $1,305,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $1,339,065 $1,386,938 $1,347,572 $1,347,572 Net Cost $42,305 $56,938 $42,572 $42,572 1565 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-17 COUNTY (251700) Services And Supplies 3,939,014 6,132,380 6,126,000 6,126,000 Other Charges 835,969 937,000 887,000 887,000 Charges For Services 3,839,857 4,010,000 4,000,000 4,000,000 Miscellaneous Revenue 2,541,988 530,000 0 0 Total Revenue $6,381,845 $4,540,000 $4,000,000 $4,000,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 2,200,528 1,671,000 2,087,000 2,087,000 Total Expenditures/Appropriations $6,975,511 $8,740,380 $9,100,000 $9,100,000 Net Cost $593,666 $4,200,380 $5,100,000 $5,100,000 1566 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-18 OAKLY (251800) Services And Supplies 383,449 390,000 409,292 409,292 Other Charges 144,097 182,000 187,000 187,000 Charges For Services 536,297 550,000 560,000 560,000 Total Revenue $536,297 $550,000 $560,000 $560,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $527,545 $572,000 $596,292 $596,292 Net Cost $(8,751)$22,000 $36,292 $36,292 1567 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWTR UTIL ADMIN (251900) Services And Supplies 1,996,455 10,623,238 10,074,568 10,074,568 Other Charges 15,748 58,000 51,000 51,000 Use Of Money & Property 87,971 180,000 80,000 80,000 Intergovernmental Revenue 50,797 78,000 50,000 50,000 Charges For Services 3,189,672 5,015,000 4,005,000 4,005,000 Total Revenue $3,328,441 $5,273,000 $4,135,000 $4,135,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 866,093 1,451,000 1,500,000 1,500,000 Total Expenditures/Appropriations $2,878,296 $12,132,238 $11,625,568 $11,625,568 Net Cost $(450,145)$6,859,238 $7,490,568 $7,490,568 1568 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 FCZ 3B- WALNUT CREEK (252000) Services And Supplies 3,025,672 42,605,000 54,320,000 54,320,000 Other Charges 99,748 282,000 218,000 218,000 Taxes $7,716,997 $7,698,000 $8,922,000 $8,922,000 License/Permit/Franchises 57,144 40,000 30,000 30,000 Use Of Money & Property 1,025,736 1,003,000 1,802,000 1,802,000 Intergovernmental Revenue 244,106 56,000 136,000 136,000 Miscellaneous Revenue 4,620,180 575,000 1,100,000 1,100,000 Total Revenue $13,664,163 $9,372,000 $11,990,000 $11,990,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 3,438,787 7,450,000 7,452,000 7,452,000 Total Expenditures/Appropriations $6,564,207 $50,337,000 $61,990,000 $61,990,000 Net Cost $(7,099,956)$40,965,000 $50,000,000 $50,000,000 1569 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 FCZ 1 - MARSH CRK (252100) Services And Supplies 303,630 13,104,000 17,069,000 17,069,000 Other Charges 29,594 190,000 200,000 200,000 Taxes $3,149,727 $3,082,000 $3,616,000 $3,616,000 License/Permit/Franchises 1,000 2,000 1,000 1,000 Use Of Money & Property 358,658 403,000 800,000 800,000 Intergovernmental Revenue 31,270 21,000 33,000 33,000 Miscellaneous Revenue 30,156 25,000 50,000 50,000 Total Revenue $3,570,811 $3,533,000 $4,500,000 $4,500,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 890,036 807,000 1,231,000 1,231,000 Total Expenditures/Appropriations $1,223,259 $14,101,000 $18,500,000 $18,500,000 Net Cost $(2,347,552)$10,568,000 $14,000,000 $14,000,000 1570 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 FCZ 2 - KELLOG CREEK (252200) Services And Supplies 0 1,000 2,000 2,000 Other Charges 97 4,000 3,000 3,000 Miscellaneous Revenue 4,959 20,000 17,000 17,000 Total Revenue $4,959 $20,000 $17,000 $17,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 5,026 15,400 13,000 13,000 Total Expenditures/Appropriations $5,123 $20,400 $18,000 $18,000 Net Cost $165 $400 $1,000 $1,000 1571 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWTR UTIL A-19 RICH (252300) Services And Supplies 8,378 25,000 12,712 12,712 Other Charges 141,966 762,712 465,000 465,000 Intergovernmental Revenue 118,320 700,000 400,000 400,000 Total Revenue $118,320 $700,000 $400,000 $400,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $150,344 $787,712 $477,712 $477,712 Net Cost $32,024 $87,712 $77,712 $77,712 1572 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-6 HERCULES (252400) Services And Supplies 233,701 254,247 246,142 246,142 Other Charges 87,590 108,000 108,000 108,000 Charges For Services 320,914 328,000 325,000 325,000 Miscellaneous Revenue (5,084)0 0 0 Total Revenue $315,830 $328,000 $325,000 $325,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $321,291 $362,247 $354,142 $354,142 Net Cost $5,461 $34,247 $29,142 $29,142 1573 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWATER UTIL A-5 EL CERRITO (252500) Services And Supplies 334,013 326,620 319,937 319,937 Other Charges 92,549 108,000 108,000 108,000 Charges For Services 414,842 420,000 420,000 420,000 Total Revenue $414,842 $420,000 $420,000 $420,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $426,562 $434,620 $427,937 $427,937 Net Cost $11,721 $14,620 $7,937 $7,937 1574 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 FCZ 6A - SAN PABLO CREEK (252600) Services And Supplies 13,018 17,133 17,000 17,000 Other Charges 0 4,000 4,000 4,000 Miscellaneous Revenue 26,332 50,000 117,000 117,000 Total Revenue $26,332 $50,000 $117,000 $117,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 13,314 46,000 113,000 113,000 Total Expenditures/Appropriations $26,332 $67,133 $134,000 $134,000 Net Cost $0 $17,133 $17,000 $17,000 1575 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 FCZ 7 - WILDCAT CREEK (252700) Services And Supplies 31,252 331,000 348,000 348,000 Other Charges 496 6,000 1,000 1,000 Taxes $175,796 $142,000 $243,000 $243,000 License/Permit/Franchises 0 0 1,000 1,000 Intergovernmental Revenue 966 7,000 7,000 7,000 Miscellaneous Revenue 0 150,000 0 0 Total Revenue $176,762 $299,000 $251,000 $251,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 102,760 158,000 187,000 187,000 Total Expenditures/Appropriations $134,508 $495,000 $536,000 $536,000 Net Cost $(42,254)$196,000 $285,000 $285,000 1576 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 FCZ 8 - RODEO CREEK (253000) Services And Supplies 0 145,000 209,000 209,000 Other Charges 146 1,000 1,000 1,000 Taxes $31,718 $31,000 $43,000 $43,000 Intergovernmental Revenue 171 2,000 2,000 2,000 Total Revenue $31,889 $33,000 $45,000 $45,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $146 $146,000 $210,000 $210,000 Net Cost $(31,743)$113,000 $165,000 $165,000 1577 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 FCZ 8A - LWR RODEO CREEK (253100) Services And Supplies 56,895 54,000 121,000 121,000 Other Charges 350 1,000 1,000 1,000 Taxes $43,243 $44,000 $58,000 $58,000 Intergovernmental Revenue 241 2,000 2,000 2,000 Miscellaneous Revenue 44,800 0 238,000 238,000 Total Revenue $88,284 $46,000 $298,000 $298,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 175,428 5,255 181,000 181,000 Total Expenditures/Appropriations $232,673 $60,255 $303,000 $303,000 Net Cost $144,389 $14,255 $5,000 $5,000 1578 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 FCZ 9 - PINOLE CREEK (253200) Services And Supplies 1,348 62,000 380,000 380,000 Other Charges 116 0 0 0 Miscellaneous Revenue 149,323 80,000 631,000 631,000 Total Revenue $149,323 $80,000 $631,000 $631,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 148,242 40,000 256,000 256,000 Total Expenditures/Appropriations $149,706 $102,000 $636,000 $636,000 Net Cost $384 $22,000 $5,000 $5,000 1579 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORMWTR UTIL A-20 BRNT (253300) Services And Supplies 0 4,000 3,686 3,686 Other Charges 66,608 344,686 345,000 345,000 Intergovernmental Revenue 66,608 300,000 300,000 300,000 Total Revenue $66,608 $300,000 $300,000 $300,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $66,608 $348,686 $348,686 $348,686 Net Cost $0 $48,686 $48,686 $48,686 1580 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 37A (253400) Services And Supplies 0 2,273 3,000 3,000 Other Charges 0 1,000 1,000 1,000 Total Revenue $0 $0 $0 $0 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 2,000 1,000 1,000 Total Expenditures/Appropriations $266 $5,273 $5,000 $5,000 Net Cost $266 $5,273 $5,000 $5,000 1581 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 33A (253500) Services And Supplies 0 230,000 237,000 237,000 Other Charges 64 1,000 2,000 2,000 License/Permit/Franchises 185 0 1,000 1,000 Use Of Money & Property 8,198 10,000 10,000 10,000 Total Revenue $8,383 $10,000 $11,000 $11,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 3,000 7,000 7,000 Total Expenditures/Appropriations $330 $234,000 $246,000 $246,000 Net Cost $(8,053)$224,000 $235,000 $235,000 1582 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRN AREA BNFT ASSESS 75A (253600) Services And Supplies 2,485 303,570 259,000 259,000 Other Charges 2,371 7,000 7,000 7,000 Miscellaneous Revenue 24,673 100,000 100,000 100,000 Total Revenue $24,673 $100,000 $100,000 $100,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 122,439 85,000 74,000 74,000 Total Expenditures/Appropriations $127,295 $395,570 $340,000 $340,000 Net Cost $102,621 $295,570 $240,000 $240,000 1583 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 128 (253700) Services And Supplies 227 52,671 7,000 7,000 Other Charges 0 1,000 4,000 4,000 License/Permit/Franchises 23,715 5,000 7,000 7,000 Total Revenue $23,715 $5,000 $7,000 $7,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 28,542 51,000 96,000 96,000 Total Expenditures/Appropriations $28,769 $104,671 $107,000 $107,000 Net Cost $5,054 $99,671 $100,000 $100,000 1584 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 57 (253800) Services And Supplies 718 200,000 261,000 261,000 Other Charges 330 1,000 1,000 1,000 License/Permit/Franchises 40,286 30,000 38,000 38,000 Total Revenue $40,286 $30,000 $38,000 $38,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 2,470 24,000 11,000 11,000 Total Expenditures/Appropriations $3,518 $225,000 $273,000 $273,000 Net Cost $(36,769)$195,000 $235,000 $235,000 1585 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 67 (253900) Services And Supplies 10 45,000 49,000 49,000 Other Charges 23 1,000 1,000 1,000 License/Permit/Franchises 5,292 5,000 6,000 6,000 Total Revenue $5,292 $5,000 $6,000 $6,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 3,000 6,000 6,000 Total Expenditures/Appropriations $299 $49,000 $56,000 $56,000 Net Cost $(4,993)$44,000 $50,000 $50,000 1586 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 19A (254000) Services And Supplies 0 619,737 714,000 714,000 Other Charges 0 2,000 2,000 2,000 License/Permit/Franchises 31,889 20,000 97,000 97,000 Total Revenue $31,889 $20,000 $97,000 $97,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 3,000 6,000 6,000 Total Expenditures/Appropriations $266 $624,737 $722,000 $722,000 Net Cost $(31,622)$604,737 $625,000 $625,000 1587 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 33B (254100) Services And Supplies 0 106,000 137,000 137,000 Other Charges 3 1,000 1,000 1,000 License/Permit/Franchises 25,772 15,000 14,000 14,000 Total Revenue $25,772 $15,000 $14,000 $14,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 4,000 6,000 6,000 Total Expenditures/Appropriations $269 $111,000 $144,000 $144,000 Net Cost $(25,503)$96,000 $130,000 $130,000 1588 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 76 (254200) Services And Supplies 3 134,000 130,000 130,000 Other Charges 143 1,000 2,000 2,000 License/Permit/Franchises 10,002 15,000 13,000 13,000 Use Of Money & Property 12,297 15,000 15,000 15,000 Total Revenue $22,299 $30,000 $28,000 $28,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 3,000 6,000 6,000 Total Expenditures/Appropriations $413 $138,000 $138,000 $138,000 Net Cost $(21,886)$108,000 $110,000 $110,000 1589 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 62 (254300) Services And Supplies 7 296,000 313,000 313,000 Other Charges 82 1,000 2,000 2,000 License/Permit/Franchises 15,000 30,000 16,000 16,000 Use Of Money & Property 8,198 10,000 10,000 10,000 Total Revenue $23,198 $40,000 $26,000 $26,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 2,000 1,000 1,000 Total Expenditures/Appropriations $355 $299,000 $316,000 $316,000 Net Cost $(22,842)$259,000 $290,000 $290,000 1590 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 72 (254400) Services And Supplies 34 51,903 56,000 56,000 Other Charges 4 1,000 2,000 2,000 License/Permit/Franchises 3,821 5,000 4,000 4,000 Total Revenue $3,821 $5,000 $4,000 $4,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 2,000 1,000 1,000 Total Expenditures/Appropriations $304 $54,903 $59,000 $59,000 Net Cost $(3,517)$49,903 $55,000 $55,000 1591 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 78 (254500) Services And Supplies 45 37,442 110,000 110,000 Other Charges 0 1,000 1,000 1,000 License/Permit/Franchises 5,300 5,000 4,000 4,000 Total Revenue $5,300 $5,000 $4,000 $4,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 2,000 1,000 1,000 Total Expenditures/Appropriations $312 $40,442 $112,000 $112,000 Net Cost $(4,988)$35,442 $108,000 $108,000 1592 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 30B (254600) Services And Supplies 16 2,347,991 2,625,000 2,625,000 Other Charges 196 1,000 2,000 2,000 License/Permit/Franchises 15,820 250,000 318,000 318,000 Use Of Money & Property 61,484 60,000 120,000 120,000 Total Revenue $77,304 $310,000 $438,000 $438,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 23,945 5,000 11,000 11,000 Total Expenditures/Appropriations $24,157 $2,353,991 $2,638,000 $2,638,000 Net Cost $(53,147)$2,043,991 $2,200,000 $2,200,000 1593 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 44B (254700) Services And Supplies 396 559,000 673,000 673,000 Other Charges 81 1,000 2,000 2,000 License/Permit/Franchises 44,404 20,000 26,000 26,000 Use Of Money & Property 14,346 15,000 20,000 20,000 Miscellaneous Revenue 89,406 0 0 0 Total Revenue $148,157 $35,000 $46,000 $46,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 3,000 6,000 6,000 Total Expenditures/Appropriations $743 $563,000 $681,000 $681,000 Net Cost $(147,414)$528,000 $635,000 $635,000 1594 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 29E (254800) Services And Supplies 0 32,000 50,000 50,000 License/Permit/Franchises 8,257 5,000 6,000 6,000 Total Revenue $8,257 $5,000 $6,000 $6,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 3,000 6,000 6,000 Total Expenditures/Appropriations $266 $35,000 $56,000 $56,000 Net Cost $(7,990)$30,000 $50,000 $50,000 1595 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 52B (254900) Services And Supplies 0 89,000 100,000 100,000 Other Charges 0 1,000 1,000 1,000 License/Permit/Franchises 0 1,000 3,000 3,000 Total Revenue $0 $1,000 $3,000 $3,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 13,000 12,000 12,000 Total Expenditures/Appropriations $266 $103,000 $113,000 $113,000 Net Cost $266 $102,000 $110,000 $110,000 1596 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 290 (255000) Services And Supplies 0 41,713 44,000 44,000 Other Charges 17 1,000 1,000 1,000 Taxes $2,854 $5,000 $4,000 $4,000 Intergovernmental Revenue 13 2,000 1,000 1,000 Total Revenue $2,867 $7,000 $5,000 $5,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $17 $42,713 $45,000 $45,000 Net Cost $(2,850)$35,713 $40,000 $40,000 1597 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 300 (255100) Services And Supplies 0 112,533 119,000 119,000 Other Charges 41 1,000 1,000 1,000 Taxes $6,809 $9,000 $9,000 $9,000 Intergovernmental Revenue 32 2,000 1,000 1,000 Total Revenue $6,841 $11,000 $10,000 $10,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $41 $113,533 $120,000 $120,000 Net Cost $(6,800)$102,533 $110,000 $110,000 1598 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 13 (255200) Services And Supplies 0 7,562,000 8,479,000 8,479,000 Other Charges 3,410 4,000 5,000 5,000 Taxes $455,234 $479,000 $511,000 $511,000 License/Permit/Franchises 2,828 5,000 6,000 6,000 Use Of Money & Property 245,937 250,000 380,000 380,000 Intergovernmental Revenue 2,122 4,000 4,000 4,000 Total Revenue $706,121 $738,000 $901,000 $901,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 6,659 8,000 17,000 17,000 Total Expenditures/Appropriations $10,069 $7,574,000 $8,501,000 $8,501,000 Net Cost $(696,052)$6,836,000 $7,600,000 $7,600,000 1599 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 52A (255300) Services And Supplies 6 599,000 659,000 659,000 Other Charges 94 2,000 2,000 2,000 License/Permit/Franchises 0 1,000 21,000 21,000 Use Of Money & Property 20,495 20,000 27,000 27,000 Total Revenue $20,495 $21,000 $48,000 $48,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 13,000 12,000 12,000 Total Expenditures/Appropriations $366 $614,000 $673,000 $673,000 Net Cost $(20,128)$593,000 $625,000 $625,000 1600 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 10 (255400) Services And Supplies 0 8,136,000 9,288,000 9,288,000 Other Charges 3,704 4,000 5,000 5,000 Taxes $537,461 $512,000 $623,000 $623,000 Use Of Money & Property 266,431 270,000 368,000 368,000 Intergovernmental Revenue 22,188 14,000 24,000 24,000 Total Revenue $826,080 $796,000 $1,015,000 $1,015,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 10,485 12,000 22,000 22,000 Total Expenditures/Appropriations $14,189 $8,152,000 $9,315,000 $9,315,000 Net Cost $(811,891)$7,356,000 $8,300,000 $8,300,000 1601 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 29C (255500) Services And Supplies 0 457,000 528,000 528,000 Other Charges 68 1,000 1,000 1,000 License/Permit/Franchises 409 0 38,000 38,000 Use Of Money & Property 10,247 10,000 13,000 13,000 Total Revenue $10,657 $10,000 $51,000 $51,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 23,000 12,000 12,000 Total Expenditures/Appropriations $334 $481,000 $541,000 $541,000 Net Cost $(10,322)$471,000 $490,000 $490,000 1602 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 29D (255600) Services And Supplies 0 92,292 161,000 161,000 Other Charges 0 1,000 1,000 1,000 License/Permit/Franchises 42,868 1,000 9,000 9,000 Total Revenue $42,868 $1,000 $9,000 $9,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 23,000 12,000 12,000 Total Expenditures/Appropriations $266 $116,292 $174,000 $174,000 Net Cost $(42,602)$115,292 $165,000 $165,000 1603 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 30A (255700) Services And Supplies 0 51,000 137,000 137,000 Other Charges 0 1,000 1,000 1,000 License/Permit/Franchises 3,782 10,000 84,000 84,000 Total Revenue $3,782 $10,000 $84,000 $84,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 1,689 13,000 15,000 15,000 Total Expenditures/Appropriations $1,689 $65,000 $153,000 $153,000 Net Cost $(2,093)$55,000 $69,000 $69,000 1604 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 30C (255800) Services And Supplies 354 3,799,578 4,212,000 4,212,000 Other Charges 301 6,000 2,000 2,000 License/Permit/Franchises 4,021 100,000 279,000 279,000 Use Of Money & Property 102,474 100,000 150,000 150,000 Total Revenue $106,494 $200,000 $429,000 $429,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 3,347 51,000 15,000 15,000 Total Expenditures/Appropriations $4,002 $3,856,578 $4,229,000 $4,229,000 Net Cost $(102,492)$3,656,578 $3,800,000 $3,800,000 1605 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 15A (255900) Services And Supplies 0 154,000 164,000 164,000 Other Charges 3 1,000 2,000 2,000 License/Permit/Franchises 8,573 1,000 3,000 3,000 Total Revenue $8,573 $1,000 $3,000 $3,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 3,000 7,000 7,000 Total Expenditures/Appropriations $269 $158,000 $173,000 $173,000 Net Cost $(8,304)$157,000 $170,000 $170,000 1606 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRN AREA BNFT ASSESS 910 (256000) Services And Supplies 7,216 147,692 141,000 141,000 Other Charges 436 3,000 4,000 4,000 Miscellaneous Revenue 1,372 20,000 20,000 20,000 Total Revenue $1,372 $20,000 $20,000 $20,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 40,179 52,000 52,000 52,000 Total Expenditures/Appropriations $47,831 $202,692 $197,000 $197,000 Net Cost $46,459 $182,692 $177,000 $177,000 1607 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 33C (256100) Services And Supplies 0 (2,872)101,000 101,000 Other Charges 0 1,000 1,000 1,000 License/Permit/Franchises 74 0 18,000 18,000 Total Revenue $74 $0 $18,000 $18,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 88,958 3,000 6,000 6,000 Total Expenditures/Appropriations $88,958 $1,128 $108,000 $108,000 Net Cost $88,884 $1,128 $90,000 $90,000 1608 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 130 (256200) Services And Supplies 52,097 10,530,000 14,608,000 14,608,000 Other Charges 766 23,000 54,000 54,000 License/Permit/Franchises 1,370,314 500,000 2,000,000 2,000,000 Use Of Money & Property 286,926 275,000 500,000 500,000 Miscellaneous Revenue 454,913 0 0 0 Total Revenue $2,112,154 $775,000 $2,500,000 $2,500,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 151,505 215,000 338,000 338,000 Total Expenditures/Appropriations $204,368 $10,768,000 $15,000,000 $15,000,000 Net Cost $(1,907,786)$9,993,000 $12,500,000 $12,500,000 1609 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 127 (256300) Services And Supplies 0 60,000 17,000 17,000 Other Charges 107 1,000 1,000 1,000 Taxes $28,528 $26,000 $33,000 $33,000 Intergovernmental Revenue 150 3,000 2,000 2,000 Miscellaneous Revenue 0 50,000 0 0 Total Revenue $28,678 $79,000 $35,000 $35,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 3,729 39,000 44,000 44,000 Total Expenditures/Appropriations $3,836 $100,000 $62,000 $62,000 Net Cost $(24,841)$21,000 $27,000 $27,000 1610 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 40A (256500) Services And Supplies 1 431,034 486,000 486,000 Other Charges 105 1,000 2,000 2,000 License/Permit/Franchises 746 10,000 94,000 94,000 Use Of Money & Property 24,594 25,000 0 0 Miscellaneous Revenue 427 0 0 0 Total Revenue $25,766 $35,000 $94,000 $94,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 455,680 3,000 6,000 6,000 Total Expenditures/Appropriations $455,786 $435,034 $494,000 $494,000 Net Cost $430,019 $400,034 $400,000 $400,000 1611 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 56 (256600) Services And Supplies 37,592 10,466,000 13,000,000 13,000,000 Other Charges 1,022 100,000 104,000 104,000 License/Permit/Franchises 867,099 600,000 812,000 812,000 Use Of Money & Property 389,400 350,000 500,000 500,000 Miscellaneous Revenue 707 0 0 0 Total Revenue $1,257,205 $950,000 $1,312,000 $1,312,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 97,957 1,331,000 608,000 608,000 Total Expenditures/Appropriations $136,572 $11,897,000 $13,712,000 $13,712,000 Net Cost $(1,120,633)$10,947,000 $12,400,000 $12,400,000 1612 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 73 (256700) Services And Supplies 0 234,198 205,000 205,000 Other Charges 30 1,000 2,000 2,000 License/Permit/Franchises 1,493 2,000 3,000 3,000 Total Revenue $1,493 $2,000 $3,000 $3,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 4,723 3,000 31,000 31,000 Total Expenditures/Appropriations $4,753 $238,198 $238,000 $238,000 Net Cost $3,260 $236,198 $235,000 $235,000 1613 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 29G (256800) Services And Supplies 511,921 115,000 314,000 314,000 Other Charges 80,000 184,848 2,000 2,000 License/Permit/Franchises 0 0 193,000 193,000 Total Revenue $0 $0 $193,000 $193,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 19,527 43,000 12,000 12,000 Total Expenditures/Appropriations $611,448 $342,848 $328,000 $328,000 Net Cost $611,448 $342,848 $135,000 $135,000 1614 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 29H (256900) Services And Supplies 0 1,857,995 2,357,000 2,357,000 Other Charges 534 1,000 1,000 1,000 License/Permit/Franchises 149,117 100,000 366,000 366,000 Use Of Money & Property 49,187 50,000 100,000 100,000 Total Revenue $198,304 $150,000 $466,000 $466,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 36,404 3,000 8,000 8,000 Total Expenditures/Appropriations $36,938 $1,861,995 $2,366,000 $2,366,000 Net Cost $(161,366)$1,711,995 $1,900,000 $1,900,000 1615 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 29J (257000) Services And Supplies 0 44,000 55,000 55,000 License/Permit/Franchises 0 1,000 11,000 11,000 Total Revenue $0 $1,000 $11,000 $11,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 451 3,000 11,000 11,000 Total Expenditures/Appropriations $451 $47,000 $66,000 $66,000 Net Cost $451 $46,000 $55,000 $55,000 1616 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 52C (257100) Services And Supplies 2,706 4,795,635 5,373,000 5,373,000 Other Charges 455 6,000 6,000 6,000 License/Permit/Franchises 173,318 200,000 440,000 440,000 Use Of Money & Property 163,958 150,000 250,000 250,000 Total Revenue $337,276 $350,000 $690,000 $690,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 4,848 20,000 11,000 11,000 Total Expenditures/Appropriations $8,009 $4,821,635 $5,390,000 $5,390,000 Net Cost $(329,267)$4,471,635 $4,700,000 $4,700,000 1617 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 48C (257200) Services And Supplies 0 675,000 730,000 730,000 Other Charges 105 1,000 2,000 2,000 License/Permit/Franchises 590 0 1,000 1,000 Use Of Money & Property 24,594 24,000 32,000 32,000 Total Revenue $25,183 $24,000 $33,000 $33,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 23,000 11,000 11,000 Total Expenditures/Appropriations $372 $699,000 $743,000 $743,000 Net Cost $(24,811)$675,000 $710,000 $710,000 1618 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 48D (257300) Services And Supplies 3,417 3,000 11,000 11,000 Other Charges 11 1,000 2,000 2,000 License/Permit/Franchises 4,660 2,000 4,000 4,000 Total Revenue $4,660 $2,000 $4,000 $4,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 42 5,000 11,000 11,000 Total Expenditures/Appropriations $3,469 $9,000 $24,000 $24,000 Net Cost $(1,191)$7,000 $20,000 $20,000 1619 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 48B (257400) Services And Supplies 1,371,010 95,645 201,000 201,000 Other Charges 5 1,000 2,000 2,000 License/Permit/Franchises 83,137 10,000 105,000 105,000 Total Revenue $83,137 $10,000 $105,000 $105,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 21,000 12,000 12,000 Total Expenditures/Appropriations $1,371,281 $117,645 $215,000 $215,000 Net Cost $1,288,144 $107,645 $110,000 $110,000 1620 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRN AREA BNFT ASSESS 67A (257500) Services And Supplies 5,219 422,000 413,000 413,000 Other Charges 1,177 3,000 4,000 4,000 Use Of Money & Property 12,297 13,000 15,000 15,000 Miscellaneous Revenue 6,620 25,000 10,000 10,000 Total Revenue $18,917 $38,000 $25,000 $25,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 19,296 60,000 58,000 58,000 Total Expenditures/Appropriations $25,693 $485,000 $475,000 $475,000 Net Cost $6,776 $447,000 $450,000 $450,000 1621 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRN AREA BNFT ASSESS 76A (257600) Services And Supplies 4,301 430,838 382,000 382,000 Other Charges 533 4,000 4,000 4,000 Use Of Money & Property 12,297 13,000 15,000 15,000 Miscellaneous Revenue 3,089 65,000 10,000 10,000 Total Revenue $15,386 $78,000 $25,000 $25,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 22,782 49,000 49,000 49,000 Total Expenditures/Appropriations $27,616 $483,838 $435,000 $435,000 Net Cost $12,231 $405,838 $410,000 $410,000 1622 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRN AREA BNFT ASSESS 520 (257700) Services And Supplies 0 305,539 344,000 344,000 Other Charges 701 2,000 3,000 3,000 Miscellaneous Revenue 35,950 40,000 40,000 40,000 Total Revenue $35,950 $40,000 $40,000 $40,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 5,674 38,000 33,000 33,000 Total Expenditures/Appropriations $6,376 $345,539 $380,000 $380,000 Net Cost $(29,574)$305,539 $340,000 $340,000 1623 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 46 (257800) Services And Supplies 506 1,885,000 2,096,000 2,096,000 Other Charges 277 2,000 2,000 2,000 License/Permit/Franchises 91,068 50,000 79,000 79,000 Use Of Money & Property 61,484 50,000 80,000 80,000 Total Revenue $152,552 $100,000 $159,000 $159,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 803 14,000 11,000 11,000 Total Expenditures/Appropriations $1,586 $1,901,000 $2,109,000 $2,109,000 Net Cost $(150,966)$1,801,000 $1,950,000 $1,950,000 1624 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 55 (257900) Services And Supplies 0 10,000 19,000 19,000 Other Charges 0 1,000 1,000 1,000 License/Permit/Franchises 8,608 5,000 7,000 7,000 Total Revenue $8,608 $5,000 $7,000 $7,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 750,551 4,000 5,000 5,000 Total Expenditures/Appropriations $750,551 $15,000 $25,000 $25,000 Net Cost $741,943 $10,000 $18,000 $18,000 1625 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRN AREA BNFT ASSESS 1010 (258000) Services And Supplies 21,408 905,171 1,061,000 1,061,000 Other Charges 2,226 5,000 5,000 5,000 Use Of Money & Property 24,594 25,000 50,000 50,000 Miscellaneous Revenue 22,055 20,000 80,000 80,000 Total Revenue $46,649 $45,000 $130,000 $130,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 111,663 195,000 186,000 186,000 Total Expenditures/Appropriations $135,297 $1,105,171 $1,252,000 $1,252,000 Net Cost $88,648 $1,060,171 $1,122,000 $1,122,000 1626 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 101A (258100) Services And Supplies 0 1,017,865 1,078,000 1,078,000 Other Charges 135 1,000 2,000 2,000 License/Permit/Franchises 172 1,000 1,000 1,000 Use Of Money & Property 36,891 30,000 50,000 50,000 Total Revenue $37,063 $31,000 $51,000 $51,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 4,000 6,000 6,000 Total Expenditures/Appropriations $402 $1,022,865 $1,086,000 $1,086,000 Net Cost $(36,661)$991,865 $1,035,000 $1,035,000 1627 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRN AREA BNF ASSESS 1010A (258200) Services And Supplies 9,307 319,032 424,000 424,000 Other Charges 483 8,000 8,000 8,000 Use Of Money & Property 8,198 10,000 15,000 15,000 Miscellaneous Revenue 2,045 30,000 35,000 35,000 Total Revenue $10,242 $40,000 $50,000 $50,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 7,273 77,000 58,000 58,000 Total Expenditures/Appropriations $17,063 $404,032 $490,000 $490,000 Net Cost $6,821 $364,032 $440,000 $440,000 1628 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 16 (258300) Services And Supplies 79 2,368,000 2,661,000 2,661,000 Other Charges 931 1,000 2,000 2,000 Taxes $113,955 $119,000 $121,000 $121,000 License/Permit/Franchises 27,849 10,000 34,000 34,000 Use Of Money & Property 81,979 80,000 112,000 112,000 Intergovernmental Revenue 531 2,000 2,000 2,000 Total Revenue $224,314 $211,000 $269,000 $269,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 4,000 6,000 6,000 Total Expenditures/Appropriations $1,276 $2,373,000 $2,669,000 $2,669,000 Net Cost $(223,038)$2,162,000 $2,400,000 $2,400,000 1629 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 52D (258400) Services And Supplies 0 19,000 22,000 22,000 License/Permit/Franchises 551 1,000 1,000 1,000 Total Revenue $551 $1,000 $1,000 $1,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 552 4,000 6,000 6,000 Total Expenditures/Appropriations $552 $23,000 $28,000 $28,000 Net Cost $1 $22,000 $27,000 $27,000 1630 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 87 (258500) Services And Supplies 9 47,978 51,000 51,000 Other Charges 15 1,000 1,000 1,000 License/Permit/Franchises 1,714 3,000 3,000 3,000 Total Revenue $1,714 $3,000 $3,000 $3,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 2,000 1,000 1,000 Total Expenditures/Appropriations $290 $50,978 $53,000 $53,000 Net Cost $(1,424)$47,978 $50,000 $50,000 1631 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 88 (258600) Services And Supplies 0 20,762 22,000 22,000 Other Charges 73 1,000 1,000 1,000 License/Permit/Franchises 2,211 1,000 1,000 1,000 Total Revenue $2,211 $1,000 $1,000 $1,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 2,000 1,000 1,000 Total Expenditures/Appropriations $340 $23,762 $24,000 $24,000 Net Cost $(1,872)$22,762 $23,000 $23,000 1632 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 89 (258700) Services And Supplies 21 133,000 152,000 152,000 Other Charges 0 1,000 1,000 1,000 License/Permit/Franchises 17,417 1,000 10,000 10,000 Total Revenue $17,417 $1,000 $10,000 $10,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 2,000 1,000 1,000 Total Expenditures/Appropriations $287 $136,000 $154,000 $154,000 Net Cost $(17,130)$135,000 $144,000 $144,000 1633 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 22 (258800) Services And Supplies 0 184,000 184,000 184,000 Other Charges 0 1,000 1,000 1,000 License/Permit/Franchises 203 1,000 1,000 1,000 Total Revenue $203 $1,000 $1,000 $1,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 4,000 6,000 6,000 Total Expenditures/Appropriations $266 $189,000 $191,000 $191,000 Net Cost $64 $188,000 $190,000 $190,000 1634 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 STORM DRAINAGE ZONE 19 (259400) Services And Supplies 0 1,859 2,000 2,000 Total Revenue $0 $0 $0 $0 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $0 $1,859 $2,000 $2,000 Net Cost $0 $1,859 $2,000 $2,000 1635 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 DRAINAGE AREA 109 (259500) Services And Supplies 2,443 23,096 22,999 22,999 Other Charges 51 1,000 1,000 1,000 License/Permit/Franchises 4,739 5,000 4,000 4,000 Total Revenue $4,739 $5,000 $4,000 $4,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 4,000 6,000 6,000 Total Expenditures/Appropriations $2,761 $28,096 $29,999 $29,999 Net Cost $(1,978)$23,096 $25,999 $25,999 1636 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 FLOOD CNTRL DRAINAGE AREA 47 (259700) Services And Supplies 10 275,000 289,000 289,000 Other Charges 62 1,000 2,000 2,000 License/Permit/Franchises 3,935 2,000 3,000 3,000 Use Of Money & Property 8,198 10,000 10,000 10,000 Total Revenue $12,133 $12,000 $13,000 $13,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 4,000 6,000 6,000 Total Expenditures/Appropriations $339 $280,000 $297,000 $297,000 Net Cost $(11,794)$268,000 $284,000 $284,000 1637 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA D-2 W C (260200) Services And Supplies 0 467,721 492,000 492,000 Other Charges 83 1,000 1,000 1,000 License/Permit/Franchises 8,617 12,000 9,000 9,000 Use Of Money & Property 16,396 15,000 20,000 20,000 Total Revenue $25,013 $27,000 $29,000 $29,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 266 4,000 6,000 6,000 Total Expenditures/Appropriations $349 $472,721 $499,000 $499,000 Net Cost $(24,664)$445,721 $470,000 $470,000 1638 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0502 (260300) Other Charges 640 6,433 6,433 6,433 Taxes $157,203 $154,187 $161,920 $161,920 Total Revenue $157,203 $154,187 $161,920 $161,920 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 155,482 147,754 155,487 155,487 Total Expenditures/Appropriations $156,122 $154,187 $161,920 $161,920 Net Cost $(1,081)$0 $0 $0 1639 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1508 (260500) Other Charges 0 (0)(0)(0) Taxes $0 $(0)$(0)$(0) Total Revenue $0 $(0)$(0)$(0) Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $0 $(0)$(0)$(0) Net Cost $0 $0 $0 $0 1640 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1614 (260600) Other Charges 256 512 512 512 Taxes $2,372 $2,326 $2,443 $2,443 Total Revenue $2,372 $2,326 $2,443 $2,443 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 2,076 1,814 1,931 1,931 Total Expenditures/Appropriations $2,332 $2,326 $2,443 $2,443 Net Cost $(40)$0 $0 $0 1641 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1804 (260700) Other Charges 254 322 322 322 Taxes $1,694 $1,661 $1,745 $1,745 Total Revenue $1,694 $1,661 $1,745 $1,745 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 1,339 1,423 1,423 Total Expenditures/Appropriations $254 $1,661 $1,745 $1,745 Net Cost $(1,440)$0 $0 $0 1642 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2201 (260800) Other Charges 356 425 534 534 Taxes $42,953 $42,132 $44,241 $44,241 Total Revenue $42,953 $42,132 $44,241 $44,241 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 42,200 41,707 43,707 43,707 Total Expenditures/Appropriations $42,556 $42,132 $44,241 $44,241 Net Cost $(396)$0 $0 $0 1643 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0501 (260900) Services And Supplies 4,718 0 0 0 Other Charges 475 2,105 2,106 2,106 Taxes $96,541 $94,695 $99,438 $99,438 Total Revenue $96,541 $94,695 $99,438 $99,438 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 96,017 90,180 97,332 97,332 Total Expenditures/Appropriations $101,210 $92,285 $99,438 $99,438 Net Cost $4,669 $(2,410)$0 $0 1644 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1613 (261000) Other Charges 254 350 435 435 Taxes $1,718 $1,685 $1,770 $1,770 Total Revenue $1,718 $1,685 $1,770 $1,770 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 1,335 1,335 1,335 Total Expenditures/Appropriations $254 $1,685 $1,770 $1,770 Net Cost $(1,464)$0 $0 $0 1645 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2200 (261100) Other Charges 261 364 583 583 Taxes $4,467 $4,382 $4,601 $4,601 Total Revenue $4,467 $4,382 $4,601 $4,601 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 3,334 4,018 4,018 4,018 Total Expenditures/Appropriations $3,595 $4,382 $4,601 $4,601 Net Cost $(872)$0 $0 $0 1646 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2502 (261200) Other Charges 256 1,106 306 306 Taxes $2,710 $2,658 $2,792 $2,792 Total Revenue $2,710 $2,658 $2,792 $2,792 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 2,406 1,552 2,486 2,486 Total Expenditures/Appropriations $2,662 $2,658 $2,792 $2,792 Net Cost $(48)$0 $0 $0 1647 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2801 (261300) Other Charges 298 882 682 682 Taxes $20,617 $20,223 $21,236 $21,236 Total Revenue $20,617 $20,223 $21,236 $21,236 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 20,585 19,341 20,554 20,554 Total Expenditures/Appropriations $20,883 $20,223 $21,236 $21,236 Net Cost $265 $0 $0 $0 1648 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1609 (261400) Other Charges 261 398 398 398 Taxes $4,545 $4,458 $4,682 $4,682 Total Revenue $4,545 $4,458 $4,682 $4,682 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 3,757 4,060 4,284 4,284 Total Expenditures/Appropriations $4,018 $4,458 $4,682 $4,682 Net Cost $(527)$0 $0 $0 1649 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1610 (261500) Other Charges 262 369 593 593 Taxes $4,545 $4,458 $4,682 $4,682 Total Revenue $4,545 $4,458 $4,682 $4,682 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 3,393 4,089 4,089 4,089 Total Expenditures/Appropriations $3,655 $4,458 $4,682 $4,682 Net Cost $(890)$0 $0 $0 1650 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1611 (261600) Other Charges 293 502 502 502 Taxes $19,999 $19,617 $20,599 $20,599 Total Revenue $19,999 $19,617 $20,599 $20,599 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 18,971 19,115 20,097 20,097 Total Expenditures/Appropriations $19,264 $19,617 $20,599 $20,599 Net Cost $(735)$0 $0 $0 1651 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1612 (261700) Other Charges 254 518 518 518 Taxes $1,818 $1,783 $1,873 $1,873 Total Revenue $1,818 $1,783 $1,873 $1,873 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 1,265 1,355 1,355 Total Expenditures/Appropriations $254 $1,783 $1,873 $1,873 Net Cost $(1,564)$0 $0 $0 1652 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2501 (261800) Other Charges 301 524 632 632 Taxes $22,544 $22,113 $23,220 $23,220 Total Revenue $22,544 $22,113 $23,220 $23,220 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 20,747 21,589 22,588 22,588 Total Expenditures/Appropriations $21,048 $22,113 $23,220 $23,220 Net Cost $(1,496)$0 $0 $0 1653 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2800 (261900) Other Charges 254 1,398 398 398 Taxes $1,818 $1,783 $1,873 $1,873 Total Revenue $1,818 $1,783 $1,873 $1,873 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 2,132 385 1,475 1,475 Total Expenditures/Appropriations $2,386 $1,783 $1,873 $1,873 Net Cost $568 $0 $0 $0 1654 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1514 (262000) Other Charges 264 496 496 496 Taxes $5,167 $5,068 $5,323 $5,323 Total Revenue $5,167 $5,068 $5,323 $5,323 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 4,326 4,572 4,827 4,827 Total Expenditures/Appropriations $4,590 $5,068 $5,323 $5,323 Net Cost $(577)$0 $0 $0 1655 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1101 (262100) Other Charges 255 412 519 519 Taxes $2,182 $2,140 $2,247 $2,247 Total Revenue $2,182 $2,140 $2,247 $2,247 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 1,728 1,728 1,728 Total Expenditures/Appropriations $255 $2,140 $2,247 $2,247 Net Cost $(1,927)$0 $0 $0 1656 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P-6 ZONE 1803 (262200) Other Charges 263 486 486 486 Taxes $5,660 $5,552 $5,830 $5,830 Total Revenue $5,660 $5,552 $5,830 $5,830 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 4,698 5,066 5,344 5,344 Total Expenditures/Appropriations $4,961 $5,552 $5,830 $5,830 Net Cost $(700)$0 $0 $0 1657 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1700 (262300) Other Charges 588 1,067 2,010 2,010 Taxes $161,509 $158,412 $166,354 $166,354 Total Revenue $161,509 $158,412 $166,354 $166,354 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 158,945 157,345 164,344 164,344 Total Expenditures/Appropriations $159,533 $158,412 $166,354 $166,354 Net Cost $(1,976)$0 $0 $0 1658 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2000 (262400) Other Charges 252 635 635 635 Taxes $755 $740 $777 $777 Total Revenue $755 $740 $777 $777 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 105 142 142 Total Expenditures/Appropriations $252 $740 $777 $777 Net Cost $(503)$0 $0 $0 1659 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2903 (262500) Other Charges 258 521 521 521 Taxes $2,175 $2,000 $2,241 $2,241 Total Revenue $2,175 $2,000 $2,241 $2,241 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 2,399 1,479 1,720 1,720 Total Expenditures/Appropriations $2,657 $2,000 $2,241 $2,241 Net Cost $482 $0 $0 $0 1660 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1505 (262600) Other Charges 254 631 631 631 Taxes $1,887 $1,851 $1,943 $1,943 Total Revenue $1,887 $1,851 $1,943 $1,943 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 1,220 1,312 1,312 Total Expenditures/Appropriations $254 $1,851 $1,943 $1,943 Net Cost $(1,633)$0 $0 $0 1661 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1506 (262700) Other Charges 259 508 508 508 Taxes $3,774 $3,701 $3,887 $3,887 Total Revenue $3,774 $3,701 $3,887 $3,887 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 2,374 3,193 3,379 3,379 Total Expenditures/Appropriations $2,633 $3,701 $3,887 $3,887 Net Cost $(1,141)$0 $0 $0 1662 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1001 (262800) Other Charges 272 446 446 446 Taxes $10,264 $10,068 $10,572 $10,572 Total Revenue $10,264 $10,068 $10,572 $10,572 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 8,502 9,622 10,126 10,126 Total Expenditures/Appropriations $8,774 $10,068 $10,572 $10,572 Net Cost $(1,490)$0 $0 $0 1663 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 CNTRL ADMIN BASE (262900) Services And Supplies 0 14,158,798 14,158,798 14,158,798 Other Charges 1,259 12,982 12,982 12,982 Use Of Money & Property 328,831 50,000 50,000 50,000 Charges For Services 2,470 0 0 0 Miscellaneous Revenue 2,381,066 2,630,763 2,630,763 2,630,763 Total Revenue $2,712,367 $2,680,763 $2,680,763 $2,680,763 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 1,429,582 2,131,018 2,131,018 2,131,018 Total Expenditures/Appropriations $1,430,841 $16,302,798 $16,302,798 $16,302,798 Net Cost $(1,281,526)$13,622,035 $13,622,035 $13,622,035 1664 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1607 (263000) Other Charges 254 509 601 601 Taxes $1,887 $1,851 $1,943 $1,943 Total Revenue $1,887 $1,851 $1,943 $1,943 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 1,342 1,342 1,342 Total Expenditures/Appropriations $254 $1,851 $1,943 $1,943 Net Cost $(1,633)$0 $0 $0 1665 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1504 (263100) Other Charges 258 399 566 566 Taxes $3,396 $3,331 $3,499 $3,499 Total Revenue $3,396 $3,331 $3,499 $3,499 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 2,177 2,932 2,933 2,933 Total Expenditures/Appropriations $2,435 $3,331 $3,499 $3,499 Net Cost $(962)$0 $0 $0 1666 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2702 (263200) Other Charges 252 466 503 503 Taxes $755 $740 $777 $777 Total Revenue $755 $740 $777 $777 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 274 274 274 Total Expenditures/Appropriations $252 $740 $777 $777 Net Cost $(503)$0 $0 $0 1667 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1606 (263300) Other Charges 252 446 485 485 Taxes $790 $774 $813 $813 Total Revenue $790 $774 $813 $813 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 328 328 328 Total Expenditures/Appropriations $252 $774 $813 $813 Net Cost $(538)$0 $0 $0 1668 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1605 (263400) Other Charges 264 472 472 472 Taxes $7,501 $7,357 $7,726 $7,726 Total Revenue $7,501 $7,357 $7,726 $7,726 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 5,943 6,885 7,254 7,254 Total Expenditures/Appropriations $6,207 $7,357 $7,726 $7,726 Net Cost $(1,293)$0 $0 $0 1669 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1503 (263600) Other Charges 252 774 813 813 Taxes $790 $774 $813 $813 Total Revenue $790 $774 $813 $813 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $252 $774 $813 $813 Net Cost $(538)$0 $0 $0 1670 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0400 (263700) Other Charges 252 799 838 838 Taxes $814 $799 $838 $838 Total Revenue $814 $799 $838 $838 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $252 $799 $838 $838 Net Cost $(563)$0 $0 $0 1671 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0702 (263800) Other Charges 259 479 669 669 Taxes $3,868 $3,794 $3,984 $3,984 Total Revenue $3,868 $3,794 $3,984 $3,984 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 2,910 3,315 3,315 3,315 Total Expenditures/Appropriations $3,169 $3,794 $3,984 $3,984 Net Cost $(699)$0 $0 $0 1672 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1502 (263900) Other Charges 252 799 838 838 Taxes $814 $799 $838 $838 Total Revenue $814 $799 $838 $838 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $252 $799 $838 $838 Net Cost $(563)$0 $0 $0 1673 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3100 (264000) Other Charges 313 1,828 828 828 Taxes $34,200 $33,546 $35,226 $35,226 Total Revenue $34,200 $33,546 $35,226 $35,226 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 33,559 31,718 34,398 34,398 Total Expenditures/Appropriations $33,872 $33,546 $35,226 $35,226 Net Cost $(328)$0 $0 $0 1674 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2500 (264100) Other Charges 252 454 494 494 Taxes $814 $799 $839 $839 Total Revenue $814 $799 $839 $839 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 345 345 345 Total Expenditures/Appropriations $252 $799 $839 $839 Net Cost $(563)$0 $0 $0 1675 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0701 (264200) Other Charges 252 442 482 482 Taxes $814 $799 $838 $838 Total Revenue $814 $799 $838 $838 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 357 356 356 Total Expenditures/Appropriations $252 $799 $838 $838 Net Cost $(563)$0 $0 $0 1676 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0202 (264300) Other Charges 291 539 539 539 Taxes $20,267 $19,879 $20,874 $20,874 Total Revenue $20,267 $19,879 $20,874 $20,874 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 19,025 19,340 20,335 20,335 Total Expenditures/Appropriations $19,316 $19,879 $20,874 $20,874 Net Cost $(951)$0 $0 $0 1677 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1501 (264400) Other Charges 257 422 588 588 Taxes $3,378 $3,313 $3,480 $3,480 Total Revenue $3,378 $3,313 $3,480 $3,480 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 1,633 2,891 2,892 2,892 Total Expenditures/Appropriations $1,890 $3,313 $3,480 $3,480 Net Cost $(1,488)$0 $0 $0 1678 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1604 (264500) Other Charges 252 433 475 475 Taxes $844 $828 $869 $869 Total Revenue $844 $828 $869 $869 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 395 394 394 Total Expenditures/Appropriations $252 $828 $869 $869 Net Cost $(593)$0 $0 $0 1679 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1801 (264600) Other Charges 252 828 869 869 Taxes $844 $828 $869 $869 Total Revenue $844 $828 $869 $869 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $252 $828 $869 $869 Net Cost $(593)$0 $0 $0 1680 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2901 (264700) Other Charges 252 406 406 406 Taxes $814 $799 $838 $838 Total Revenue $814 $799 $838 $838 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 2,043 393 432 432 Total Expenditures/Appropriations $2,295 $799 $838 $838 Net Cost $1,480 $0 $0 $0 1681 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1603 (264800) Other Charges 265 511 511 511 Taxes $7,600 $7,455 $7,828 $7,828 Total Revenue $7,600 $7,455 $7,828 $7,828 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 6,634 6,944 7,317 7,317 Total Expenditures/Appropriations $6,899 $7,455 $7,828 $7,828 Net Cost $(701)$0 $0 $0 1682 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1200 (264900) Other Charges 253 375 455 455 Taxes $1,629 $1,597 $1,677 $1,677 Total Revenue $1,629 $1,597 $1,677 $1,677 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 1,222 1,222 1,222 Total Expenditures/Appropriations $253 $1,597 $1,677 $1,677 Net Cost $(1,375)$0 $0 $0 1683 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 POLICE SVC-CROCKETT COGEN (265000) Salaries And Benefits 302,816 335,271 334,250 334,250 Services And Supplies 1,330 258,020 261,407 261,407 Other Charges 2,820 1,957 1,957 1,957 Charges For Services 111,915 297,288 297,288 297,288 Miscellaneous Revenue 21,920 0 0 0 Total Revenue $133,835 $297,288 $297,288 $297,288 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 24,539 12,990 23,114 23,114 Total Expenditures/Appropriations $331,505 $608,237 $620,728 $620,728 Net Cost $197,669 $310,949 $323,440 $323,440 1684 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA PL2 DANVILLE (265200) Services And Supplies 0 10,752 10,752 10,752 Other Charges 4 0 0 0 Taxes $649 $495 $495 $495 Intergovernmental Revenue 3 3 3 3 Total Revenue $652 $498 $498 $498 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $4 $10,752 $10,752 $10,752 Net Cost $(648)$10,254 $10,254 $10,254 1685 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA P-2 ZONE A (265300) Salaries And Benefits 1,107,895 1,289,118 1,160,623 1,160,623 Services And Supplies 10,000 229,952 239,982 239,982 Other Charges 95,851 90,232 91,015 91,015 Taxes $1,259,929 $1,214,050 $1,214,050 $1,214,050 Fines/Forfeits/Penalties 2,725 3,000 3,000 3,000 Intergovernmental Revenue 854 1,500 1,500 1,500 Charges For Services 11,816 10,000 10,000 10,000 Miscellaneous Revenue 107,215 153,000 153,000 153,000 Total Revenue $1,382,540 $1,381,550 $1,381,550 $1,381,550 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 79,316 91,716 91,067 91,067 Total Expenditures/Appropriations $1,293,062 $1,701,017 $1,582,687 $1,582,687 Net Cost $(89,478)$319,467 $201,137 $201,137 1686 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2902 (265400) Other Charges 257 467 467 467 Taxes $2,541 $2,492 $2,617 $2,617 Total Revenue $2,541 $2,492 $2,617 $2,617 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 3,501 2,025 2,150 2,150 Total Expenditures/Appropriations $3,758 $2,492 $2,617 $2,617 Net Cost $1,217 $0 $0 $0 1687 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA PL5 ROUND HILL (265500) Salaries And Benefits 329,992 599,948 561,040 561,040 Services And Supplies 1,744 12,126 18,822 18,822 Other Charges 39,744 66,652 66,652 66,652 Taxes $678,291 $624,420 $624,420 $624,420 Fines/Forfeits/Penalties 3 500 500 500 Use Of Money & Property 0 1,000 1,000 1,000 Intergovernmental Revenue 1,503 7,728 7,728 7,728 Charges For Services 2,954 0 0 0 Miscellaneous Revenue 6,960 0 0 0 Total Revenue $689,712 $633,648 $633,648 $633,648 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 25,274 23,700 31,873 31,873 Total Expenditures/Appropriations $396,754 $702,426 $678,387 $678,387 Net Cost $(292,958)$68,778 $44,739 $44,739 1688 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA PL6 (265600) Services And Supplies 0 57,700 57,700 57,700 Other Charges 38,540 50,383 50,383 50,383 Taxes $6,747,536 $5,549,000 $5,549,000 $5,549,000 Fines/Forfeits/Penalties 7,953 12,200 12,200 12,200 Use Of Money & Property 170,203 10,000 10,000 10,000 Intergovernmental Revenue 29,275 38,500 38,500 38,500 Total Revenue $6,954,967 $5,609,700 $5,609,700 $5,609,700 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 12,570,278 12,570,278 12,570,278 Total Expenditures/Appropriations $38,540 $12,678,361 $12,678,361 $12,678,361 Net Cost $(6,916,427)$7,068,661 $7,068,661 $7,068,661 1689 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA P-2 ZONE B (265700) Salaries And Benefits 228,123 297,572 295,949 295,949 Services And Supplies 872 13,946 18,004 18,004 Other Charges 31,674 36,979 36,979 36,979 Taxes $516,300 $293,100 $293,100 $293,100 Fines/Forfeits/Penalties 3 1,000 1,000 1,000 Intergovernmental Revenue 1,228 1,000 1,000 1,000 Charges For Services 2,954 0 0 0 Miscellaneous Revenue 4,257 0 0 0 Total Revenue $524,742 $295,100 $295,100 $295,100 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 29,958 38,190 45,392 45,392 Total Expenditures/Appropriations $290,628 $386,687 $396,324 $396,324 Net Cost $(234,114)$91,587 $101,224 $101,224 1690 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0206 (265800) Other Charges 278 1,358 1,057 1,057 Taxes $17,889 $18,727 $18,426 $18,426 Total Revenue $17,889 $18,727 $18,426 $18,426 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 17,197 17,369 17,369 17,369 Total Expenditures/Appropriations $17,475 $18,727 $18,426 $18,426 Net Cost $(414)$0 $0 $0 1691 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0207 (265900) Other Charges 257 450 450 450 Taxes $2,405 $2,359 $2,477 $2,477 Total Revenue $2,405 $2,359 $2,477 $2,477 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 2,091 1,909 2,027 2,027 Total Expenditures/Appropriations $2,348 $2,359 $2,477 $2,477 Net Cost $(57)$0 $0 $0 1692 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA P6 ZONE 0200 (266100) Other Charges 281 1,055 1,055 1,055 Taxes $18,892 $18,531 $19,459 $19,459 Total Revenue $18,892 $18,531 $19,459 $19,459 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 17,118 17,476 18,404 18,404 Total Expenditures/Appropriations $17,399 $18,531 $19,459 $19,459 Net Cost $(1,494)$0 $0 $0 1693 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0212 (266200) Other Charges 301 1,553 1,553 1,553 Taxes $16,565 $16,247 $17,062 $17,062 Total Revenue $16,565 $16,247 $17,062 $17,062 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 10,594 14,694 15,509 15,509 Total Expenditures/Appropriations $10,895 $16,247 $17,062 $17,062 Net Cost $(5,670)$0 $0 $0 1694 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA P6 ZONE 2504 (266300) Other Charges 255 812 1,096 1,096 Taxes $1,065 $812 $1,096 $1,096 Total Revenue $1,065 $812 $1,096 $1,096 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $255 $812 $1,096 $1,096 Net Cost $(810)$0 $0 $0 1695 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA P6 ZONE 1203 (266500) Services And Supplies 0 0 0 0 Other Charges 1 500 0 0 Taxes $0 $1,946 $0 $0 Total Revenue $0 $1,946 $0 $0 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 1,446 0 0 Total Expenditures/Appropriations $1 $1,946 $0 $0 Net Cost $1 $0 $0 $0 1696 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0505 (266700) Services And Supplies 0 (0)(0)(0) Other Charges 252 428 449 449 Taxes $436 $428 $449 $449 Total Revenue $436 $428 $449 $449 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $252 $428 $449 $449 Net Cost $(184)$0 $0 $0 1697 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA P6 ZONE 1007 (266800) Services And Supplies 0 0 0 0 Other Charges 258 1,236 1,730 1,730 Taxes $1,680 $1,236 $1,730 $1,730 Total Revenue $1,680 $1,236 $1,730 $1,730 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $258 $1,236 $1,730 $1,730 Net Cost $(1,422)$0 $0 $0 1698 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA P6 ZONE 3113 (267000) Services And Supplies 0 0 0 0 Other Charges 252 309 324 324 Taxes $315 $309 $324 $324 Total Revenue $315 $309 $324 $324 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $252 $309 $324 $324 Net Cost $(63)$0 $0 $0 1699 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0209 (267100) Services And Supplies 0 (0)(0)(0) Other Charges 267 367 367 367 Taxes $6,915 $6,783 $7,123 $7,123 Total Revenue $6,915 $6,783 $7,123 $7,123 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 5,790 6,416 6,756 6,756 Total Expenditures/Appropriations $6,057 $6,783 $7,123 $7,123 Net Cost $(858)$0 $0 $0 1700 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0211 (267200) Other Charges 258 380 380 380 Taxes $2,591 $2,541 $2,668 $2,668 Total Revenue $2,591 $2,541 $2,668 $2,668 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 1,038 2,161 2,288 2,288 Total Expenditures/Appropriations $1,296 $2,541 $2,668 $2,668 Net Cost $(1,295)$0 $0 $0 1701 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1005 (267300) Other Charges 375 431 531 531 Taxes $49,910 $48,955 $51,406 $51,406 Total Revenue $49,910 $48,955 $51,406 $51,406 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 48,527 48,524 50,875 50,875 Total Expenditures/Appropriations $48,902 $48,955 $51,406 $51,406 Net Cost $(1,008)$0 $0 $0 1702 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0201 (267400) Other Charges 508 800 800 800 Taxes $134,791 $132,207 $138,835 $138,835 Total Revenue $134,791 $132,207 $138,835 $138,835 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 133,740 131,407 138,035 138,035 Total Expenditures/Appropriations $134,248 $132,207 $138,835 $138,835 Net Cost $(544)$0 $0 $0 1703 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2700 (267500) Other Charges 252 431 474 474 Taxes $878 $861 $905 $905 Total Revenue $878 $861 $905 $905 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 430 431 431 Total Expenditures/Appropriations $252 $861 $905 $905 Net Cost $(626)$0 $0 $0 1704 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA P6 ZONE 2904 (267600) Services And Supplies 0 (0)(0)(0) Other Charges 254 748 748 748 Taxes $763 $748 $786 $786 Total Revenue $763 $748 $786 $786 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 0 38 38 Total Expenditures/Appropriations $254 $748 $786 $786 Net Cost $(509)$0 $0 $0 1705 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA P6 ZONE 2905 (267700) Services And Supplies 0 (0)(0)(0) Other Charges 258 412 1,190 1,190 Taxes $1,155 $412 $1,190 $1,190 Total Revenue $1,155 $412 $1,190 $1,190 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $258 $412 $1,190 $1,190 Net Cost $(897)$0 $0 $0 1706 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0700 (268000) Other Charges 252 418 418 418 Taxes $858 $841 $883 $883 Total Revenue $858 $841 $883 $883 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 2,234 423 465 465 Total Expenditures/Appropriations $2,486 $841 $883 $883 Net Cost $1,628 $0 $0 $0 1707 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1100 (268100) Other Charges 260 588 588 588 Taxes $5,576 $5,469 $5,743 $5,743 Total Revenue $5,576 $5,469 $5,743 $5,743 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 4,616 4,881 5,155 5,155 Total Expenditures/Appropriations $4,876 $5,469 $5,743 $5,743 Net Cost $(700)$0 $0 $0 1708 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1600 (268200) Other Charges 252 427 427 427 Taxes $878 $861 $904 $904 Use Of Money & Property 2,114 0 0 0 Total Revenue $2,992 $861 $904 $904 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 3,328 434 477 477 Total Expenditures/Appropriations $3,580 $861 $904 $904 Net Cost $588 $0 $0 $0 1709 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2601 (268300) Other Charges 252 841 884 884 Taxes $858 $841 $884 $884 Total Revenue $858 $841 $884 $884 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $252 $841 $884 $884 Net Cost $(606)$0 $0 $0 1710 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0500 (268400) Other Charges 572 3,287 3,287 3,287 Taxes $162,561 $159,443 $167,437 $167,437 Total Revenue $162,561 $159,443 $167,437 $167,437 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 159,715 156,156 164,150 164,150 Total Expenditures/Appropriations $160,287 $159,443 $167,437 $167,437 Net Cost $(2,274)$0 $0 $0 1711 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1000 (268500) Other Charges 310 592 592 592 Taxes $31,173 $30,576 $32,109 $32,109 Total Revenue $31,173 $30,576 $32,109 $32,109 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 30,582 29,984 31,517 31,517 Total Expenditures/Appropriations $30,892 $30,576 $32,109 $32,109 Net Cost $(281)$0 $0 $0 1712 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2900 (268700) Other Charges 263 545 545 545 Taxes $6,434 $6,310 $6,627 $6,627 Total Revenue $6,434 $6,310 $6,627 $6,627 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 5,472 5,765 6,082 6,082 Total Expenditures/Appropriations $5,735 $6,310 $6,627 $6,627 Net Cost $(699)$0 $0 $0 1713 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1006 (268800) Other Charges 259 495 495 495 Taxes $3,307 $3,244 $3,406 $3,406 Total Revenue $3,307 $3,244 $3,406 $3,406 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 1,688 2,749 2,911 2,911 Total Expenditures/Appropriations $1,947 $3,244 $3,406 $3,406 Net Cost $(1,361)$0 $0 $0 1714 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1601 (268900) Other Charges 252 509 552 552 Taxes $858 $841 $883 $883 Total Revenue $858 $841 $883 $883 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 332 331 331 Total Expenditures/Appropriations $252 $841 $883 $883 Net Cost $(606)$0 $0 $0 1715 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2300 (269000) Other Charges 252 525 568 568 Taxes $858 $841 $883 $883 Total Revenue $858 $841 $883 $883 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 316 315 315 Total Expenditures/Appropriations $252 $841 $883 $883 Net Cost $(606)$0 $0 $0 1716 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1602 (269300) Other Charges 298 488 488 488 Taxes $25,333 $24,849 $26,093 $26,093 Total Revenue $25,333 $24,849 $26,093 $26,093 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 23,662 24,361 25,605 25,605 Total Expenditures/Appropriations $23,960 $24,849 $26,093 $26,093 Net Cost $(1,374)$0 $0 $0 1717 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1800 (269400) Other Charges 283 1,120 1,120 1,120 Taxes $17,800 $17,459 $18,334 $18,334 Total Revenue $17,800 $17,459 $18,334 $18,334 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 16,735 16,339 17,214 17,214 Total Expenditures/Appropriations $17,018 $17,459 $18,334 $18,334 Net Cost $(782)$0 $0 $0 1718 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2600 (269500) Other Charges 253 592 655 655 Taxes $1,287 $1,262 $1,325 $1,325 Total Revenue $1,287 $1,262 $1,325 $1,325 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 670 670 670 Total Expenditures/Appropriations $253 $1,262 $1,325 $1,325 Net Cost $(1,034)$0 $0 $0 1719 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2701 (269600) Other Charges 255 1,253 453 453 Taxes $2,533 $2,485 $2,610 $2,610 Total Revenue $2,533 $2,485 $2,610 $2,610 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 3,380 1,232 2,157 2,157 Total Expenditures/Appropriations $3,635 $2,485 $2,610 $2,610 Net Cost $1,102 $0 $0 $0 1720 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1500 (269700) Other Charges 251 421 441 441 Taxes $429 $421 $441 $441 Total Revenue $429 $421 $441 $441 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $251 $421 $441 $441 Net Cost $(178)$0 $0 $0 1721 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3000 (269900) Other Charges 324 1,771 1,771 1,771 Taxes $36,733 $36,030 $37,835 $37,835 Total Revenue $36,733 $36,030 $37,835 $37,835 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 35,025 34,259 36,064 36,064 Total Expenditures/Appropriations $35,349 $36,030 $37,835 $37,835 Net Cost $(1,384)$0 $0 $0 1722 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA LIB-2 EL SOBRANTE (270200) Other Charges 944 56,731 56,731 56,731 Taxes $157,950 $159,561 $155,727 $155,727 Intergovernmental Revenue 730 380 371 371 Total Revenue $158,680 $159,941 $156,098 $156,098 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 103,210 99,367 99,367 Total Expenditures/Appropriations $944 $159,941 $156,098 $156,098 Net Cost $(157,736)$0 $0 $0 1723 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA LIBRARY-10 PINOLE (271000) Other Charges 9 1,544 1,544 1,544 Taxes $1,525 $1,540 $1,503 $1,503 Intergovernmental Revenue 7 4 4 4 Total Revenue $1,532 $1,544 $1,507 $1,507 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 0 (37)(37) Total Expenditures/Appropriations $9 $1,544 $1,507 $1,507 Net Cost $(1,523)$(0)$(0)$(0) 1724 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA LIBRARY-12 MORAGA (271200) Other Charges 77 10,332 10,332 10,332 Taxes $12,876 $13,014 $12,699 $12,699 Intergovernmental Revenue 59 30 29 29 Total Revenue $12,935 $13,044 $12,728 $12,728 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 2,712 2,396 2,396 Total Expenditures/Appropriations $77 $13,044 $12,728 $12,728 Net Cost $(12,858)$0 $0 $0 1725 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA LIBRARY-13 YGNACIO (271300) Other Charges 1,152 82,143 82,143 82,143 Taxes $192,631 $194,505 $189,883 $189,883 Use Of Money & Property 0 460 460 460 Intergovernmental Revenue 896 6 6 6 Total Revenue $193,527 $194,971 $190,349 $190,349 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 112,828 108,206 108,206 Total Expenditures/Appropriations $1,152 $194,971 $190,349 $190,349 Net Cost $(192,375)$0 $0 $0 1726 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1512 (271500) Other Charges 263 402 402 402 Taxes $3,458 $3,391 $3,561 $3,561 Total Revenue $3,458 $3,391 $3,561 $3,561 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 3,195 2,989 3,159 3,159 Total Expenditures/Appropriations $3,458 $3,391 $3,561 $3,561 Net Cost $0 $0 $0 $0 1727 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1608 (271600) Other Charges 0 0 0 0 Taxes $0 $0 $0 $0 Total Revenue $0 $0 $0 $0 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $0 $0 $0 $0 Net Cost $0 $0 $0 $0 1728 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1616 (271700) Other Charges 287 1,235 435 435 Taxes $14,732 $14,451 $15,174 $15,174 Total Revenue $14,732 $14,451 $15,174 $15,174 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 14,862 13,216 14,739 14,739 Total Expenditures/Appropriations $15,149 $14,451 $15,174 $15,174 Net Cost $417 $0 $0 $0 1729 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1802 (271800) Other Charges 0 700 (0)(0) Taxes $0 $(0)$(0)$(0) Total Revenue $0 $(0)$(0)$(0) Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 (700)0 0 Total Expenditures/Appropriations $0 $(0)$(0)$(0) Net Cost $0 $0 $0 $0 1730 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2704 (271900) Other Charges 256 1,475 1,858 1,858 Taxes $1,804 $1,475 $1,858 $1,858 Total Revenue $1,804 $1,475 $1,858 $1,858 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $256 $1,475 $1,858 $1,858 Net Cost $(1,548)$0 $0 $0 1731 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P-6 ZONE 0503 (272000) Other Charges 1,328 14,501 4,501 4,501 Taxes $438,260 $429,873 $451,409 $451,409 Total Revenue $438,260 $429,873 $451,409 $451,409 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 436,004 415,372 446,908 446,908 Total Expenditures/Appropriations $437,332 $429,873 $451,409 $451,409 Net Cost $(929)$0 $0 $0 1732 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P-6 ZONE 3103 (272100) Other Charges 269 695 695 695 Taxes $7,249 $7,111 $7,467 $7,467 Total Revenue $7,249 $7,111 $7,467 $7,467 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 6,281 6,416 6,772 6,772 Total Expenditures/Appropriations $6,550 $7,111 $7,467 $7,467 Net Cost $(700)$0 $0 $0 1733 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0900 (272200) Other Charges 255 557 557 557 Taxes $1,995 $1,957 $2,055 $2,055 Total Revenue $1,995 $1,957 $2,055 $2,055 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 1,400 1,498 1,498 Total Expenditures/Appropriations $255 $1,957 $2,055 $2,055 Net Cost $(1,740)$0 $0 $0 1734 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1509 (272300) Other Charges 259 477 477 477 Taxes $3,325 $3,262 $3,425 $3,425 Total Revenue $3,325 $3,262 $3,425 $3,425 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 1,571 2,785 2,948 2,948 Total Expenditures/Appropriations $1,830 $3,262 $3,425 $3,425 Net Cost $(1,496)$0 $0 $0 1735 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3101 (272400) Other Charges 260 630 630 630 Taxes $3,824 $3,751 $3,939 $3,939 Total Revenue $3,824 $3,751 $3,939 $3,939 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 1,735 3,121 3,309 3,309 Total Expenditures/Appropriations $1,995 $3,751 $3,939 $3,939 Net Cost $(1,829)$0 $0 $0 1736 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1615 (272500) Other Charges 257 491 491 491 Taxes $2,660 $2,609 $2,740 $2,740 Total Revenue $2,660 $2,609 $2,740 $2,740 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 1,240 2,118 2,249 2,249 Total Expenditures/Appropriations $1,497 $2,609 $2,740 $2,740 Net Cost $(1,164)$0 $0 $0 1737 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1511 (272600) Other Charges 254 925 925 925 Taxes $1,663 $1,631 $1,712 $1,712 Total Revenue $1,663 $1,631 $1,712 $1,712 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 706 787 787 Total Expenditures/Appropriations $254 $1,631 $1,712 $1,712 Net Cost $(1,408)$0 $0 $0 1738 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1510 (272700) Other Charges 264 635 635 635 Taxes $5,986 $5,871 $6,165 $6,165 Total Revenue $5,986 $5,871 $6,165 $6,165 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 4,514 5,236 5,530 5,530 Total Expenditures/Appropriations $4,778 $5,871 $6,165 $6,165 Net Cost $(1,207)$0 $0 $0 1739 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0203 (272800) Other Charges 310 1,306 1,306 1,306 Taxes $23,725 $23,271 $24,437 $24,437 Total Revenue $23,725 $23,271 $24,437 $24,437 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 22,708 21,965 23,131 23,131 Total Expenditures/Appropriations $23,018 $23,271 $24,437 $24,437 Net Cost $(708)$0 $0 $0 1740 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1002 (273000) Other Charges 277 829 829 829 Taxes $10,545 $10,343 $10,861 $10,861 Total Revenue $10,545 $10,343 $10,861 $10,861 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 9,568 9,514 10,032 10,032 Total Expenditures/Appropriations $9,845 $10,343 $10,861 $10,861 Net Cost $(699)$0 $0 $0 1741 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2602 (273100) Other Charges 256 673 673 673 Taxes $1,648 $1,293 $1,697 $1,697 Total Revenue $1,648 $1,293 $1,697 $1,697 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 2,419 620 1,024 1,024 Total Expenditures/Appropriations $2,675 $1,293 $1,697 $1,697 Net Cost $1,027 $0 $0 $0 1742 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0204 (273200) Other Charges 258 559 559 559 Taxes $2,966 $2,909 $3,055 $3,055 Total Revenue $2,966 $2,909 $3,055 $3,055 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 1,225 2,350 2,496 2,496 Total Expenditures/Appropriations $1,483 $2,909 $3,055 $3,055 Net Cost $(1,483)$0 $0 $0 1743 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1003 (273300) Other Charges 259 636 636 636 Taxes $3,530 $3,462 $3,635 $3,635 Total Revenue $3,530 $3,462 $3,635 $3,635 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 1,827 2,826 2,999 2,999 Total Expenditures/Appropriations $2,086 $3,462 $3,635 $3,635 Net Cost $(1,443)$0 $0 $0 1744 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1201 (273400) Other Charges 256 516 516 516 Taxes $2,246 $2,203 $2,314 $2,314 Total Revenue $2,246 $2,203 $2,314 $2,314 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 1,687 1,798 1,798 Total Expenditures/Appropriations $256 $2,203 $2,314 $2,314 Net Cost $(1,990)$0 $0 $0 1745 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2203 (273500) Other Charges 960 2,000 2,000 2,000 Taxes $277,401 $268,480 $285,724 $285,724 Total Revenue $277,401 $268,480 $285,724 $285,724 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 273,198 266,480 283,724 283,724 Total Expenditures/Appropriations $274,158 $268,480 $285,724 $285,724 Net Cost $(3,244)$0 $0 $0 1746 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3001 (273600) Other Charges 397 1,660 1,660 1,660 Taxes $55,512 $54,451 $57,178 $57,178 Total Revenue $55,512 $54,451 $57,178 $57,178 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 52,628 52,791 55,518 55,518 Total Expenditures/Appropriations $53,025 $54,451 $57,178 $57,178 Net Cost $(2,487)$0 $0 $0 1747 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0504 (273700) Other Charges 423 2,149 2,149 2,149 Taxes $65,139 $63,894 $67,093 $67,093 Total Revenue $65,139 $63,894 $67,093 $67,093 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 63,971 61,745 64,944 64,944 Total Expenditures/Appropriations $64,394 $63,894 $67,093 $67,093 Net Cost $(745)$0 $0 $0 1748 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3102 (273800) Other Charges 254 1,273 473 473 Taxes $1,663 $1,631 $1,713 $1,713 Total Revenue $1,663 $1,631 $1,713 $1,713 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 2,059 358 1,240 1,240 Total Expenditures/Appropriations $2,313 $1,631 $1,713 $1,713 Net Cost $651 $0 $0 $0 1749 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3104 (273900) Other Charges 265 641 641 641 Taxes $6,739 $6,610 $6,940 $6,940 Total Revenue $6,739 $6,610 $6,940 $6,940 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 7,606 5,969 6,299 6,299 Total Expenditures/Appropriations $7,871 $6,610 $6,940 $6,940 Net Cost $1,133 $0 $0 $0 1750 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2202 (274000) Other Charges 575 810 925 925 Taxes $124,502 $122,122 $128,236 $128,236 Total Revenue $124,502 $122,122 $128,236 $128,236 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 121,829 121,312 127,311 127,311 Total Expenditures/Appropriations $122,404 $122,122 $128,236 $128,236 Net Cost $(2,098)$0 $0 $0 1751 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0205 (274100) Other Charges 252 485 515 515 Taxes $622 $610 $640 $640 Total Revenue $622 $610 $640 $640 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 125 125 125 Total Expenditures/Appropriations $252 $610 $640 $640 Net Cost $(370)$0 $0 $0 1752 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0301 (274200) Other Charges 658 3,816 3,816 3,816 Taxes $143,416 $144,178 $147,719 $147,719 Total Revenue $143,416 $144,178 $147,719 $147,719 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 141,114 140,362 143,903 143,903 Total Expenditures/Appropriations $141,772 $144,178 $147,719 $147,719 Net Cost $(1,644)$0 $0 $0 1753 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1004 (274300) Other Charges 264 650 650 650 Taxes $5,272 $5,171 $5,431 $5,431 Total Revenue $5,272 $5,171 $5,431 $5,431 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 4,622 4,521 4,781 4,781 Total Expenditures/Appropriations $4,886 $5,171 $5,431 $5,431 Net Cost $(387)$0 $0 $0 1754 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2603 (274400) Other Charges 257 508 630 630 Taxes $2,486 $2,439 $2,560 $2,560 Total Revenue $2,486 $2,439 $2,560 $2,560 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 1,931 1,930 1,930 Total Expenditures/Appropriations $257 $2,439 $2,560 $2,560 Net Cost $(2,229)$0 $0 $0 1755 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2703 (274500) Other Charges 271 738 738 738 Taxes $8,391 $8,230 $8,642 $8,642 Total Revenue $8,391 $8,230 $8,642 $8,642 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 7,996 7,492 7,904 7,904 Total Expenditures/Appropriations $8,267 $8,230 $8,642 $8,642 Net Cost $(123)$0 $0 $0 1756 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3002 (274600) Other Charges 256 581 581 581 Taxes $2,405 $3,539 $2,477 $2,477 Total Revenue $2,405 $3,539 $2,477 $2,477 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 2,958 1,896 1,896 Total Expenditures/Appropriations $256 $3,539 $2,477 $2,477 Net Cost $(2,149)$0 $0 $0 1757 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3105 (274700) Other Charges 252 295 310 310 Taxes $301 $295 $310 $310 Total Revenue $301 $295 $310 $310 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $252 $295 $310 $310 Net Cost $(49)$0 $0 $0 1758 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3106 (274800) Other Charges 251 295 310 310 Taxes $301 $295 $310 $310 Total Revenue $301 $295 $310 $310 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $251 $295 $310 $310 Net Cost $(50)$0 $0 $0 1759 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3107 (274900) Other Charges 252 419 448 448 Taxes $601 $590 $619 $619 Total Revenue $601 $590 $619 $619 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 171 171 171 Total Expenditures/Appropriations $252 $590 $619 $619 Net Cost $(350)$0 $0 $0 1760 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA R-4 MORAGA (275100) Services And Supplies 175 1,000 1,000 1,000 Other Charges 37,875 39,000 39,000 39,000 Taxes $37,704 $39,000 $39,000 $39,000 Intergovernmental Revenue 171 1,000 1,000 1,000 Miscellaneous Revenue 175 0 0 0 Total Revenue $38,050 $40,000 $40,000 $40,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $38,050 $40,000 $40,000 $40,000 Net Cost $0 $0 $0 $0 1761 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA R-9 EL SOBRANTE (275700) Services And Supplies 3,965 5,000 8,168 8,168 Other Charges 32 1,000 100 100 Miscellaneous Revenue 3,904 5,000 5,000 5,000 Total Revenue $3,904 $5,000 $5,000 $5,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 1,237 1,000 1,000 1,000 Total Expenditures/Appropriations $5,234 $7,000 $9,268 $9,268 Net Cost $1,330 $2,000 $4,268 $4,268 1762 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA R-7 ZONE A (275800) Services And Supplies 394,817 451,000 431,000 431,000 Other Charges 350,872 364,000 465,000 465,000 Taxes $1,528,183 $1,442,000 $1,586,899 $1,586,899 Use Of Money & Property 23,234 4,000 10,000 10,000 Intergovernmental Revenue 7,117 8,000 8,100 8,100 Charges For Services 0 8,000 8,000 8,000 Total Revenue $1,558,533 $1,462,000 $1,612,999 $1,612,999 Capital Assets Fixed Assets 32,553 5,433,000 6,218,480 6,218,480 Total Capital Assets $32,553 $5,433,000 $6,218,480 $6,218,480 Expenditure Transfers 333,452 300,000 300,000 300,000 Total Expenditures/Appropriations $1,111,693 $6,548,000 $7,414,480 $7,414,480 Net Cost $(446,840)$5,086,001 $5,801,482 $5,801,482 1763 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA R-10 RODEO (276000) Services And Supplies 544 0 0 0 Other Charges 612 0 0 0 Total Revenue $0 $0 $0 $0 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 61 0 0 0 Total Expenditures/Appropriations $1,217 $0 $0 $0 Net Cost $1,217 $0 $0 $0 1764 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 Disc Bay West Parking (277100) Services And Supplies 750 8,000 12,548 12,548 Other Charges 4 7,000 5,010 5,010 Use Of Money & Property 349 1,000 1,000 1,000 Total Revenue $349 $1,000 $1,000 $1,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 119 8,000 5,000 5,000 Total Expenditures/Appropriations $873 $23,000 $22,558 $22,558 Net Cost $524 $22,000 $21,558 $21,558 1765 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 0210 (277500) Other Charges 259 560 560 560 Taxes $3,462 $3,396 $3,566 $3,566 Total Revenue $3,462 $3,396 $3,566 $3,566 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 1,472 2,836 3,006 3,006 Total Expenditures/Appropriations $1,731 $3,396 $3,566 $3,566 Net Cost $(1,731)$0 $0 $0 1766 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1513 (277600) Other Charges 264 645 645 645 Taxes $4,617 $4,528 $4,755 $4,755 Total Revenue $4,617 $4,528 $4,755 $4,755 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 2,622 3,883 4,110 4,110 Total Expenditures/Appropriations $2,886 $4,528 $4,755 $4,755 Net Cost $(1,731)$0 $0 $0 1767 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2604 (277700) Other Charges 259 450 521 521 Taxes $1,443 $1,415 $1,486 $1,486 Total Revenue $1,443 $1,415 $1,486 $1,486 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 965 965 965 Total Expenditures/Appropriations $259 $1,415 $1,486 $1,486 Net Cost $(1,184)$0 $0 $0 1768 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2605 (277800) Other Charges 343 1,318 1,318 1,318 Taxes $37,222 $36,510 $38,338 $38,338 Total Revenue $37,222 $36,510 $38,338 $38,338 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 24,349 35,192 37,020 37,020 Total Expenditures/Appropriations $24,692 $36,510 $38,338 $38,338 Net Cost $(12,530)$0 $0 $0 1769 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3003 (277900) Other Charges 257 575 575 575 Taxes $2,597 $2,547 $2,674 $2,674 Total Revenue $2,597 $2,547 $2,674 $2,674 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 1,275 1,972 2,099 2,099 Total Expenditures/Appropriations $1,532 $2,547 $2,674 $2,674 Net Cost $(1,065)$0 $0 $0 1770 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3004 (278000) Other Charges 251 566 594 594 Taxes $577 $566 $594 $594 Total Revenue $577 $566 $594 $594 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $251 $566 $594 $594 Net Cost $(326)$0 $0 $0 1771 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3108 (278100) Other Charges 0 0 0 0 Taxes $0 $0 $0 $0 Total Revenue $0 $0 $0 $0 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $0 $0 $0 $0 Net Cost $0 $0 $0 $0 1772 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3109 (278200) Other Charges 251 849 891 891 Taxes $866 $849 $891 $891 Total Revenue $866 $849 $891 $891 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $251 $849 $891 $891 Net Cost $(615)$0 $0 $0 1773 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3110 (278300) Other Charges 254 459 459 459 Taxes $721 $708 $743 $743 Total Revenue $721 $708 $743 $743 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 0 249 284 284 Total Expenditures/Appropriations $254 $708 $743 $743 Net Cost $(467)$0 $0 $0 1774 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3112 (278500) Other Charges 280 738 738 738 Taxes $10,331 $10,134 $10,641 $10,641 Total Revenue $10,331 $10,134 $10,641 $10,641 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 9,268 9,396 9,903 9,903 Total Expenditures/Appropriations $9,548 $10,134 $10,641 $10,641 Net Cost $(784)$0 $0 $0 1775 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 2606 (278700) Other Charges 252 424 444 444 Taxes $432 $424 $444 $444 Total Revenue $432 $424 $444 $444 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $252 $424 $444 $444 Net Cost $(180)$0 $0 $0 1776 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 1204 (278800) Other Charges 256 0 1,731 1,731 Taxes $1,680 $0 $1,731 $1,731 Total Revenue $1,680 $0 $1,731 $1,731 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $256 $0 $1,731 $1,731 Net Cost $(1,424)$0 $0 $0 1777 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3005 (279300) Other Charges 252 0 700 700 Taxes $680 $0 $700 $700 Total Revenue $680 $0 $700 $700 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $252 $0 $700 $700 Net Cost $(428)$0 $0 $0 1778 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SVC AREA P6 ZONE 3007 (279500) Other Charges 258 0 2,884 2,884 Taxes $2,800 $0 $2,884 $2,884 Total Revenue $2,800 $0 $2,884 $2,884 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $258 $0 $2,884 $2,884 Net Cost $(2,542)$0 $0 $0 1779 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 C C C WATER AGENCY (282500) Services And Supplies 109,541 336,500 336,500 336,500 Other Charges 4,977 10,000 10,000 10,000 Taxes $901,204 $1,062,200 $1,062,200 $1,062,200 Intergovernmental Revenue 4,419 4,800 4,800 4,800 Charges For Services 24,238 0 0 0 Total Revenue $929,862 $1,067,000 $1,067,000 $1,067,000 Capital Assets Total Capital Assets $0 $0 $0 $0 Expenditure Transfers 499,315 720,500 720,500 720,500 Total Expenditures/Appropriations $613,832 $1,067,000 $1,067,000 $1,067,000 Net Cost $(316,030)$0 $0 $0 1780 Detail by Revenue Category and Expenditure Object 2022-23 Actual 2023-24 2024-25 Requested 2024-25 RecommendedActual Estimated X 1 2 3 4 5 State Controller Schedules County of Contra Costa Schedule 15 County Budget Act Special District and Other Agencies Summary Nonenterprise Financing Sources and Uses by Budget Unit by Object Fiscal Year 2024-25 SERVICE AREA R-8 BOND DEBT (298000) Total Revenue $0 $0 $0 $0 Capital Assets Total Capital Assets $0 $0 $0 $0 Total Expenditures/Appropriations $0 $0 $0 $0 Net Cost $0 $0 $0 $0 1781 Auditor-Controller CONTRA COSTA COUNTY AB2788 (Chapter 866/94) Maintenance of Effort Certification Form Name of County: Contra Costa Fiscal Year of Certification: 2023/24 AB2788 Maintenance of Effort (MOE) Calculation: Line 1: Total Public Safety Adopted Budget 407,248,751.00 (Amount of Line 4.1 from Form A) Line 2: Public Safety MOE 160,057,647.88 (Amount of Line 3.2 from Form A) Line 3: Difference (Amount of Line 1 minus Line 2) Over/(Under) AB2788 MOE Requirements 247,191,103.12 (*Enter this amount below.) Certification Statement: I hereby certify that the County of Contra Costa is /under (please circle one) the AB2788 Maintenance of Effort requirements concerning the use of Proposition 172 revenues in the amount of *247,191,103.12 . Forms A and C are submitted in support of this calculation. Detailed records concerning this calculation are available upon request and will be retained. Signature of County Official: ________________________ Date Signed: ___________________________________ over 1782 Form A: AB2788 MOE Calculation Worksheet Contra Costa 2023/24 Step #1: Public Safety Services as Previously Defined In 1994/95, the County established their definition of public safety services consistent with Government Code Section 30052. Listed below are all departments included in this definition. District Attorney Health Detention-Inmates Probation Public Defender Sheriff (including Coroner) Step #2: Growth Adjusted Base Year The County determined the AB2788 base year amount in 1994/95 on Form B by using the 1992/93 adopted budget for all defined public safety departments. Line 2.1: Total Base Year Forward 162,581,922.38 (Adjusted AB2788 Base Amount from Prior Year Form A, Line 3.2) Step #3: New Base Amount for Local Agency AB2788 includes a growth factor provision equal to the previous years' growth in Proposition 172 revenues. The Auditor-Controller's Office will provide cities and counties with this amount. If appropriate, this amount should be added to the AB2788 Base Year. Line 3.1: Growth Amount (2,524,274.50) Line 3.2: Total Base Amount for Local Agency 160,057,647.88 (Total of lines 2.1 and 3.1) Step #4: Determine AB2788 Public Safety Budget for Certification Year The County should determine the AB2788 Public Safety Budget for the Certification year. The same departments and adjustments that were included in the AB2788 base year calculation have been entered on Form C. Please complete Form C to provide the following: Line 4.1: Total AB2788 Public Safety Budget 407,248,751.00 Step #5: AB2788 Maintenance of Effort (MOE) Calculation Please complete the AB2788 Certification Form using the above information. The calculation would be as follows: Line 1 of the Certification Form Take the amount of Line 4.1, Form A Line 2 of the Certification Form Less the amount of LIne 3.2, Form A Line 3 of the Certification Form Equals the amount over/(under) AB2788 MOE requirement. Form A 1783 Form C: AB2788 Maintenance-of-Effort (MOE) Base Year Calculation Certification Year: 2023/24 CONTRA COSTA COUNTY Please complete the following Form to calculate the AB2788 MOE base year. Describe all AB2788 adjustments in the space provided below. Public Safety Certification Year Adjusted AB2788 Department Adopted Budget (1)(2)(3)(4)(5)(6)(7)(8)(9)(10)Certification Year District Attorney (0242)55,733,535 100,000 10,000 9,295,594 650,000 100,000 1,274,000 44,303,941 Probation (0308)64,201,004 23,968,000 175,000 40,058,004 Probation (0309)35,661,000 22,175,338 13,485,662 Probation (0310)6,595,000 1,025,000 5,570,000 Public Defender (0243)46,329,230 250,000 11,792,630 34,286,600 Sheriff (0255)172,665,673 3,528,530 150,000 4,327,184 5,152,046 28,331,100 131,176,813 Sheriff Contract Services (0277)19,783,664 19,783,664 0 Sheriff Detention (0300)105,116,147 618,000 12,267,216 280,500 91,950,431 Sheriff-Coroner (0359)3,537,077 3,537,077 Hlth Detention Inmates (0301)42,895,223 15,000 42,880,223 Total 552,517,553 4,511,530 160,000 83,825,962 650,000 24,935,710 28,431,100 1,025,000 1,274,000 455,500 0 407,248,751 Enter amount on AB2788 MOE Adjustments:Comments: Form A, Line 4.1 (1)Fixed Assets, Lease Purchases & Debt Service (2)POST (3)Grants (4)Transfers/Recording Fees for Real Estate Fraud (5)Court Security, Hospital Security, EHS Security (6)Contracts with Other Jurisdictions (7)State Aid & Fed Aid Placement (8)Narcotics, Environmental, Fraud Forfeitures/Damages- - Fines/Forfeitures/Damages (9)STC Reimbursement Completed By: Enid Mendoza, Senior Deputy County Administrator Phone:(925) 655-2051 Date:4/9/2024 AB 2788 Adjustments 1784 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 04/11/2024 : BDA-24-00220 03:59 PM 04/11/2024 Page 1 of 2 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00220 Amendment Date 04/11/2024 Description Appropriation Adjustment to account for new grant revenue Amendment Type Appropriation / Estimated Revenue Adjustment Balanced Amendment Yes Entry Type Mid-Year Adjustments Status In Progress Budget Amendment Entries Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 9975:MISC NON-TAXABLE REVENUE 2800 DISTRICT ATTORNEY ADMIN (Home Org) 2820 D A INVESTIGATIONS 100300 GENERAL $0.00 $75,000.00 Receive new revenue from external agency as a grant subawardee Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2131:MINOR FURNITURE/EQUIPMENT 2800 DISTRICT ATTORNEY ADMIN (Home Org) 2820 D A INVESTIGATIONS 100300 GENERAL $75,000.00 $0.00 Increase allocation to purchase equipment for grant funded program Critical : - Home Org on Budget Line Not Equal Initiator's Home Org Process History Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Budget Amendment Event Step Completed 04/11/2024 10:34:37 AM 04/12/2024 Siwen Carlisle 1 Budget Amendment Event Review Budget Amendment Not Required 04/12/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 04/11/2024 11:00:13 AM Daniel Wallace (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Awaiting Action Analiza Pinlac (Budget Specialist (Auditor Office)) 3 Xia Zhang (Budget Specialist (Auditor Office)) 1785 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 04/11/2024 : BDA-24-00220 03:59 PM 04/11/2024 Page 2 of 2 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Yesenia Campos (Budget Specialist (Auditor Office)) 1786 1 NG-U9ZQVMF2/4889-1023-3010v2/200936-0000 FIRST AMENDMENT TO PROJECT FUND AGREEMENT This FIRST AMENDMENT TO PROJECT FUND AGREEMENT (this “First Amendment”) made and entered into as of April 1, 2024, by and among the COUNTY OF CONTRA COSTA, a political subdivision organized and existing under and b y virtue of the laws of the State of California (the “County”), the CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT, a fire protection district organized and existing under and by virtue of the laws of the State of California (the “District”) and COMPUTERSHARE TRUST COMPANY, N.A., (the “Trustee”) as successor to Wells Fargo Bank, N.A. (the “Prior Trustee”), amends, in part, that certain Project Fund Agreement dated as of March 1, 2021 (the “Original Project Fund Agreement”); W I T N E S S E T H: WHEREAS, the County, the District and the Prior Trustee previously entered into the Original Project Fund Agreement for the purpose of assisting the District in financing certain capital improvement projects by depositing moneys into the Project Fund; and WHEREAS, the Trustee, by virtue of its acquisition of the trustee services of the Prior Trustee, now serves as the trustee under the Original Project Fund Agreement; and WHEREAS, at the time of the execution and delivery of the Original Project Fund Agreement, the funds held in the Project Fund were expected to be expended by March 1, 2024; and WHEREAS, under Section 1(c) of the Original Project Fund Agreement, any moneys remaining in the Project Fund after March 1, 2024 were to be transferred to the County for application to certain amounts owed under the Installment Sale Agreement; and WHEREAS, because of a delay in spending the funds in the Project Fund, the County and the District now desire to amend Section 1(c) of the Original Project Fund Agreement to change the expenditure deadline to March 1, 2026; NOW, THEREFORE, in consideration of the promises and mutual agreements herein contained, the parties hereto do hereby agree as follows: Section 1. Amendment to Section 1(c). Section 1(c) of the Original Project Fund Agreement is stricken in its entirety and the following substituted therefor: “Unless the Project Fund is earlier terminated in accordance with the provisions of paragraph (d) below, amounts in the Project Fund shall be disbursed by the Custodian in payment of amounts described in Section 2 hereof upon receipt of written authorization(s) from the County, as is more fully described in Section 2 hereof. If the amounts in the Project Fund are insufficient to pay such amounts, the District shall be solely responsible for the balance of the funds needed to complete the acquisition and construction of the Project. Any moneys remaining in the Project Fund after March 1, 2026 (the “Acquisition and Construction Period”) shall be applied as provided in Section 4 hereof.” 1787 2 NG-U9ZQVMF2/4889-1023-3010v2/200936-0000 Section 2. Execution in Counterparts. This First Amendment may be executed in several counterparts, each of which shall be an original and all of which shall constitute but one and the same instrument. Section 3. Governing Law. This First Amendment shall be construed and governed in accordance with the laws of the State of California. Section 4. No Other Amendments. Except as amended by Section 1 above, all other provisions of the Original Project Fund Agreement shall remain in full force and effect. Section 5. Definitions. Except as otherwise defined herein, or unless the context clearly otherwise requires, words and phrases defined in the Original Project Fund Agreement shall have the same meaning in this First Amendment. [REMAINDER OF PAGE INTENTIONALLY LEFT BLANK.] 1788 S-1 NG-U9ZQVMF2/4889-1023-3010v2/200936-0000 IN WITNESS WHEREOF, the parties have executed this First Amendment as of the date and year first above written. CONTRA COSTA COUNTY By: _________ CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT By: _________ COMPUTERSHARE TRUST COMPANY, N.A., as successor trustee By: Authorized Officer 1789 1 NG-U9ZQVMF2/4855-0523-0515v3/200936-0000 FIRST AMENDMENT TO INSTALLMENT SALE AGREEMENT This FIRST AMENDMENT TO INSTALLMENT SALE AGREEMENT (this “First Amendment”) made and entered into as of April 1, 2024, by and between the COUNTY OF CONTRA COSTA, a political subdivision organized and existing under and by virtue of the laws of the State of California (the “County”), and the CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT, a fire protection district organized and existing under and by virtue of the laws of the State of California (the “District”), amends, in part, that certain Installment Sale Agreement dated as of March 1, 2021 (the “Original Installment Sale Agreement”); W I T N E S S E T H: WHEREAS, the County and the District previously entered into the Original Installment Sale Agreement for the purpose of assisting the District in financing certain capital improvement projects (the “Project”); and WHEREAS, the County and the District now desire to amend Exhibit B of the Original Installment Sale Agreement to include the Communications Center as part of the Project; NOW, THEREFORE, in consideration of the promises and mutual agreements herein contained, the parties hereto do hereby agree as follows: Section 1. Amendment to Exhibit B. Exhibit B of the Original Installment Sale Agreement is stricken in its entirety and replaced by the Exhibit B attached hereto. Section 2. Execution in Counterparts. This First Amendment may be executed in several counterparts, each of which shall be an original and all of which shall constitute but one and the same instrument. Section 3. Governing Law. This First Amendment shall be construed and governed in accordance with the laws of the State of California. Section 4. No Other Amendments. Except as amended by Section 1 above, all other provisions of the Original Installment Sale Agreement shall remain in full force and effect. Section 5. Definitions. Except as otherwise defined herein, or unless the context clearly otherwise requires, words and phrases defined in the Original Installment Sale Agreement shall have the same meaning in this First Amendment. [REMAINDER OF PAGE INTENTIONALLY LEFT BLANK.] 1790 S-1 NG-U9ZQVMF2/4855-0523-0515v3/200936-0000 IN WITNESS WHEREOF, the parties have executed this First Amendment as of the date and year first above written. CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT By: ________________ Chair of the Board of Directors Attest: By: ________________ Secretary of the Board of Directors COUNTY OF CONTRA COSTA By: ________________ Chair of the Board of Supervisors 1791 B-1 NG-U9ZQVMF2/4855-0523-0515v3/200936-0000 EXHIBIT B DESCRIPTION OF THE PROJECT The Project comprises the following described facilities and improvements: Fire Station No. 9. This component of the Project consists of the construction of an approximately 10,000 square foot one-story fire station to be located at Center Avenue and Willow Street in unincorporated Pacheco, California. This fire station will contain approximately 5,000 square feet of living area, including four firefighter do rm rooms, three gender-neutral restrooms, and living quarters for a Battalion Chief, with adjacent office space; approximately 5,000 square feet containing three apparatus bays, a separate support area for turnout, self -contained breathing apparatus ("SCBA"), and cleanup spaces; and visitor parking spaces, secured firefighter parking, and a generator and an emergency fuel tank. Fire Station No. 86. This component of the Project consists of the construction of an approximately 10,000 square foot one-story fire station to be located at Willow Pass Road and Goble Drive in unincorporated Bay Point, California. This fire station will contain approximately 5,000 square feet of living area, including seven firefighter dorm rooms and three gender -neutral restrooms; approximately 5,000 square feet containing three apparatus bays, a separate support area on for turnout, SCBA, and cleanup spaces; and visitor parking spaces, secured firefighter parking, and a generator and an emergency fuel tank. Fire District Communications Center Projects. This component of the Project includes the phased renovation of an existing building at 2010 Geary Road, Pleasant Hill , to convert it into a new Communications Center with a square footage of approximately 7,900 square feet and also the renovation of the current Communications Center at 2900 Dorothy Drive, Pleasant Hill , to convert it into new Communications Division Offices with a square footage of approximately 7,800 square feet. The District may also substitute other improvements for all or a portion of the improvements listed above without the need to amend this Installment Sale Agreement. 1792 POSITION ADJUSTMENT REQUEST NO. 26276 DATE 4/10/204 Department No./ Department Health Services Budget Unit No. Var. Org No. Agency No. A18 Action Requested: Decrease hours of Registered Nurse (VWXG) pos. 8484 from 30/40 to 24/40. (Cost Savings- $43,335 Federal Medi-Cal)(0450/5797). Increase hours of Registered Nurse (VWXG) pos. 13857 from 32/40 to 40/40. (Cost Increase- $57,780 Hospital Enterprise Fund I )(0540/6390). Proposed Effective Date: 4/23/2024 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost $14,445.12 Net County Cost $0.00 Total this FY $2407.52 N.C.C. this FY $0.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT see above note Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Michelle Fregoso ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Sarah Kennard for 4/16/2024 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE Exempt from Human Resources review under delegated authority. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: Monica Nino, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 1793 REQUEST FOR PROJECT POSITIONS Department Date No. 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year -to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefits Costs: b. Support Costs: (services, supplies, equipment, etc.) c. Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c. financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY 1794 1795 POSITION ADJUSTMENT REQUEST NO. 26274 DATE 3/20/2024 Department No./ Department Dept of Child Support Services Budget Unit No. 0249 Org No. 1780 Agency No. A40 Action Requested: Cancel one (1) Administrative Services Assistant II (APVA) (represented) at salary plan and grade ZB5 1475 ($6,435-$7,822), position number 14111; and add one (1) Executive Secretary - Exempt (J3T5) (unrepresented) at salary plan and grade B85 1445 ($6,249-$7,596). Proposed Effective Date: 4/1/2024 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost ($3,731.00) Net County Cost $0.00 Total this FY ($933.00) N.C.C. this FY $0.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT Fully funded by Federal/State grants; zero cost to CGF Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Jessica Shepard ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Kaitlyn Jeffus for 3/20/2024 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 4/12/2024 Cancel one (1) Administrative Services Assistant II (APVA) (represented) at salary plan and grade ZB5 1475 ($6,435 -$7,822), position number 14111; and add one (1) Executive Secretary - Exempt (J3T5) (unrepresented) at salary plan and grade B85 1445 ($6,249-$7,596). Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) Sanyukta Mohan Singh 4/12/2024 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: Monica Nino, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 1796 REQUEST FOR PROJECT POSITIONS Department Date No. 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year-to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefits Costs: b. Support Costs: (services, supplies, equipment, etc.) c. Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c. financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY 1797 1798 POSITION ADJUSTMENT REQUEST Department No./ NO. 26275 DATE 4/11/2024 Department Employment and Human Services Budget Unit No. Org No. Agency No. 19 Action Requested: ADOPT Position Adjustment Resolution No. 26275 to reallocate sixty-four (64) positions and reclassify nineteen (19) filled positions and their incumbents to SSPA I (X0WD). Refer to Attachment for position numbers and classifications. Proposed Effective Date: 4/23/2024 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost $0.00 Net County Cost $0.00 Total this FY $0.00 N.C.C. this FY $0.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT 59% Federal, 35% State. and 6% County funds Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Susan Bain, Dir. of Internal Operation (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Kaitlyn Jeffus for 4/15/_24 Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 4/17/2024 Reallocate sixty-four (64) vacant positions and reclassify nineteen (19) filled positions and their incumbents to Social Service Program Assistant I (XOWD). Refer to the Attachment for position numbers and classification titles. Effective: XX Day following Board Action. (Date) Gladys Reid _ _ 4/17/2024_ _ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Other: _ _ _ (for) County Administrator BOARD OF SUPERVISORS ACTION: Monica Nino, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 1799 REQUEST FOR PROJECT POSITIONS Department Date No. 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year -to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefits Costs: b. Support Costs: (services, supplies, equipment, etc.) c. Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c. financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resources Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY 1800 Attachment A to Position Adjustment (P300) 26275 – HR Recommendation 1. Reallocate twenty (20) vacant Eligibility Worker I (XHWA) positions, one (1) vacant Eligibility Worker II (XHVA) position and three (3) vacant Eligibility Worker III (XHTB) positions to Social Services Program Assistant I (X0WD). Position Number Job Code Description a.4299 XHWA Eligibility Worker I b.4540 XHWA Eligibility Worker I c.4708 XHWA Eligibility Worker I d.4822 XHWA Eligibility Worker I e.12239 XHWA Eligibility Worker I f.12250 XHWA Eligibility Worker I g.12260 XHWA Eligibility Worker I h.12768 XHWA Eligibility Worker I i.12791 XHWA Eligibility Worker I j.12793 XHWA Eligibility Worker I k.12968 XHWA Eligibility Worker I l.12969 XHWA Eligibility Worker I m.13797 XHWA Eligibility Worker I n.14419 XHWA Eligibility Worker I o.14847 XHWA Eligibility Worker I p.15414 XHWA Eligibility Worker I q.15425 XHWA Eligibility Worker I r.16258 XHWA Eligibility Worker I s.18172 XHWA Eligibility Worker I t.18175 XHWA Eligibility Worker I u.13433 XHVA Eligibility Worker II v.4333 XHTB Eligibility Worker III w.4829 XHTB Eligibility Worker III x.12496 XHTB Eligibility Worker III 1801 2. Reallocate forty (40) vacant Social Services Program Assistant (X0SA) positions to Social Services Program Assistant I (X0WD). Position Number a.19428 b.19433 c.19434 d.19435 e.19436 f.19437 g.19438 h.19439 i.19440 j.19441 k.19442 l.19447 m.19448 n.19449 o.19450 p.19451 q.19452 r.19460 s.19468 t.19469 u.19470 v.19471 w.19472 x.19473 y.19474 z.19475 aa.19476 bb.19477 cc.19478 dd.19479 ee.19480 ff.19481 gg.19482 hh.19488 ii.19489 jj.19490 kk.19491 ll.19495 mm.19498 nn.19507 1802 3. Reclassify nineteen (19) Eligibility Worker I (XHWA) and their incumbents to Social Services Program Assistant I (X0WD). Position Number Step a.4712 2 b.12480 2 c.12248 2 d.12785 2 e.16269 2 f.16859 1 g.16250 2 h.13434 1 i.12491 1 j.4536 1 k.4517 1 l.4285 1 m.16869 1 n.4606 1 o.12259 2 p.4711 1 q.13431 1 r.16249 1 s.12970 1 1803 Attachment B to Position Adjustment (P300) 26275 – HR Recommendation RETRO PAY Should Be Issued For The Following: Position Number Step Employee # Retro Pay Effective Date a. 4712 2 92356 8/28/2023 b. 12480 2 93981 8/28/2023 c. 12248 2 93982 8/28/2023 d. 12785 2 93985 8/28/2023 e. 16269 2 93986 8/28/2023 f. 16859 1 89735 1/22/2024 g. 16250 2 93996 8/28/2023 h. 13434 1 94651 1/22/2024 i. 12491 1 94652 1/22/2024 j. 4536 1 94654 1/22/2024 k. 4517 1 94655 1/22/2024 l. 4285 1 94656 1/22/2024 m. 16869 1 94662 1/22/2024 n. 4606 1 94664 1/22/2024 o. 12259 2 94669 1/22/2024 p. 4711 1 94671 1/22/2024 q. 13431 1 94673 1/22/2024 r. 16249 1 94674 1/22/2024 s. 12970 1 94675 1/22/2024 1804 1805 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 1 Contra Costa County REQUEST FOR PROPOSAL (RFP) Conduct a Feasibility Study for an African American Holistic Wellness and Resource Hub for Contra Costa County RFP #: 2404-789 RELEASE DATE: April 24, 2024 Proposal Due Date: May 24, 2024 NO LATER THAN 3:00 P.M. PDT Contact: Dr. Kendra Carr CONTRA COSTA COUNTY OFFICE OF RACIAL EQUITY AND SOCIAL JUSTICE 1025 ESCOBAR STREET MARTINEZ, CALIFORNIA 94553 1806 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 2 General Information: The Contra Costa County (“County”) Office of Racial Equity and Social Justice (“ORESJ”) is seeking proposals from experienced firms to provide the Board of Supervisors with a Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County for the period of July 1, 2024 to January 31, 2025. An RFP is a process by which the County solicits proposals from Responders who may be subsequently selected to enter into contract for services with the County. Please read this entfre packet carefully before creatfng or submitting any response. Proposal Timeline: RFP release date: April 24, 2024 Last date to submit written questions: May 8, 2024, no later than 3:00 P.M. PDT RFP due date: May 24, 2024 no later than 3:00 P.M. PDT Vendor interview & presentation date: TBD, if needed Proposal Submission: • Response to this RFP MUST be submitted electronically through the Bid Sync web site – NO EXCEPTIONS. • Late submittals WILL NOT be accepted – NO EXCEPTIONS. • Fax submittals WILL NOT be accepted – NO EXCEPTIONS. Proposals will not be accepted after the date and time stated above. Incomplete proposals or proposals that do not conform to the requirements specified herein will not be considered. Issuance of the RFP does not obligate the County to award a contract, nor is the County liable for any costs incurred by the proposer in the preparation and submittal of proposals for the subject work. The County retains the right to award more than one contract to several bidders, to not select any bidders, and/or to re-solicit proposals. The act of submitting a proposal is a declaration that the proposer has read the RFP and understands all the requirements and conditions. Questions: All questions regarding the proposal will be accepted through the BidSync site only. The deadline for submitting questions for this RFP is on or before Wednesday, May 8, 2024 no later than 3:00 PM PDT. All questions will be answered and disseminated to those registered on the BidSync website by Friday, May 10, 2024. Contact customer service if you need technical assistance with any part of the bid process; support@bidsync.com or call (800) 990-9339. 1807 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 3 Table of Contents Sectfon I: Summary of Funding Opportunity..........................................................................p.4 Sectfon II: Requirements and Qualificatfons...........................................................................p.8 Sectfon III: Instructfons to Responders....................................................................................p.9 Sectfon IV: Scope of Service...................................................................................................p.14 Sectfon V: Evaluatfon and Selectfon Process..........................................................................p.16 Sectfon VI: Billing and Invoicing..............................................................................................p.18 Exhibits Attachments • Exhibit A – Statement of Experience • Attachment A – Addenda Acknowledgement • Exhibit B – Proposal Price • Attachment B – CCC General Terms • Exhibit C – Customer References • Exhibit D – Anti-Collusion Statement • Exhibit E – CCC Business Opportunity Registration 1808 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 4 Section I – Summary of Funding Opportunity A. Purpose The Contra Costa County Office of Racial Equity and Social Justice (ORESJ) is issuing a Request for Proposals (RFP) #2404-789 to solicit the services of an experienced firm to conduct a Feasibility Study for an African American Holistic Wellness and Resource Hub, to be presented to the Board of Supervisors in January 2025. Based on the response to this solicitation, the ORESJ plans to contract with a successful bidder for the period of July 1, 2024 to January 31, 2025 for services described in this RFP. The successful bidder will be expected to accomplish the following outcomes: • Produce a feasibility study that outlines the “what” and the “how” of launching and sustaining an African American Holistic Wellness and Resource Hub in Contra Costa County. The study will outline the most pressing needs faced by the African American community in the County, what services should be housed within the African American Holistic Wellness and Resource Hub, the location(s) of those services to best serve the needs of the most vulnerable members of the African American community, and the initial county investment and total cost to establish the services. • Facilitate deep engagement with the African American/Black community to ensure that the feasibility study is a reflection of community members’ experiences and responds to their most pressing needs for holistic wellness services and resources • Share regular progress report updates with the Co-Directors of the Office of Racial Equity and Social Justice and the Steering Committee for the African American Holistic Wellness and Resource Hub Feasibility Study • Report the feasibility study findings to the Board of Supervisors, outlining clear next steps toward establishing an African American Holistic Wellness and Resource Hub in Contra Costa County The maximum award available under this solicitatfon is $180,000. Contracts will be structured on a cost-reimbursement basis. Bidders with experience in providing services in the described areas, and of the type described in this document, are invited to submit responses. If you are interested in, and capable of, providing the requested services by contract with the County, pleas e carefully review this entire RFP and submit your response as directed in the “Instructions to Responders” section of this solicitation. This solicitation is not in any way to be construed as an agreement, obligation, or contract between the County and any party submitting a response, nor will the County pay for any costs associated with the preparation of any response. 1809 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 5 B. Background Currently, in Contra Costa County, African Americans represent approximately 8.7% of the population. Racism, inequity, injustice, disparities and harm exist throughout the United States and, unfortunately, here in Contra Costa County as well. In Contra Costa County, African American residents experience disproportionate rates of preventable chronic illnesses such as heart disease, obesity, cancer as well as most recently, COVID -19. Racial and ethnic disparities in health outcomes, the criminal justice system, educational achievement, and social service metrics are present in Contra Costa County. These disparities have been well-documented in reports issued by the Contra Costa Racial Justice Task Force/Oversight Body , First Five Contra Costa, Kaiser Permanente, Contra Costa Health Services, Contra Costa Continuum of Care, Contra Costa Employment and Human Services Department, and others. For the last several years, members of the community have been advocating and leading the effort in the County for the creation of an African American Holistic Wellness and Resource Hub. Recent advocacy efforts were launched in part by evidentiary findings of the racist and sexist actions of officers within the Antioch and Pittsburg Police Departments. The findings have led to the direct involvement of the County District Attorney, the County Public Defender, the State Attorney General, the FBI, and the Department of Justice. The high-level mission and vision for the African American Holistic Wellness and Resource Hub, as expressed through public comment made to the Board of Supervisors, is to host and provide culturally-relevant and responsive services to eliminate health and wellness disparities. As a result of services provided through the African American Holistic Wellness and Resource Hub, African American community members in Contra Costa County will experience greater safety, connection and belonging, and have greater access to health, mental health and other support services that meet their immediate needs. Feasibility Study: Measure X Funding Brief History of Measure X On November 3, 2020, Contra Costa County voters approved a countywide 20-year, ½ cent sales tax increase known as Measure X. The ballot measure stated that the intent of Measure X is “to keep Contra Costa’s regional hospital open and staffed; fund community health centers, emergency response; support crucial safety-net services; invest in early childhood services; protect vulnerable populations; and for other essential county services.” Collection of the tax began on April 1, 2021. On February 2, 2021, the Board of Supervisors established a Measure X Community Advisory Board (MXCAB), and from May through August 2021, the MXCAB conducted a community needs assessment process to review and account for current community needs, strengths, and resources, and to identify potential strategies to address those needs, as the basis for making funding recommendations to the Board of Supervisors. The Advisory Board determined five overarching key areas of need for Contra Costa County communities: (1) Support for mental 1810 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 6 well-being (prevention, crisis response); (2) Increase equity and removal of structural barriers; (3) Ensure equitable access to health care, housing, childcare, income opportunities, and food; (4) Strengthen supports for residents of all generations; and (5) Creating communities where all residents feel safe and welcome. On October 12, 2021, the Board of Supervisors received the MXCAB’s report recommending funding priorities for Measure X funding allocations. For additional information on all recommended strategies, see the Measure X Community Advisory Board report to the Contra Costa County Board of Supervisors and presentation for the October 12, 2021 Board of Supervisors meeting. Measure X Allocations and Role of the Steering Committee In April 2023, the Board of Supervisors directed that a one-time allocation of $80,000 of Measure X funds be allocated for the purpose of studying the development of an African American Holistic Wellness Hub in Contra Costa County. In October 2023, the Board of Supervisors appointed a 13-member Steering Committee to oversee the African American Holistic Wellness and Resource Hub (AAHWRH) Feasibility Study. The community members appointed to the Steering Committee represent each of the five districts within Contra Costa County and bring lived and professional experiences in behavioral health, maternal and infant health, parenting/family resources, education, youth services, economic development, sustainability, and environmental justice. The African American Holistic Wellness and Resource Hub Feasibility Study Steering Committee co-created this RFP, and a five- member selection sub-committee will review all proposals submitted in response. Subsequently, the African American Holistic Wellness and Resource Hub Feasibility Study Steering Committee will make a recommendation to the Equity Committee of the Board of Supervisors for the firm that they believe will best carry out the scope of services, described in Section I V. Lastly, the African American Holistic Wellness and Resource Hub Feasibility Study Steering Committee will receive progress updates as the feasibility study is conducted and provide feedback to the contractor throughout the seven-month study. Additional Allocations for African American Wellness and Services Upon receipt of the Measure X Community Advisory Board’s FY 23 -24 prioritfzed funding recommendatfons, on December 12, 2023, the Board of Supervisors directed that a one -tfme allocatfon of $1,000,000 of Measure X funds be allocated for the purpose of suppo rtfng the “African American Holistfc Wellness and Resource Hub and existfng services” in Contra Costa County. These funds are an immediate, intermediary step to what is expected to be an increased, long-term investment in Black communitfes’ overall well-being and holistfc health. The actfvitfes supported through this funding will help inform the possibilitfes for what will become housed within the African American Holistfc Wellness and Res ource Hub in Contra Costa County. 1811 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 7 Initial Release of a Request for Qualifications (RFQ) to Conduct a Feasibility Study The County released an RFQ on February 7, 2024 soliciting Statements of Qualifications for contractors to conduct the feasibility study. Statements were due on March 4, 2024. The County received one submission. In partnership with the African American Holistic Wellness and Resource Hub Feasibility Study Steering Committee , the Office of Racial Equity and Social Justice (ORESJ) determined that additional funding was needed to support the development of a robust, comprehensive feasibility study to adequately inform the creation and sustainability of the County’s African American Holistic Wellness and Resource Hub. On March 11, 2024, the Equity Committee approved a re-issue of the solicitation, though this iteration being an RFP. The ORESJ will allocate an additional $100,000 to bring the total available contract cost to $180,000 (includes $80,000 Board of Supervisors Measure X allocation and $100,000 from ORESJ’s budget). As a reminder, the role of the ORESJ is to convene and facilitate the African American Holistic Wellness and Resource Hub Feasibility Study Steering Committee, and to provide administrative and operational oversight of the Feasibility Study. C. Approach to Proposals This RFP is intended to elicit well-designed, well-informed, and innovatfve proposals that maximize the capacitfes and efficiencies of the applicant organizatfons. Applicants are provided broad latftude in developing their responses to the RFP. Applicants are advised to ensure that their proposals are complete, clear, detailed, and specific. Proposals should persuasively demonstrate why the proposed approach is well-designed, well- informed, feasible, and offers the greatest likelihood for success . Proposals should readily indicate the Applicant’s subject-matter expertfse, qualificatfons, and capacity to provide the proposed services; staffing and management plans must be appropriate and sufficient to manage and complete the tasks proposed; work plans should reflect thoughtiul planning and experience collaboratfng within a multf-stakeholder context; budgets should be realistfc and demonstrate experience in completfng multf-faceted, complex projects within budget; and operatfonal systems – such as human resources, data, financial management, reportfng – must demonstrate their sufficiency to accomplish the proposed scope over the contracted period. D. Period of Agreement The initfal term will be for a seven-month period from July 1, 2024 to January 31, 2025. 1812 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 8 E. Calendar of Events Event Date RFP Release date Wednesday, April 24, 2024 Last date to submit written questions Wednesday, May 8, 2024, no later than 3:00 P.M. PDT Answers/Addendum Issued Friday, May 10, 2024 Proposals due from applications Friday, May 24, 2024 no later than 3:00 P.M. PDT Review Process May 28 – May 31, 2024 Notification of recommended award Friday, May 31, 2024 Equity Committee review/approval of recommended award Monday, June 17, 2024 Board of Supervisors review/approval of recommended award Tuesday, June 25, 2024 Notice of award decision Tuesday, June 25, 2024 Contract start date Monday, July 1, 2024 F. Correspondence As of the issuance of this RFP, vendors are specifically directed not to contact County personnel for meetings, conferences or technical discussions related to this RFP. Failure to adhere to this policy may result in disqualification of the vendor. G. Addenda Acknowledgement All bidders shall acknowledge receipt of any amendments to this bid event by returning a signed hard copy with the bid. Failure to acknowledge receipt of any amendments may render the proposal to be non-responsive. Changes to this bid event shall be issued only by the County. See attachment A. Section II – Requirements and Qualifications The County seeks to partner with one or more qualified responder(s) with a proven and demonstrable track record with delivering community-based assessments of needs and opportunitfes, including quantftatfve and qualitatfve research, large group facilitatfon, resident and stakeholder engagement, asset mapping, and cost analyses. Respondents must be able to clearly artfculate understanding of the demographics, experiences, and needs of diverse, multf- generatfonal Black communitfes and residents, and demonstrate expertfse in engaging, communicatfng, partnering, and/or serving the Black community and other marginalized communitfes of color. Ideal respondents will also have deep experience and understanding of the communitfes, systems, and social/economic/cultural dynamics of Contra Costa County. 1813 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 9 Service History Ideal proposals will include a documented history of similar projects and/or equivalent service delivery (i.e. researching and producing complex, countywide assessments and/or evaluatfon reports), and demonstrate a record of successful completfon of contract deliverables, on-tfme, and within budget. Culturally-Responsive Services Bidder shall have experience with deep and respectful engagement with the Black/African American community, and indicate overall experience and competency providing culturally- responsive services to marginalized, underserved communitfes. In order to be considered for selectfon, firms must describe the competency of their staff to provide culturally-responsive services. Eligibility Applicants may apply as single entftfes or in partnership (with a Lead Agency identffied). The Applicant (or Lead Agency) must meet the following criteria: • Be a registered organizatfon and in actfve standing with the California Secretary of State’s Office • Have a valid, current business license, Employer Identfficatfon Number, and be fully current on all state and local tax filings and payments • As applicable, hold current state or local licenses, credentfals or certfficatfons required to provide the services proposed • Be knowledgeable about, and comply with, all applicable federal, state, and local laws and regulatfons • Have a physical address • Have a proven track record in successfully providing the proposed services • Have enough staff to carry out the project on the provided tfmeline • Have commercial general liability insurance Bidders must have the capability and experience to perform the scope of services. If your firm would like to submit a proposal, but cannot perform all required services, you are encouraged to hire sub-consultfng firms to have a team that would complement/supplement your firm’s capabilitfes or join prospectfve firm teams. Section III – Instructions to Responders All proposals shall include the following information, organized as separate sections of the proposal. The proposal should be concise and to the point. 1814 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 10 A. Format Respondents shall submit proposals which are concise, and which specifically respond to the specifications posted in this RFP. Each proposal shall be submitted with a cover letter signed by an authorized person and the following documents: • Cover Letter – Signed by an authorized representative of the company • Table of Contents • Proposal Narrative (additional details and instructions in the subsection below) • Resumes of key persons who will be assigned to the project • Statement of Experience – See Exhibit A • Proposal Price – See Exhibit B • Customer References – See Exhibit C • Anti-Collusion Statement – See Exhibit D • Contra Costa County Business Opportunity Registration Form – See Exhibit E • Addenda Acknowledgement – See Attachment A • Federal, State, and local permits and licenses, as applicable • Certificate of Insurance B. Proposal Narrative Within a maximum of 15 pages, no smaller than 12-point font, describe specific capabilitfes, experience, approaches and proposed methodologies that demonstrate a clear understanding of the nature of the work to be performed described in Sectfon IV under Scope of Service. I. APPLICANT AGENCY (Suggested Length < 4 pages) a. Agency History and Overview • Describe your agency’s history, years in operatfon, current budget, and staff size. Share your organizatfon’s staff demographics by number and percentage, and whether or not you possess one or more of the following Minority Business Enterprise certfficatfons: Woman-owned businesses (WBE), Minority-owned businesses (MBE), Veteran-owned businesses (VBE or VOSB), Businesses owned by economically disadvantaged individuals (DBE), Businesses owned by LGBT individuals (LGBTBE). Also, share whether or not your organizatfon has any past discriminatfon lawsuits. • Describe your agency’s primary areas of expertfse, populatfons served, current geographic service reach, and current core services. b. Relevant Experience and Expertfse • Describe your agency’s experience in conductfng feasibility studies, including experience gathering quantftatfve and qualitatfve data about the needs and challenges faced by African Americans and other marginalized, underserved groups. 1815 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 11 • Describe your experience with gathering input and expertfse from a variety of stakeholder groups, partfcularly of African American community members and impacted residents. Share your experience related to practfcing culturally responsive and respectiul practfces. • Describe your agency’s experience and capacity related to coordinatfng services/programs/studies within multfple sectors. • Describe your agency’s experience providing analysis of the operatfonal and fiscal requirements to establish new county, or similarly large-scale, services. • If you believe your organizatfon is uniquely qualified to provide the requested services, please explain and describe those unique qualificatfons. II. APPROACH TO THE PROPOSED SERVICES (Suggested Length < 5 pages) a. Describe your plan to provide the services described in Sectfon IV: Scope of Services. b. Describe your approach to conductfng a comprehensive community assessment that synthesizes existfng data and gathers feedback and input from impacted African American community members. Outline the number and type of quantftatfve and/or qualitatfve methods you will use to conduct the community assessment, as well as your engagement strategy and outreach plan for collectfng data across the county. c. Describe the methods you will employ to ensure consistency, coordinatfon, and communicatfon among all project partners, including the Office of Racial Equity and Social Justfce and the Steering Committee for the African American Holistfc Wellness and Resource Hub Feasibility Study. d. Project Timeline - Include a one-page chart or other visual representatfon that maps the tfming of actfvitfes needed to conduct the feasibility study as designed. III. TEAM MEMBER QUALIFICATIONS (Suggested Length < 3 pages) a. Identffy the team member(s) for this project, including roles and dutfes as related to this project. Describe team members’ lived and professional experiences related to the scope of service, their qualificatfons, experience level, and expertfse of each key team member, including: o Team leadership/Project Manager o Indicate who is authorized to negotfate contract terms on behalf of your organizatfon o Areas of specializatfon of each key team member o Related projects key team members have worked on b. Provide an Organizatfonal Chart of key team members, including subcontractors c. CVs/resumes of all project-related staff mentfoned by name should be included, along with job descriptfons for each role. Include as attachments (these will not count against the total page limit for this sectfon or the full proposal narratfve) 1816 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 12 IV. LINE-ITEM BUDGET AND BUDGET NARRATIVE (< 3 pages) a. Provide a comprehensive line-item budget detailing all costs and providing underlying computatfons for each line item. Proposed budgets are expected to be complete, reasonable, cost effectfve, and necessary for the proposed actfvitfes. Provide sufficient detail on assumptfons, calculatfons, and costs to ensure clear understanding of proposed funding uses. b. Indirect costs should not exceed 15% of total request. c. In narratfve form, detail each line-item cost of the proposed grant, include the basis for the computatfons, and indicate why this line item is necessary and appropriate. Ensure that the staffing pattern and costs for personnel are clearly detailed. C. Customer References Respondents shall provide a minimum of three (3) letters of references. Each letter must include the name of the firm, description of services provided, date(s) of services and contract amount for projects similar to the services requested in this RFP. See Exhibit C. D. Licenses and Permits Respondents shall possess all licenses, registrations and permits required by the State of California and the County of Contra Costa. Such licenses and permits are to be submitted to the County with the proposal or prior to the contract signing date. E. Proposal Expenses Respondents shall be fully responsible for all costs incurred in the development and submission of this RFP. F. Proposer Responsibility The bidder assumes sole responsibility for the complete effort required in submitting a bid proposal in response to this RFP. No special consideration will be given after bid proposals are opened because of a proposer’s failure to be knowledgeable as to all of the requirements of this RFP. G. Interpretation Should any discrepancies, omissions, or doubt as to their meaning be found in the RFP specifications or requirements, the Respondent shall notify the County in writing through the BidSync website. The County will send written instructions or addenda to all participants in the RFP process. The County shall not be responsible for oral interpretations. H. Reservation The County reserves the right to do the following at any time and for its own convenience, at its sole discretion: • To reject any and all proposals without indicating any reasons for such rejection • Terminate this RFP and issue a new Request for Proposals anytime thereafter 1817 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 13 • Extend any or all deadlines specified in the RFP, including deadlines for accepting proposals by issuing an Addendum at any time prior to the deadline for receipt of responses to the RFP • Procure any services specified in the RFP by other means • Disqualify any Respondent on the basis of any real or perceived conflict of interest or evidence of collusion that is disclosed by the proposal or other data available to the County. Such disqualification is at the sole discretion of the County • Reject the proposal of any Respondent that is in breach of or in default under any other agreement with the County • Reject any Respondent deemed by the County to be non-responsive, unreliable, unqualified or non-responsible I. Truth and Accuracy of Representation False, misleading, incomplete, or deceptively unresponsive statements in connection with a proposal shall be sufficient cause for rejection of the proposal. J. Sub-Contract and Assignment The Contract binds the heirs, successors, assigns and representatives of Contractor. Prior written consent of the County, subject to any required state or federal approval, is required before the Contractor may enter into subcontracts for any work contempl ated under the Contract, or before the Contractor may assign the Contract or monies due or to become due, by operation of law or otherwise. K. Addenda No one is authorized to amend any of these documents in any respect by an oral statement or to make any representation or interpretation in conflict with their provisions. Any changes to these documents will be issued in writing via Addenda to be posted on BidSync website. L. Addenda Acknowledgement All addenda shall include an acknowledgement of receipt that must be returned. The addenda must be signed and attached to the final response. Failure to attach any addendum may result in the rejection of the response. See Attachment A. M. Non-Collusion By submitting a signed proposal, Offeror certifies that there has been no collusion with any other Offeror. Reasonable grounds for believing Offeror has an interest in more than one proposal will result in rejection of all proposals in which the Offeror ha s an interest. Any party to collusion may not be considered in future proposals for the same or similar work. See Exhibit D attached. 1818 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 14 Section IV – Scope of Service The Office of Racial Equity and Social Justfce seeks to contract with an eligible entfty that has expertfse in delivering the services that would culminate in the delivery of a Feasibility Study to the Board of Supervisors. The Feasibility Study will provide an assessment of the viability, sustainability, and feasibility of an African American Holistfc Wellness and Resource Hub for the County. The Feasibility Study shall provide a county-wide community assessment of gaps and opportunitfes in regard to services and resources currently available to Black residents in the county, include research on similar models of service hubs and/or centers, identffy potentfal funders/funding sources, outline optfons for financing development of the facility (facilitfes), and include an analysis of the technical and financial feasibility of the project. The findings and recommendatfons in the Feasibility Study will offer guidance to the Board of Supervisors to assist them in making informed decisions regarding next steps. Scope of Service 1. Conduct a community assessment of needs and services in relation to the holistic health and well-being of Black communities in the Contra Costa County. Provide a well-informed assessment of the kinds of services, resources and opportunitfes that are most needed and effectfve in supportfng African American holistfc wellness. This will include analysis and synthesis of existfng quantftatfve data sets and reports, as well as qualitatfve data such as feedback and input from impacted community members and other relevant stakeholders (i.e. formerly incarcerated, youth, elderly, unhoused, faith-based, those with vulnerable mental health, those impacted by trauma/abuse), service providers, advocates, and County/public systems staff. Proposals are expected to outline their community engagement strategy and outreach plan for collectfng data across the county, including research methods and actfvitfes (e.g. GIS mapping, surveys, stakeholder interviews, focus groups, community forums, etc.) 2. Research existing programs and/or models in Contra Costa County or counties with similar demographics. Research and assess other effectfve models (from within and/or outside of the county) of direct service delivery, community wellness programming, and multf- partner coordinatfon/collaboratfon, partfcularly in relatfon to meetfng the needs of African American and/or other communitfes of color or underserved communitfes. Determine the categories of services that should be prioritfzed at the African American Wellness and Resource Hub based on what currently exists and what is 1819 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 15 missing, with an eye toward leveraging resources and services providers already effectfve in a given region, avoiding redundancy, filling service gaps, and strengthening coordinatfon and collaboratfon. In the final report, firms are expected to recommend an effectfve service delivery and partnership model(s) that can guide the design of the first hub to be located in east county and inform future hubs in other parts of the county. 3. Research and identify options for hub locations in Contra Costa County for service delivery, including cost analysis and financing requirements for the initial hub. Explore viable and appropriate optfons for where services and/or programs can be delivered and accessed effectfvely, partfcularly in areas that have high concentratfons of marginalized, vulnerable, and/or hard-to-reach members of African American and other marginalized, underserved communitfes of color. In additfon to community compositfon, consider factors such as level and urgency of needs, existfng service infrastructure (or lack of), etc. For the initfal hub, identffy 3-4 specific optfons in East County, and include site descriptfon, the benefits and challenges, and fiscal analysis of potentfal costs and financing requirements for each optfon. Propose an estfmate of the total investment needed to start up the initfal hub, and the estfmated annual cost to sustain overhead, operatfons, and programming. Identffy 3-4 general locatfons (e.g. citfes, communitfes, and/or neighborhoods) throughout the county that should be considered for future hubs. 4. Research and assess potential funding and/or partnership opportunities from public and private organizations for the purpose of sustainability. Explore current and potentfal funding opportunitfes from local, state and federal sources, as well as private philanthropy and local health system partners (e.g. Kaiser, John Muir, Sutter), and offer creatfve and strategic ideas on how to secure and sustain the necessary long-term funding. 5. Provide a comprehensive report that outlines the findings and recommendations . At the conclusion of the project period, produce a comprehensive report written in clear, concise, plain language that is accessible to all Contra Costa residents and stakeholders that reflects findings gleaned from the actfvitfes described above, including: quantftatfve and qualitatfve data on greatest needs and challenges faced by African Americans and other marginalized, underserved groups in Contra Costa County; input and expertfse of all stakeholders, partfcularly of African American community members and impacted residents engaged in the process; a thorough 1820 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 16 review of the services that already exist and the gaps that need to be filled; recommendatfons that prioritfze where and how services should be delivered, based on the urgency of identffied needs and resources available; an analysis of the operatfng costs and financial requirements to establish, run and sustain the African American Holistfc Wellness and Resource Hub over the long term; and recommended specific sites in East County for establishment of the initfal hub to be located, along with potentfal general locatfons throughout the County worth considering for future hubs. Present the final comprehensive report at the meetfngs of the African American Holistfc Wellness and Resource Hub Feasibility Study Steering Committee, the Equity Committee, and the Board of Supervisors. Section V – Evaluation and Selection Process A. Selection Process All proposals received will be evaluated by a five-member RFP Review Committee. The following criteria, listed in no particular order, will be used to evaluate and determine which vendor best meets the needs of the County: 1. Applicant Agency Overview (15 points) a. Relevancy of the organizatfon’s mission, services provided and similar projects completed b. Examples of completed work are transparent and align with the goals of the feasibility study c. Demonstrates a sufficient level of understanding, knowledge, and experience of the services needed for the development and delivery of a Feasibility Study of an African American Holistfc Wellness and Resource Hub d. Demonstrated experience working with stakeholders and community members within and outside of county/government systems 2. Approach to the Proposed Services (40 points) a. Applicant’s proposed approach is sufficient to achieve the deliverables and partnerships required to fully accomplish the scope of service. The proposed approach provides sufficient clarity and detail regarding actfvitfes, outcomes, and responsibilitfes. b. Describes approach to nurturing respect for differences of opinion and/or experiences, and cultfvatfng shared values and alignment among stakeholders c. Applicatfon persuasively describes the methods necessary to ensure consistency, coordinatfon, and communicatfon among all project partners, including the Office 1821 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 17 of Racial Equity and Social Justfce and the Steering Committee for the African American Holistfc Wellness and Resource Hub Feasibility Study. d. Describes competencies and expertfse needed to establish rapport, trust and credibility with marginalized, underserved, BIPOC communitfes. e. Demonstrates a sufficient level of technical knowledge and expertfse for conductfng feasibility studies, data collectfon methods, and analysis of findings. 3. Team member qualificatfons (15 points) a. Qualificatfons, lived experiences, expertfse and related projects of staff are sufficient to deliver on the full scope of work b. Qualificatfons and credentfals of staff are proper for the dutfes assigned, and existfng staff meet or exceed these requirements . c. Demonstrated experience convening community members, stakeholders and residents and facilitatfng generatfve conversatfons, interviews, and/or focus groups. 4. Budget and project tfmeline (30 points) a. Budget is clear, with sufficient detail to assess the reasonability of Applicant’s (and partner’s, if applicable) costs. b. Staffing plan and programmatfc costs are sufficient to achieve the proposed services. c. Project tfmeline and schedule tracking are clear B. Best and Final Offer (BAFO) The County, at its sole discretion, may request Best and Final Offer (BAFO) from the finalists. C. Award Agreement Upon completion of the review period, the County shall notify those Proposers who will be considered for further evaluation and negotiation. All Proposers so notified may be contacted for an interview and negotiate in good faith in accordance with direction from the County. Any delay caused by Proposer's failure to respond to direction from the County may lead to a rejection of the Proposal. If the County determines after further evaluation and negotiation, to award the Agreement, a Professional Services Contract shall be sent to the successful Proposer for the Proposer's signature. No proposal shall be binding upon the County until after the Agreement is signed by duly authorized representatives of both Proposer and the County. D. Proposals are Public Records California Government Code Section 6250, the Public Records Act, defines a public record as any writing containing information relating to the conduct of the public’s business prepared, owned, used or retained by any state or local agency regardless of phy sical form or characteristics. The Public Records Act provides that public records shall be disclosed upon request and that any resident has a right to inspect any public record unless the document is exempted from disclosure. 1822 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 18 Unless otherwise compelled by a court order, the County will not disclose any proposal while the County conducts its deliberative process in accordance with the procedures identified in this RFP. However, after the County either awards an agreement to a successful Proposer, or rejects all proposals, the County shall consider each proposal subject to the public disclosure requirements of the California Public Records Act. Each Proposer is hereby informed that, upon submittal of its proposal to the County in accordance with this RFP, the proposal becomes the property of Contra Costa County. E. Protest Procedures Protest Policy Any bidder or proposer who is aggrieved in connectfon with the solicitatfon or award of a contract may protest to the Purchasing Agent or designee. The protest shall be submitted in writfng to the Purchasing Agent or designee, within five (5) business days after such aggrieved person or company knows or should have known of the facts giving rise thereto. Failure to submit a tfmely protest shall bar consideratfon of a protest. Grounds for Protest The protest shall state all grounds claimed for the protest and include supportfng documentatfon. Failure to clearly state the grounds for the protest and provide supportfng documentatfon shall be deemed a waiver of all protest rights. Protest Procedures In the event a dispute arises concerning the proposal process prior to the award of the contract, the party wishing resolution of the dispute shall submit a request in writing to the attention of: Dr. Kendra Carr Office of Racial Equity and Social Justice Contra Costa County 1025 Escobar Street Martinez CA, 94553 Section VI – Invoicing and Billing A. Payment Terms Contractor shall submit a correct and complete invoice(s) to the County after the County accepted the deliverables. Payment terms are Net 30 days or best offer, after receipt of correct invoice. 1823 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 19 All bidders must accept the payment terms of Contra Costa County. B. Rates Proposer shall submit cost for the items listed on Exhibit B – Proposal Price. C. Pricing Price shall be firm fixed for the duration of the contract. 1824 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 20 Exhibit A – Statement of Experience SECTION A____________________________________________________________________________ Business Name: __________________________________________ Phone #: _____________________ Address: _____________________________________________________________________________ City: __________________________________________________ State: ________ ZIP: _____________ Federal Tax ID #: __________________________ Business License #: _________________________ Business Status: _____Non Profit Corporation _____Corporation State of Incorporation:_____________________ _____General Partnership _____Limited Partnership _____Sole Proprietorship Other: __________________________ Name and title of an Officer or owner authorized to sign this proposal and any contract with the County that may result. Name: __________________________________________________ Title: ________________________ SECTION B____________________________________________________________________________ Number of years in business under present business name: ____________________________________ Other Business Name(s): ________________________________________________________________ Number of years under prior name if any: _________________________________________________ SECTION C____________________________________________________________________________ Number of years of experience in providing required, equivalent, or related projects: _______________ 1825 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 21 SECTION D____________________________________________________________________________ Similar services/projects completed during the last five years? Period Services $ Amount Paid Location Agency Name 1 - __________________________________________________________________________________ 2 - __________________________________________________________________________________ 3 - __________________________________________________________________________________ 4 - __________________________________________________________________________________ 5 - __________________________________________________________________________________ SECTION E__________________________________________________________________________ Have you, or your agency failed or refused to complete a contract? _____ YES ______ No If yes, explain: _______________________________________________________________________ ___________________________________________________________________________________ SECTION F___________________________________________________________________________ Is your firm authorized to do business in the State of California? _____Yes ________No SECTION G___________________________________________________________________________ Is your firm a State of California registered small business? ______Yes ______No SECTION H___________________________________________________________________________ Is your firm local Business? ______Yes ______No SECTION I____________________________________________________________________________ Explain any litigation similar to the services requested by this proposal involving you, or your agency, or any principal officer(s) thereof: 1826 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 22 _____________________________________________________________________________________ _____________________________________________________________________________________ ____________________________________________________________________________________ SECTION J___________________________________________________________________________ Has your company filed any written declaration for bankruptcy protection, a potential merger or acquisition, office closure, pending lawsuits, financial loss that might affect your ability to perform under the contract? _________ Yes _________ No (if yes, please explain): _____________________ _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________ SECTION K__________________________________________________________________________ License Provisions Has your company changed names or license numbers in the past 10 years? If so, please state reason for change. Yes_____ No_____ Reason ___________________________________________________________________ SECTION L__________________________________________________________________________ List the names and titles of the key personnel who would be assigned to the Project. Name Classification ___________________________________ _____________________________________________ ___________________________________ _____________________________________________ ___________________________________ _____________________________________________ 1827 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 23 ___________________________________ _____________________________________________ SECTION M__________________________________________________________________________ List all required business and professional licenses that pertain to this Project: License Number Type Expiration Date _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ SECTION N____________________________________________________________________________ Do you and your agency agree to provide additional information as required by the County to make an informed determination of qualifications? ______ Yes _____ No By signing this Statement of Experience, you are certifying that all information provided on this form and contained within your proposal are true, and you acknowledge that if the proposal contains any false statements, the County may declare any contract or agreement made as a result of the proposal to be void. Signature: ________________________________________________ Date: ______________________ Authorized Name: ____________________________________Title: _____________________________ 1828 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 24 Exhibit B – Proposal Price Detail all costs needed to complete the feasibility study by project component, and if applicable, the source of any additfonal funding that will be leveraged to meet the costs that are included. Bidders may recreate this form to communicate any informatfon necessary to explain the proposal price. If you recreate the form, clearly label it as “Exhibit B – Proposal Price”. Nature of Service To Be Provided Schedule/Date(s) Total Price Total Proposal Price: _____________________ I have read, understood, and agreed to the terms and conditions of all contents of this RFP. The undersigned agrees to furnish the service stipulated in the RFP as stated. SIGNATURE: __________________________________________ NAME: __________________________________________ COMPANY: __________________________________________ ADDRESS: __________________________________________ __________________________________________ TELEPHONE: __________________________________________ DATE: __________________________________________ EMAIL: __________________________________________ 1829 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 25 Exhibit C – Customer References Government Agency/Organization: Contact Person: Address: Tel. Number: City, State, Zip: Email Address: Services Provided / Date(s) of Service: Government Agency/Organization: Contact Person: Address: Tel. Number: City, State, Zip: Email Address: Services Provided / Date(s) of Service: Government Agency/Organization: Contact Person: Address: Tel. Number: City, State, Zip: Email Address: Services Provided / Date(s) of Service: Firm Name: ___________________________________________________________ Authorized Name: _____________________________ Title: ___________________ Authorized Signature: ____________________________ Date: __________________ 1830 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 26 Exhibit D – Anti-Collusion Statement By signing this form, the Bidder agrees that this quote is made without any other understanding, agreement, or connection with any person, corporation, or firm submitting a quote for the same purpose and that the quote is in all respects fair and without collusion or fraud. IT IS AGREED BY THE UNDERSIGNED BIDDER, THAT THE SIGNING AND DELIVERY OF THE QUOTE REPRESENTS THE BIDDER'S ACCEPTANCE OF THE TERMS AND CONDITIONS OF THE FORGOING SPECIFICATIONS AND PROVISIONS, AND IF AWARDED, THIS CONTRACT WILL REPRESENT THE AGREEMENT BETWEEN THE BIDDER AND THE COUNTY. NAME OF FIRM: ______________________________________________________________ [Sign in ink in the space provided below] SIGNED BY: _________________________________________________________________ TITLE: ______________________________________________________________________ ADDRESS: __________________________________________________________________ CITY & STATE: _______________________________________________________________ TELEPHONE: _________________________________________________________________ 1831 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 27 Exhibit E – CCC Business Opportunities Registration Place Holder See Attached 1832 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 28 Attachment A - Addenda Acknowledgement TO BE RETURNED WITH REQUEST FOR PROPOSAL RFP No.: _______________ Title: ________________________________________________ ADDENDUM ACKNOWLEDGEMENT (Please initial for addendums received) Addendum #1: _________________ Addendum #3: _____________________ Addendum #2: _________________ Addendum #4: _____________________ Company Name: _____________________________________________________________ Contact Name: ______________________________________________________________ Email Address: ____________________________________________ Phone No.: _________ Address:____________________________________________________________________ ___________________________________________________________________________ Authorized Signature: _________________________________________________________ Date: ____________________________________________________________________ 1833 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 29 Attachment B – CCC Terms and Conditions 1. Compliance with Law. Contractor is subject to and must comply with all applicable federal, state, and local laws and regulations with respect to its performance under this Contract, including but not limited to, licensing, employment, and purchasing practices; and wages, hours, and conditions of employment, including nondiscrimination. 2. Inspection. Contractor's performance, place of business, and records pertaining to this Contract are subject to monitoring, inspection, review and audit by authorized representatives of the County, the State of California, and the United States Government. 3. Records. Contractor must keep and make available for inspection and copying by authorized representatives of the County, the State of California, and the United States Government, the Contractor's regular business records and such additional records pertaining to this Contract as may be required by the County. a. Retention of Records. Contractor must retain all documents pertaining to this Contract for five years from the date of submission of Contractor's final payment demand or final Cost Report; for any further period that is required by law; and until all federal/state audits are complete and exceptions resolved for this Contract's funding period. Upon request, Contractor must make these records available to authorized representatives of the County, the State of California, and the United States Government. b. Access to Books and Records of Contractor, Subcontractor . Pursuant to Section 1861(v)(1) of the Social Security Act, and any regulations promulgated thereunder, Contractor must, upon written request and until the expiration of five years after the furnishing of services pursuant to this Contract, make available to the County, the Secretary of Health and Human Services, or the Comptroller General, or any of their duly authorized representatives, this Contract and books, documents, and records of Contractor necessary to certify the nature and extent of all costs and charges hereunder. Further, if Contractor carries out any of the duties of this Contract through a subcontract with a value or cost of $10,000 or more over a twelve-month period, such subcontract must contain a clause to the effect that upon written request and until the expiration of five years after the furnishing of services pursuant to such subcontract, the subcontractor must make available to the County, the Secretary, the Comptroller General, or any of their duly authorized representatives, the subcontract and books, documents, and records of the subcontractor necessary to verify the nature and extent of all costs and charges thereunder. This provision is in addition to any and all other terms regarding the maintenance or retention of records under this Contract and is binding on the heirs, successors, assigns and representatives of Contractor. 4. Reporting Requirements. Pursuant to Government Code Section 7550, Contractor must include in all documents and written reports completed and submitted to County in accordance with this Contract, a separate section listing the numbers and dollar amounts of all contracts and subcontracts relating to the preparation of each such document or written report. This section applies only if the Payment Limit of this Contract exceeds $5,000. 1834 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 30 5. Termination and Cancellation. a. Written Notice. This Contract may be terminated by either party, in its sole discretion, upon thirty- day advance written notice thereof to the other, and may be cancelled immediately by written mutual consent. b. Failure to Perform. County, upon written notice to Contractor, may immediately terminate this Contract should Contractor fail to perform properly any of its obligations hereunder. In the event of such termination, County may proceed with the work in any reasonable manner it chooses. The cost to County of completing Contractor's performance will be deducted from any sum due Contractor under this Contract, without prejudice to County's rights to recover damages. c. Cessation of Funding. Notwithstanding any contrary language in Paragraphs 5 and 11, in the event that federal, state, or other non-County funding for this Contract ceases, this Contract is terminated without notice. 6. Entire Agreement. This Contract contains all the terms and conditions agreed upon by the parties. Except as expressly provided herein, no other understanding, oral or otherwise, regarding the subject matter of this Contract will be deemed to exist or to bind any of the parties hereto. 7. Further Specifications for Operating Procedures . Detailed specifications of operating procedures and budgets required by this Contract, including but not limited to, monitoring, evaluating, auditing, billing, or regulatory changes, may be clarified in a written letter signed by Contractor and the department head, or designee, of the county department on whose behalf this Contract is made. No written clarification prepared pursuant to this Section will operate as an amendment to, or be considered to be a part of, this Contract. 8. Modifications and Amendments. a. General Amendments. In the event that the total Payment Limit of this Contract is less than $100,000 and this Contract was executed by the County’s Purchasing Agent, this Contract may be modified or amended by a written document executed by Contractor and the County’s Purc hasing Agent or the Contra Costa County Board of Supervisors, subject to any required state or federal approval. In the event that the total Payment Limit of this Contract exceeds $100,000 or this Contract was initially approved by the Board of Supervisors, this Contract may be modified or amended only by a written document executed by Contractor and the Contra Costa County Board of Supervisors or, after Board approval, by its designee, subject to any required state or federal approval. b. Minor Amendments. The Payment Provisions and the Service Plan may be amended by a written administrative amendment executed by Contractor and the County Administrator (or designee), subject to any required state or federal approval, provided that such administrative amendment may not increase the Payment Limit of this Contract or reduce the services Contractor is obligated to provide pursuant to this Contract. 9. Disputes. Disagreements between County and Contractor concerning the meaning, requirements, or performance of this Contract shall be subject to final written determination by the head of the county department for which this Contract is made, or his designee, or in accordance with the applicable procedures (if any) required by the state or federal government. 10. Choice of Law and Personal Jurisdiction. a. This Contract is made in Contra Costa County and is governed by, and must be construed in accordance with, the laws of the State of California. b. Any action relating to this Contract must be instituted and prosecuted in the courts of Contra Costa County, State of California. 11. Conformance with Federal and State Regulations and Laws . Should federal or state regulations or laws touching upon the subject of this Contract be adopted or revised during the term hereof, this Contract will be deemed amended to assure conformance with such federal or state requirements. 12. No Waiver by County. Subject to Paragraph 9. (Disputes) of these General Conditions, inspections or approvals, or statements by any officer, agent or employee of County indicating Contractor's performance or any part thereof complies with the requirements of this Contract, or acceptance of the whole or any part of said performance, or payments therefor, or any combination of these acts, do not 1835 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 31 relieve Contractor's obligation to fulfill this Contract as prescribed; nor is the County thereby prevented from bringing any action for damages or enforcement arising from any failure to comply with any of the terms and conditions of this Contract. 13. Subcontract and Assignment . This Contract binds the heirs, successors, assigns and representatives of Contractor. Prior written consent of the County Administrator or his designee, subject to any required state or federal approval, is required before the Contractor may enter into subcontracts for any work contemplated under this Contract, or before the Contractor may assign this Contract or monies due or to become due, by operation of law or otherwise. 14. Independent Contractor Status. The parties intend that Contractor, in performing the services specified herein, is acting as an independent contractor and that Contractor will control the work and the manner in which it is performed. This Contract is not to be construed to create the relationship between the parties of agent, servant, employee, partnership, joint venture, or association. Contractor is not a County employee. This Contract does not give Contractor any right to participate in any pension plan, workers’ compensation plan, insurance, bonus, or similar benefits County provides to its employees. In the event that County exercises its right to terminate this Contract, Contractor expressly agrees that it will have no recourse or right of appeal under any rules, regulations, ordinances, or laws applicable to employees. 15. Conflicts of Interest. Contractor covenants that it presently has no interest and that it will not acquire any interest, direct or indirect, that represents a financial conflict of interest under state law or that would otherwise conflict in any manner or degree with the perf ormance of its services hereunder. Contractor further covenants that in the performance of this Contract, no person having any such interests will be employed by Contractor. If requested to do so by County, Contractor will complete a “Statement of Economic Interest” form and file it with County and will require any other person doing work under this Contract to complete a “Statement of Economic Interest” form and file it with County. Contractor covenants that Contractor, its employees and officials, are not now employed by County and have not been so employed by County within twelve months immediately preceding this Contract; or, if so employed, did not then and do not now occupy a position that would create a conflict of interest under Government Code section 1090. In addition to any indemnity provided by Contractor in this Contract, Contractor will indemnify, defend, and hold the County harmless from any and all claims, investigations, liabilities, or damages resulting from or related to any and all alleged conflicts of interest. Contractor warrants that it has not provided, attempted to provide, or offered to provide any money, gift, gratuity, thing of value, or compensation of any kind to obtain this Contract. 16. Confidentiality. To the extent allowed under the California Public Records Act, Contractor agrees to comply and to require its officers, partners, associates, agents and employees to comply with all applicable state or federal statutes or regulations respecting confidentiality, including but not limited to, the identity of persons served under this Contract, their records, or services provided them, and assures that no person will publish or disclose or permit or cause to be published or disclosed, any list of persons receiving services, except as may be required in the administration of such service. Contractor agrees to inform all employees, agents and partners of the above provisions, and that any person knowingly and intentionally disclosing such information other than as authorized by law may be guilty of a misdemeanor. 17. Nondiscriminatory Services. Contractor agrees that all goods and services under this Contract will be available to all qualified persons regardless of age, gender, race, religion, color, national origin, ethnic background, disability, or sexual orientation, and that none will be used, in whole or in part, for religious worship. 18. Indemnification. Contractor will defend, indemnify, save, and hold harmless County and its officers and employees from any and all claims, demands, losses, costs, expenses, and liabilities for any damages, fines, sickness, death, or injury to person(s) or property, including any and all administrative fines, penalties or costs imposed as a result of an administrative or quasi-judicial proceeding, arising directly or indirectly from or connected with the services provided hereunder that are caused, or claimed or alleged to be caused, in whole or in part, by the negligence or willful misconduct of Contractor, its officers, employees, agents, contractors, subcontractors, or any persons under its direction or control. 1836 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 32 If requested by County, Contractor will defend any such suits at its sole cost and expense. If County elects to provide its own defense, Contractor will reimburse County for any expenditures, including reasonable attorney’s fees and costs. Contractor’s o bligations under this section exist regardless of concurrent negligence or willful misconduct on the part of the County or any other person; provided, however, that Contractor is not required to indemnify County for the proportion of liability a court determines is attributable to the sole negligence or willful misconduct of the County, its officers and employees. This provision will survive the expiration or termination of this Contract. 19. Insurance. During the entire term of this Contract and any extension or modification thereof, Contractor shall keep in effect insurance policies meeting the following insurance requirements unless otherwise expressed in the Special Conditions: a. Commercial General Liability Insurance. For all contracts where the total payment limit of the contract is $500,000 or less, Contractor will provide commercial general liability insurance, including coverage for business losses and for owned and non-owned automobiles, with a minimum combined single limit coverage of $500,000 for all damages, including consequential damages, due to bodily injury, sickness or disease, or death to any person or damage to or destruction of property, including the loss of use thereof, arising from each occurrence. Such insurance must be endorsed to include County and its officers and employees as additional insureds as to all services performed by Contractor under this Contract. Said policies must constitute primary insurance as to County, the state and federal governments, and their officers, agents, and employees, so that other insurance policies held by them or their self-insurance program(s) will not be required to contribute to any loss covered under Contractor’s insurance policy or policies. Contractor must provide County with a copy of the endorsement making the County an additional insured on all commercial general liability policies as required herein no later than the effective date of this Contract. For all contracts where the total payment limit is greater than $500,000, the aforementioned insurance coverage to be provided by Contractor must have a minimum combined single limit coverage of $1,000,000. b. Workers' Compensation. Contractor must provide workers' compensation insurance coverage for its employees. c. Certificate of Insurance. The Contractor must provide County with (a) certificate(s) of insurance evidencing liability and worker's compensation insurance as required herein no later than the effective date of this Contract. If Contractor should renew the insurance policy(ies) or acquire either a new insurance policy(ies) or amend the coverage afforded through an endorsement to the policy at any time during the term of this Contract, then Contractor must provide (a) current certificate(s) of insurance. d. Additional Insurance Provisions. No later than five days after Contractor’s receipt of: (i) a notice of cancellation, a notice of an intention to cancel, or a notice of a lapse in any of Contractor’s insurance coverage required by this Contract; or (ii) a notice of a material change to Contractor’s insurance coverage required by this Contract, Contractor will provide Department a copy of such notice of cancellation, notice of intention to cancel, notice of lapse of coverage, or notice of material change. Contractor’s failure to provide Department the notice as required by the preceding sentence is a default under this Contract 20. Notices. All notices provided for by this Contract must be in writing and may be delivered by deposit in the United States mail, postage prepaid. Notices to County must be addressed to the head of the county department for which this Contract is made. Notices to Contractor must be addressed to the Contractor's address designated herein. The effective date of notice is the date of deposit in the mails or of other delivery, except that the effective date of notice to County is the date of receipt by the head of the county department for which this Contract is made. 21. Primacy of General Conditions. In the event of a conflict between the General Conditions and the Special Conditions, the General Conditions govern unless the Special Conditions or Service Plan expressly provide otherwise. 22. Nonrenewal. Contractor understands and agrees that there is no representation, implication, or understanding that the services provided by Contractor under this Contract will be purchased by County under a new contract following expiration or termination of this Co ntract, and Contractor waives all 1837 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 33 rights or claims to notice or hearing respecting any failure to continue purchasing all or any such services from Contractor. 23. Possessory Interest. If this Contract results in Contractor having possession of, claim or right to the possession of land or improvements, but does not vest ownership of the land or improvements in the same person, or if this Contract results in the placement of taxable improvements on tax exempt land (Revenue & Taxation Code Section 107), such interest or improvements may represent a possessory interest subject to property tax, and Contractor may be subject to the payment of property taxes levied on such interest. Contractor agrees that this provision complies with the notice requirements of Revenue & Taxation Code Section 107.6, and waives all rights to further notice or to damages under that or any comparable statute. 24. No Third-Party Beneficiaries. Nothing in this Contract may be construed to create, and the parties do not intend to create, any rights in third parties. 25. Copyrights, Rights in Data, and Works Made for Hire. Contractor will not publish or transfer any materials produced or resulting from activities supported by this Contract without the express written consent of the County Administrator. All reports, original drawings, graphics, plans, studies and other data and documents, in whatever form or format, assembled or prepared by Contactor or Contractor’s subcontractors, consultants, and other agents in connection with this Contract are “works made for hire” (as defined in the Copyright Act, 17 U.S.C. Section 101 et seq., as amended) for County, and Contractor unconditionally and irrevocably transfers and assigns to Agency all right, title, and interest, including all copyrights and other intellectual property rights, in or to the works made for hire. Unless required by law, Contractor shall not publish, transfer, discuss, or disclose any of the above -described works made for hire or any information gathered, discovered, or generated in any way through this Agr eement, without County’s prior express written consent. If any of the works made for hire is subject to copyright protection, County reserves the right to copyright such works and Contractor agrees not to copyright such works. If any works made for hire are copyrighted, County reserves a royalty-free, irrevocable license to reproduce, publish, and use the works made for hire, in whole or in part, without restriction or limitation, and to authorize others to do so. 26. Endorsements. In its capacity as a contractor with Contra Costa County, Contractor will not publicly endorse or oppose the use of any particular brand name or commercial product without the prior written approval of the Board of Supervisors. In its County-contractor capacity, Contractor will not publicly attribute qualities or lack of qualities to a particular brand name or commercial product in the absence of a well-established and widely accepted scientific basis for such claims or without the prior written approval of the Board of Supervisors. In its County-contractor capacity, Contractor will not participate or appear in any commercially produced advertisements designed to promote a particular brand name or commercial product, even if Contractor is not publicly e ndorsing a product, as long as the Contractor's presence in the advertisement can reasonably be interpreted as an endorsement of the product by or on behalf of Contra Costa County. Notwithstanding the foregoing, Contractor may express its views on products to other contractors, the Board of Supervisors, County officers, or others who may be authorized by the Board of Supervisors or by law to receive such views. 27. Required Audit. (A) If Contractor is funded by $500,000 or more in federal grant funds in any fiscal year from any source, Contractor must provide to County, at Contractor's expense, an audit conforming to the requirements set forth in the most current version of Office of Ma nagement and Budget Circular A-133. (B) If Contractor is funded by less than $500,000 in federal grant funds in any fiscal year from any source, but such grant imposes specific audit requirements, Contractor must provide County with an audit conforming to those requirements. (C) If Contractor is funded by less than $500,000 in federal grant funds in any fiscal year from any source, Contractor is exempt from federal audit requirements for that year; however, Contractor's records must be available for and an audit may be required by, appropriate officials of the federal awarding agency, the General Accounting Office (GAO), the pass - through entity and/or the County. If any such audit is required, Contractor must provide County with such audit. With respect to the audits specified in (A), (B) and (C) above, Contractor is solely responsible for arranging for the conduct of the audit, and for its cost. County may withhold the estimated cost of the audit or 10 percent of the contract amount, whichever is greater, or the final 1838 Bid Name: Feasibility Study for an African American Holistfc Wellness and Resource Hub for Contra Costa County RFP #2404-789 pg. 34 payment, from Contractor until County receives the audit from Contractor. 28. Authorization. Contractor, or the representative(s) signing this Contract on behalf of Contractor, represents and warrants that it has full power and authority to enter into this Contract and to perform the obligations set forth herein. 29. No Implied Waiver. The waiver by County of any breach of any term or provision of this Contract will not be deemed to be a waiver of such term or provision or of any subsequent breach of the same or any other term or provision contained herein. 1839 "EXHIBIT A" CONTRA COSTA COUNTY ROAD MILEAGE(+&-) Maintained Mileage Reported on January 1, 2023 Total Additions Total Subtractions Total Corrections Maintained Mileage as of January 1, 2024 G:\engsvc\RECORDS\Road Log\2024 Exhibit A for 2023 Road Log.docx RH:Js 3/18/2024 657.82 +0.59 -1.39 -0.19 656.83 1840 Road No. 0565N PITTSBURG AV 8987F WILLOW RD Road Road Name No. 7853 CONCORD AVE Road Road Name No. 8774 JERSEY ISLAND RD 8783 DUTCH SLOUGH RD 3471 CENTER AVE 8361 SUNSET RD 8571 BETHEL ISLAND RD "EXHIBIT A" CONTRA COSTA COUNTY ROAD MILEAGE (+ & -) Additions to Road Mileage Road Name Class MU MR Mileage +0.16 +0.43 Road Mileage Loss due to Annexation Class Mileage MR -1.39 Corrections to Road Mileage Class Mileage + or- MR -0.08 MR -0.03 AU +0.17 AR -0.18 AR -0.07 CRS Page Coord . SK52 SC 6K 8H CRS Coord Page 6L14 2C CRS Coord . Page 6K 8G 6K 8G SKSS 2C 6K54 6A 6K54 lF 1841 1842 1843 1844 1845 1846 1847 1848 1849 1850 Recorded at the request of: Clerk of the Board Return To: Public Works Dept THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on _______________________________by the following vote: Resolution No. IN THE MATTER OF accepting completion of improvements for Road Improvement Agreement for development plan permit DP17-03045, for a project developed by Scannell Properties #304, LLC, as recommended by the Public Works Director, North Richmond area. (District I) WHEREAS, the Public Works Director has notified this Board that the improvements in the Road Improvement Agreement DP17-03045 have been completed as provided in the Road Improvement Agreement with Scannell Properties #304, LLC, heretofore approved by this Board. WHEREAS, the improvements are located approximately near Parr Boulevard and Richmond Parkway. NOW, THEREFORE, BE IT RESOLVED that the improvements have been COMPLETED as of April 23, 2024, thereby establishing the six-month terminal permit for the filing of liens in case of action under said Road Improvement Agreement: DATE OF AGREEMENT: March 22, 2022 NAME OF SURETY: The Ohio Casualty Insurance Company BE IT FURTHER RESOLVED the payment (labor and materials) surety for $650,000.00, Bond No. 82C235966 issued by the above surety be RETAINED for the six-month lien guarantee period until October 23, 2024, at which time the Board AUTHORIZES the release of said surety less the amount of any claims on file. BE IT FURTHER RESOLVED that the beginning of the warranty period is hereby established, and the $13,000.00 cash deposit (Auditor's Deposit Permit No. DP844476, dated March 1, 2022) made by Scannell Properties #304, LLC, and the performance/maintenance surety bond rider for $195,000.00, Bond No. 82C235966 issued by The Ohio Casualty Insurance Company be RETAINED pursuant to the requirements of Section 94-4.406 of the Ordinance Code until release by this Board. AYE: NO: ABSENT: ABSTAIN: RECUSE: 1851 Contact: Ke lle n O ’ Co n nor ( 925 ) 313 -2278 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: Monica Nino, County Administrator and Clerk of the Board of Supervisors By: , Deputy c: c: Larry Gossett-Engineering Services, Kellen O’Connor-Engineering Services, Devon Patel-Engineering Services, Randy Sanders-Design/Construction, Kimberly Rodriguez-Design/Construction, Chris Lau-Maintenance, Renee Hutchins-Records, Karen Piona-Records, Chirs Halford-Mapping, Rachel Brown-Finance, Rochelle Johnson- Special Districts, Jessi Duffy- Special Districts, Ron Alderman-Signal Shop, , Scannell Properties #304, LLC, The Ohio Casualty Insurance Company, T-10/23/2024 1852 1853 1854 Lease Agreement 1 3 0 4 0 0 1 0 1 0 0 1 0 0 4 0 WS AT1920 03/19/2024 10:13:21 Confidential - Copyright© 2008 XEROX CORPORATION. All rights reserved. Page 1 of 4 Customer:COUNTY OF CONTRA COSTA BillTo:COUNTY OF CONTRA COSTA HWY 4061 PORT CHICAGO CONCORD, CA 94520-1196 Install: COUNTY OF CONTRA COSTA DALE MORSEMAN HWY 4061 PORT CHICAGO CONCORD, CA 94520-1196 State or Local Government Negotiated Contract : 072816200 Authorized Signature Customer acknowledges receipt of the terms of this agreement which consists of 4 pages including this face page. Signer: Scott Plaskiewicz Phone: (925)655-4502 Signature:Date: Thank You for your business! This Agreement is proudly presented by Xerox and Inland Bus Sys Ibs (916)928-0770 For information on your Xerox Account, go to www.xerox.com/AccountManagement Solution Product Description Item Agreement Information Trade Information Requested Install Date 1. IR120 (IRIDESSE 120 PRESS) - Adv Hcf W/msi - Prd Rdy 2/3 Punch - Prod Rdy Std Finishr Lease Term: 60 months Purchase Option: FMV - Canon Imagepress C10000vp Return to Vendor (CRP) 4/24/2024 2. IR120NX (EFI NX PRINT SVR) - Efi 5th Clr Enable - 5th Clr Enable Kit - Gold Sdi Starter Kit - Customer Ed - Analyst Services Lease Term: 60 months Purchase Option: FMV None 4/24/2024 3. CFFVISION (FREEFLOW VISION) - Customer Ed - Analyst Services Lease Term: 60 months Purchase Option: FMV None 4/24/2024 4. DPS144 (NUVERA 144 EA SYSTEM) - Basic Finsher Module - 2nd Feed Mod 4 Try - Feed Module 4 Tray - Image Quality Pack - Disk Overwrite - Productivity Pack - Postscript & Ppml Sw - Nuvera Memory Upgrade Kit #606K53330 - Customer Ed - Analyst Services Lease Term: 60 months Purchase Option: FMV - Xerox 120 DPS S/N TB7003772 Trade-In 4/24/2024 1855 Lease Agreement 1 3 0 4 0 0 1 0 1 0 0 2 0 0 4 0 WS AT1920 03/19/2024 10:13:22 Confidential - Copyright© 2008 XEROX CORPORATION. All rights reserved. Page 2 of 4 Monthly Pricing Item Lease Minimum Payment Print Charges Meter Volume Band Per Print Rate Maintenance Plan Features 1. IR120 $2,677.50 1: Color Impressions All Prints $0.0336 2: Black and White Impressions All Prints $0.0121 3: Color Large Impressions All Prints $0.0012 4: Extra Long Impressions All Prints $0.0341 - Consumable Supplies Included for all prints - Pricing Fixed for Term 2. IR120NX $714.72 N/A N/A N/A - Full Service Maintenance Included - Pricing Fixed for Term 3. CFFVISION $284.71 N/A N/A N/A - Full Service Maintenance Included - Pricing Fixed for Term 4. DPS144 $2,258.16 1: Black and White Impressions All Prints $0.0035 - Consumable Supplies Included for all prints - Pricing Fixed for Term Total $5,935.09 Minimum Payments (Excluding Applicable Taxes) 1856 Lease Agreement 1 3 0 4 0 0 1 0 1 0 0 3 0 0 4 1 WS AT1920 03/19/2024 10:13:22 Confidential - Copyright© 2008 XEROX CORPORATION. All rights reserved. Page 3 of 4 Terms and Conditions INTRODUCTION: 1. NEGOTIATED CONTRACT. The Products are subject solely to the terms in the Negotiated Contract identified on the face of this Agreement, and, for any option you have selected that is not addressed in the Negotiated Contract, the then-current standard Xerox terms for such option. GOVERNMENT TERMS: 2. REPRESENTATIONS & WARRANTIES. This provision is applicable to governmental entities only. You represent and warrant, as of the date of this Agreement, that: (1) you are a State or a fully constituted political subdivision or agency of the State in which you are located and are authorized to enter into, and carry out, your obligations under this Agreement and any other documents required to be delivered in connection with this Agreement (collectively, the "Documents"); (2) the Documents have been duly authorized, executed and delivered by you in accordance with all applicable laws, rules, ordinances and regulations (including all applicable laws governing open meetings, public bidding and appropriations required in connection with this Agreement and the acquisition of the Products) and are valid, legal, binding agreements, enforceable in accordance with their terms; (3) the person(s) signing the Documents have the authority to do so, are acting with the full authorization of your governing body and hold the offices indicated below their signatures, each of which are genuine; (4) the Products are essential to the immediate performance of a governmental or proprietary function by you within the scope of your authority and will be used during the Term only by you and only to perform such function; and (5) your payment obligations under this Agreement constitute a current expense and not a debt under applicable state law and no provision of this Agreement constitutes a pledge of your tax or general revenues, and any provision that is so construed by a court of competent jurisdiction is void from the inception of this Agreement. 3. FUNDING. This provision is applicable to governmental entities only. You represent and warrant that all payments due and to become due during your current fiscal year are within the fiscal budget of such year and are included within an unrestricted and unencumbered appropriation currently available for the purchase/maintenance of the Products, and it is your intent to use the Products for the entire term and to make all payments required under this Agreement. If (1) through no action initiated by you, your legislative body does not appropriate funds for the continuation of this Agreement for any fiscal year after the first fiscal year and has no funds to do so from other sources, and (2) you have made a reasonable but unsuccessful effort to find a creditworthy assignee acceptable to Xerox in its sole discretion within your general organization who can continue this Agreement, this Agreement may be terminated. To effect this termination, you must, at least 30 days prior to the beginning of the fiscal year for which your legislative body does not appropriate funds, notify Xerox in writing that your legislative body failed to appropriate funds and that you have made the required effort to find an assignee. Your notice must be accompanied by payment of all sums then owed through the current year under this Agreement. You will return the Equipment, at your expense, to a location designated by Xerox and, when returned, the Equipment will be in good condition and free of all liens and encumbrances. You will then be released from any further payment obligations beyond those payments due for the current fiscal year (with Xerox retaining all sums paid to date). SOLUTION/SERVICES: 4. COMPETITIVE REPLACEMENT PRODUCTS. You are acquiring the Products to replace the product(s) identified as "CRP" ("CRP Equipment"). You agree to return the CRP Equipment to your lessor no later than 60 days following installation of the Products that are replacing the CRP Equipment. Upon request, you will provide Xerox with documentation of such return. 5. SPECIALTY TONERS AND DRY INKS EXCLUDED FROM CONSUMABLE SUPPLIES. Notwithstanding anything to the contrary in the Agreement, Consumable Supplies exclude any toners and dry inks (and their associated developers) other than standard cyan, magenta, yellow and black. 6. RESPONSIBILITY FOR MEETING CERTAIN CUSTOMER REQUIREMENTS. You are solely responsible for fulfilling all of your obligations set forth in the Customer Expectations Document or Customer Expectation & Installation Guide, as applicable, for the Equipment executed by you contemporaneously with this Agreement, and which is deemed incorporated by reference into this Agreement ("CED/CEIG"), including, but not limited to, meeting all environmental, product space and power, media, and network connectivity requirements. In addition, the CED/CEIG and informational guides provided to you by Xerox set forth certain operator maintenance activities that you are responsible for performing at the intervals indicated therein. You may have Xerox perform, or assist in the performance of, any of these operator maintenance activities, subject to the availability of Xerox certified technicians, upon your agreement to pay Xerox's then-prevailing service call rates. 7. EXTRA LONG PRINTS. The following Equipment model(s), IR120 may now, or in the future, have extra-long print capability, which is the ability to produce a print that is longer than 491mm. Maximum print length may vary by model. The meters for Equipment with extra-long print capability will register the following, as applicable: (i) for impressions greater than 491mm, up to and including 661mm, the Extra Long Impressions meter will register two (2) prints for each such extra-long print, in addition to registering one (1) print on either the Color Impressions meter (in the case of a color print) or the Black Impressions meter (in the case of a B&W print); (ii) for impressions greater than 661mm, up to and including 877mm, the Extra Long Impressions meter will register three (3) prints for each such extra-long print, in addition to registering one (1) print on either the Color Impressions meter (in the case of a color print) or the Black Impression meter (in the case of a B&W print); (iii) for impressions greater than 877mm, up to and including 1,083mm, the Extra Long Impressions meter will register four (4) prints for each such extra-long print, in addition to registering one (1) print on either the Color Impressions meter (in the case of a color print) or the Black Impression meter (in the case of a B&W print); and (iv) for impressions greater than 1,083mm, up to and including 1,299mm, the Extra Long Impressions meter will register five (5) prints for each such extra-long print, in addition to registering one (1) print on either the Color Impressions meter (in the case of a color print) or the Black Impression meter (in the case of a B&W print). 8. FREEFLOW LICENSE. The following terms apply to Xerox FreeFlow Print Server /DocuSP software included in Base Software ("FreeFlow Base Software") and/or Application Software identified as Xerox FreeFlow software (including, but not limited to, FreeFlow Makeready and FreeFlow Process Manager ) (collectively, "FreeFlow Application Software"), and are additive to and supplement those found elsewhere in the Agreement. FreeFlow Base Software and FreeFlow Application Software are collectively referred to as "FreeFlow Software." 1. FreeFlow Software may include and/or incorporate font programs ("Font Programs") and other software provided by Adobe Systems Incorporated ("Adobe Software"). You may embed copies of the Font Programs into your electronic documents for the purpose of printing and viewing the document. You are responsible for ensuring that you have the right and are authorized by any necessary third parties to embed any Font Programs in electronic documents created with the FreeFlow Application Software. If the Font Programs are identified as "licensed for editable embedding" at www.adobe.com/type/browser/legal/embeddingeula, you may also embed copies of those Font Programs for the additional purpose of editing your electronic documents. No other embedding rights are implied or permitted under this license. 2. You will not, without the prior written consent of Xerox and its licensors: (a) alter the digital configuration of the FreeFlow Software, or solicit others to cause the same, so as to change the visual appearance of any of the FreeFlow Software output; (b) use the FreeFlow Software in any way that is not authorized by the Agreement; (c) use the embedded code within the FreeFlow Software outside of the Equipment on which it was installed or in a stand-alone, time-share or service bureau model; (d) disclose the results of any performance or benchmark tests of the FreeFlow Software; (e) use the FreeFlow Software for any purpose other than to carry out the purposes of the Agreement; or (f) disclose or otherwise permit any other person or entity access to the object code of the FreeFlow Software. 3. FreeFlow Process Manager contains Oracle Database Express Edition database software and documentation licensed from Oracle America, Inc. ("Oracle"). Oracle grants you a nonexclusive, nontransferable limited license to use Database Express Edition for purposes of developing, prototyping and running your applications for your own internal data processing operations. Database Express Edition may be installed on a multiple CPU server, but may only be executed on one processor in any server. Upon not less than 45 days prior written notice, Xerox and/or its licensors may, at their expense, directly or through an independent auditor, audit your use of FreeFlow Process Manager and all relevant records not more than once annually. Any such audit will be conducted at a mutually agreed location and will not unreasonably interfere with your business activities. 4. The Copyright Management feature of FreeFlow Makeready ("FFCM") contains the optional Copyright Clearance Center, Inc. ("CCC") copyright licensing services feature of FFCM ("CCC Service"). If this option is ordered, you will comply with any applicable terms and conditions contained on the CCC website, www.copyright.com, and any other rights holder terms governing use of materials, which are accessible in FFCM. If 1857 Lease Agreement 1 3 0 4 0 0 1 0 1 0 0 4 0 0 4 1 WS AT1920 03/19/2024 10:13:22 Confidential - Copyright© 2008 XEROX CORPORATION. All rights reserved. Page 4 of 4 Terms and Conditions CCC terminates Xerox's right to offer access to the CCC Service through FFCM, Xerox may, upon written notice and without any liability to you, terminate your right to access the CCC Service through FFCM. THE CCC SERVICE IS PROVIDED "AS IS," WITHOUT ANY WARRANTIES, WHETHER EXPRESS OR IMPLIED. XEROX DISCLAIMS ALL IMPLIED WARRANTIES, INCLUDING WITHOUT LIMITATION THE IMPLIED WARRANTIES OF NONINFRINGEMENT, MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. You will defend and indemnify Xerox from any and all losses, claims, damages, fines, penalties, interest, costs and expenses, including reasonable attorney fees, arising from or relating to your use of the CCC Service. 5. If you install FreeFlow Application Software on a computer that you supply, the following terms apply: (a) Xerox will only be obligated to support FreeFlow Application Software if it is installed on hardware and software meeting Xerox's published specifications (collectively "Workstation"); (b) IF YOU USE FREEFLOW APPLICATION SOFTWARE WITH ANY HARDWARE OR SOFTWARE OTHER THAN A WORKSTATION, ALL REPRESENTATIONS AND WARRANTIES ACCOMPANYING SUCH FREEFLOW APPLICATION SOFTWARE WILL BE VOID AND ANY SUPPORT/MAINTENANCE YOU CONTRACT FOR IN CONNECTION WITH SUCH FREEFLOW APPLICATION SOFTWARE WILL BE VOIDABLE AND/OR SUBJECT TO ADDITIONAL CHARGES; and (c) you are solely responsible for: (i) the acquisition and support, including any and all associated costs, charges and other fees, of any Workstation you supply; (ii) compliance with all terms governing such Workstation acquisition and support, including terms applicable to any non-Xerox software associated with such Workstation; and (iii) ensuring that such Workstation meets Xerox's published specifications. 6. The following terms apply to FreeFlow Software licensed to U.S. government customers: a. Java technology contained in FreeFlow Software is subject to: (i) FAR 52.227- 14(g)(2) and FAR 52.227-19; and (ii) if licensed to the U.S. Department of Defense ("DOD"), DFARS 252.227-7015(b) and DFARS 227.7202-3(a). b. Adobe Software is a "commercial item," as that term is defined at FAR 2.101, consisting of "commercial computer software" and "commercial computer software documentation" as such terms are used in FAR 12.212, and is licensed to civilian agencies consistent with the policy set forth in FAR 12.212, or to the DOD consistent with the policies set forth in DFARS 227.7202-1. c. Oracle Database Express Edition is "commercial computer software" and is subject to the restrictions as set forth in the Rights in Technical Data and Computer Software Clauses in DFARS 252.227-7015 and FAR 52.227-19 as applicable. 7. FreeFlow Software may include Microsoft Embedded Standard operating system software to which the following terms apply: a. You agree to and will comply with the Microsoft terms and conditions contained on the Xerox website, http://www.support.xerox.com/support/open-source-disclosures/file- redirect/enus.html?&contentId=136023. b. Any updates, upgrades or reinstallations of Microsoft Embedded Standard operating system software are subject to the terms and conditions of this license and may be used only with the Xerox-brand Equipment with which it was delivered. Any other use of the software is strictly prohibited and may subject you to legal action. c. If the Equipment includes Remote Desktop Services that enable it to connect to and access applications running on a server, such as Remote Desktop Protocol, Remote Assistance and Independent Computer Architecture, such Desktop Functions will not run locally on the system, except for network/Internet browsing functions. d. The FreeFlow Base Software contains the Windows Update feature that allows you to access Windows Updates directly through the Microsoft Corp. Windows Update server. If you elect to activate this feature, any Windows Updates installed by you using the Windows Update feature may not function on the Equipment or may cause malfunctions or cause harm to the Equipment. Before you download a Windows Update using this feature, you should contact Xerox so that Xerox can ensure that each Windows Update is suitable for use on the Equipment and provide any necessary technical support for the installation and use of such Windows Update. e. No High Risk Use. WARNING: The Windows Embedded 7 Standard operating system is not fault-tolerant. The Windows Embedded 7 Standard operating system is not designed or intended for any use in any computing device where failure or fault of any kind of the Windows Embedded 7 Standard operating system could reasonably be seen to lead to death or serious bodily injury of any person, or to severe physical or environmental damage ("High Risk Use"). Xerox is not licensed to use, distribute, or sublicense the use of the Windows Embedded 7 Standard operating system in High Risk Use. High Risk Use is STRICTLY PROHIBITED. PRICING PLAN/OFFERING SELECTED: 9. FIXED PRICING. If "Pricing Fixed for Term" is identified in Maintenance Plan Features, the maintenance component of the Minimum Payment and Print Charges will not increase during the initial Term of this Agreement. 10. NON-XEROX PRODUCTS. Nuvera Memory Upgrade Kit #606K53330 were selected by you and are not sold by Xerox in the normal course of its business ("Non- Xerox Products"). If you signed a purchase contract for Non-Xerox Products, you assign to Xerox your rights but none of your obligations under such purchase contract. Xerox is leasing Non-Xerox Products to you "AS IS, WHERE IS" and XEROX MAKES NO EXPRESS OR IMPLIED WARRANTIES OF ANY KIND REGARDING NON- XEROX PRODUCTS, INCLUDING ANY IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR PARTICULAR PURPOSE AND NON- INFRINGEMENT. To the extent permitted to do so, Xerox assigns to you any warranty rights it has to Non-Xerox Products (which rights shall revert to Xerox if you default under this Agreement). Non-Xerox Products are not covered by Maintenance Services, and you will maintain throughout the initial Term a service agreement for Non-Xerox Products with a service provider acceptable to Xerox. You will pay all personal property taxes related to Non-Xerox Products. You assign to Xerox any rights you have to Non- Xerox Products and title will pass or revert to you (subject to any software licenses relating to Non-Xerox Products) upon expiration of the initial Term. GENERAL TERMS & CONDITIONS: 11. REMOTE SERVICES. Certain models of Equipment are supported and serviced using product information that is automatically collected by Xerox or transmitted to or from Xerox by the Equipment connected to your network ("Remote Product Info") via electronic transmission to a secure off-site location ("Remote Transmission"). Remote Transmission also enables Xerox to transmit Releases of Software to you and to remotely diagnose and modify Equipment to repair and correct malfunctions. Examples of Remote Product Info include product registration, meter read, supply level, Equipment configuration and settings, software version, and problem/fault code information. Remote Product Info may be used by Xerox for billing, report generation, supplies replenishment, support services, recommending additional products and services, and product improvement/development purposes. Remote Product Info will be transmitted to and from you in a secure manner mutually agreeable to the parties. Remote Transmission will not allow Xerox to read, view or download the content of any of your documents or other information residing on or passing through the Equipment or your information management systems. You grant the right to Xerox, without charge, to conduct Remote Transmission for the purposes described above. Upon Xerox's request, you will (a) provide contact information for Equipment such as name and address of your contact and IP and physical addresses/locations of Equipment and (b) ensure that any Maintenance Release or Update released by Xerox to provide security patches, releases and/or certificates for the Remote Transmission and/or Software is promptly enabled by Customer upon notification by Xerox or by the Equipment or when otherwise made available on xerox.com. You will enable Remote Transmission via a method mutually agreeable to both parties, and you will provide reasonable assistance to allow Xerox to provide Remote Transmission. Unless Xerox deems Equipment incapable of Remote Transmission, you will ensure that Remote Transmission is maintained at all times Maintenance Services are being performed. If you are unable to maintain Remote Transmission, or if Xerox disables Remote Transmission from any Equipment at your request, or if you disable Remote Transmission from any Equipment, Xerox reserves the right to charge you a per device fee for such affected Equipment due to the increased service visits that will be required in order to (x) obtain such information, (y) provide such transmissions, and (z) provide such Maintenance Services and Consumable Supplies that otherwise would have been provided remotely and/or proactively. 1858 PARTICIPATING ADDENDUM for Copiers and Printers under Omnia Partners Cooperative Program Page 1 of 5 Participating Entity: CONTRA COSTA COUNTY Contractor: Xerox Corporation (Contract #R191104) This Participating Addendum (“Agreement”) is made and entered into as of April 24, 2024 (“Effective Date”), by and between Contra Costa County, a political subdivision of the State of California, (“County”) and Xerox Corporation, a New York corporation (“Contractor”). The County and the Contractor are sometimes referred to herein together as the “Parties,” and each as a “Party.” Whereas, the Contractor leases copiers and printers, and provides related software licenses, supplies, and equipment, under Contract No. R191104 (“Master Contract”), which was awarded by Region 4 Education Service Center, a Texas public agency, after a competitive bid process, and which is made available to public agencies nationally through the OMNIA Partners cooperative purchasing program. Xerox’s proposal (“Proposal”) in response to that competitive bid process is attached to and made a part of the Master Contract. A true and correct copy of the Master Contract, and all documents incorporated therein, are attached together as Exhibit A and incorporated herein by this reference. Whereas, the Print and Mail Services Division of the County’s Public Works Department has determined that entering into a Participating Addendum to participate in the Master will provide a benefit to the County, but that certain terms and conditions of the Master Contract must be modified to meet legal requirements that apply to the County as a California public agency. In order to lease copiers and printers under the terms of the Master Contract, the County and Xerox will execute the Lease Agreement (“Lease”) in the form of Exhibit B attached hereto and incorporated herein by this reference. Now, therefore, the County and the Contractor agree as follows: 1. Term. The term of this Agreement begins on the Effective Date, and it expires upon the expiration of the Lease. If the Master Contract is terminated prior to the expiration of the term of this Agreement, the Contractor shall continue to perform under this Agreement through the term of this Agreement. 2. Payment Limit. The County’s total payments to the Contractor under this Agreement shall not exceed $1,200,000 (“Payment Limit”). Notwithstanding anything to the contrary herein or in the Master Contract, nothing in this Agreement obligates the County to make any purchases, or any particular volume of purchases, under this Agreement. 3. Order of Precedence. Notwithstanding anything to the contrary in the Master Contract or the Lease, the order of precedence of the documents shall be as follows: this Agreement; the Master Contract; Xerox’s best and final offer; Xerox’s proposal; the request for proposals and any addenda; and the Lease. The Parties agree that, upon the execution of the Lease, the Lease shall be deemed to incorporate and be governed by all of the foregoing documents in the aforementioned order of precedence. 4. No Public Work/No Public Project. The Contractor shall not perform any work under this Agreement that would qualify as a public work under the California Public Contract Code, or that would require the payment of prevailing wages under the California Labor Code. The Contractor shall be solely responsible for complying with all applicable prevailing wage laws, wage and hour laws, and other laws that apply to Contractor’s performance under this Agreement. 1859 PARTICIPATING ADDENDUM for Copiers and Printers under Omnia Partners Cooperative Program Page 2 of 5 5. Changes to Master Contract. For the purposes of this Agreement, the terms of the Master Contract are incorporated in and made a part of this Agreement, except for those terms of the Master Contract that are modified by this Agreement, as follows: a. Parties. Each reference to “Region 4 ESC” or other defined term meaning Region 4 ESC in the Master Contract is replaced with “Contra Costa County.” b. Audit Rights. The third sentence in Section 18 (Audit Rights) of the Master Contract is deleted and replaced with the following: “The audit right shall survive for three years following termination or expiration of the Master Contract or any Lease issued hereunder, whichever is later.” c. Indemnity. Section 29 (Indemnity) of the Master Contract is deleted in its entirety and replaced with new Section 29, to read: “29. Indemnity. The Contractor shall indemnify, defend, and hold harmless Contra Costa County, its officers, employees, agents, and representatives (collectively, “County Parties”) from and against all claims, demands, damages, losses, expenses, judgments, costs, penalties fees, including attorney’s fees and attorney’s fee awards, (collectively, “Liabilities”) arising out of or resulting from the negligence or willful misconduct of the Contractor, or any of the Contractor’s officers, employees, agents, or representatives, while performing services under this Contract. Provided, however, that nothing herein requires the Contractor to indemnify any County Parties from the proportion of any Liabilities that arise from the negligence or willful misconduct of the County. This section shall survive the termination or expiration of this Agreement and the Master Contract.” d. Legal Obligations. Section 32 (Legal Obligations) of the Master Contract is amended by adding the following sentences: “Notwithstanding anything to the contrary in the Master Contract, this Agreement and the Lease, and all records produced or exchanged between the County and the Contractor under this Agreement and the Lease, will be considered disclosable public records under the California Public Records Act, Contra Costa County’s Better Government Ordinance, and other applicable laws, unless Contra Costa County, in its sole discretion, determines that any record is exempt from disclosure. All references in the Master Contract to the Contractor’s obligation to comply with all state laws shall include the laws of the State of California.” 6. Changes to Appendix C of the Proposal. For purposes of this Agreement, the following portions of the Proposal are deleted and are of no force or effect: Appendix C, Document #1, Acknowledgment and Acceptance of Region 4 ESC’s Open Records Policy; Appendix C, Document #2, Antitrust Certification Statements; Appendix C, Document #3, Implementation of House Bill 1295 Certificate of Interested Parties; and Appendix C, Document #4, Texas Government Code Section 2270 Verification Form. 1860 PARTICIPATING ADDENDUM for Copiers and Printers under Omnia Partners Cooperative Program Page 3 of 5 7. Governing Law. Notwithstanding anything to the contrary in the Master Contract or the Lease, this Agreement shall be governed by and construed in accordance with the laws of the State of California, without regard to its conflict of laws principles. Any litigation to enforce or interpret this Agreement or the Lease shall be filed and prosecuted in a state or federal court in California where venue is proper and that has jurisdiction over the parties and the subject matter of the litigation. During the term of this Agreement, the Contractor shall remain registered in good standing with the California Secretary of State and maintain an agent for service of process in California. 8. No Joint Venture. At all times during the term of this Agreement, neither party will function as or represent itself to be the other party or its agent, and no officer, employee, or agent of one party shall hold himself or herself out to be an officer, employee, or agent of the other party. This Agreement does not create any rights or obligations between the parties other than those expressly set forth herein. Nothing in this Agreement shall be construed as conferring any rights upon any third parties or any person other than the County and the Contractor. 9. Amendment. This Agreement may be amended or modified at any time by mutual written agreement of the parties. 10. Termination. a. Notwithstanding anything to the contrary in the Master Contract, either party may terminate this Agreement at any time upon sixty (60) days written notice to the other party at the other party’s address specified in paragraph 12 (Notices). Provided, however, that, following the execution of the Lease, this Agreement shall survive and remain enforceable until the Lease expires or is separately terminated. b. Notwithstanding anything to the contrary in the Master Contract or the Lease, or otherwise, the County may terminate the Lease when, in any future fiscal year, the County’s governing body does not appropriate funds sufficient to make payments required under the Lease, as determined by the County in its sole discretion. In any such non-appropriation event, the County must provide the Contractor written notice of termination of the Lease for non-appropriation at least 60 days before the start of that fiscal year, and the Lease shall be deemed terminated as of the last day of the fiscal year in which the notice is given. Notwithstanding anything to the contrary in the Master Contract or the Lease, the Parties’ rights and obligations in the event of any non- appropriation event shall be governed exclusively by this Section 10(b). 11. Performance. The Contractor affirms that there are no encumbrances or obstacles that will prohibit its performance pursuant to the terms of this Agreement. The Contractor shall be solely responsible for guaranteeing any of its dealers, distributors, or subcontractors perform in accordance with the requirements of the Master Contract, as modified by this Agreement. If the County issues any purchase orders to acquire goods or services under this Agreement, to the extent that there is any conflict between the terms of the purchase order and a term in this Agreement, which incorporates the terms of the Master Contract subject to the changes specified herein, the term of this Agreement shall govern and prevail over the conflicting term in the purchase order. 1861 PARTICIPATING ADDENDUM for Copiers and Printers under Omnia Partners Cooperative Program Page 4 of 5 12. Notices. All notices to the parties shall be provided to: Contractor CCCFPD Contra Costa County – Purchasing Services 40 Muir Road, 2nd Floor Martinez, CA 94553 Telephone: (925) 957-2495 Contact: Cynthia Shehorn, Procurement Services Manager Email: cindy.shehorn@pw.cccounty.us All notices shall be in writing and personally delivered, delivered by overnight carrier with delivery charges for next day delivery prepaid by the sending party, or sent by First Class certified (return receipt required) U.S. Mail, with postage prepared by the sending party. A courtesy copy of a notice may be given by email, but giving a courtesy copy of a notice by email does not relieve the sending party of its obligation to give notice to the receiving party in the manner required by this section. A notice given in accordance with this section shall be deemed received by the receiving party on (a) the same day, if personally delivered, (b) the next business day if timely deposited with an overnight carrier and with delivery charges prepaid to ensure next day delivery, and (c) on the fifth day after mailing if mailed by First Class certified (return receipt required) U.S. Mail with postage prepaid. Either party’s designated representative may change the party’s address listed above by providing written notice to the other party in accordance with this section. 13. Successors and Assigns; Assignment. This Agreement shall be binding upon and inure to the benefit of the parties and their successors and assigns. Notwithstanding anything to the contrary in the Master Contract, this Agreement may not be assigned by either party without the express written permission of the other party, which shall be within that party’s sole discretion to provide. 1862 PARTICIPATING ADDENDUM for Copiers and Printers under Omnia Partners Cooperative Program Page 5 of 5 IN WITNESS, WHEREOF, the parties have executed this Participating Addendum as of the Effective Date first written above. Participating Entity: Contra Costa County Contractor: Xerox Corporation Signature: Signature: Name: Name: Title: Title: Signature: Name: Title: Approved as to form: Thomas L. Geiger, County Counsel By: __________________________ Stephen M. Siptroth Assistant County Counsel Attachments: Exhibit A – Master Contract and all attachments thereto Exhibit B – Lease Agreement 1863 AMENDMENT NO. 1 TO THE PARTICIPATING ADDENDUM for Office Supplies, Related Products and Services under OMNIA Purchasing Cooperative Program Page 1 of 2 Participating Entity: CONTRA COSTA COUNTY Contractor: EPIC Business Essentials, LLC (Contract #R190301) This Amendment No. 1 (“Amendment”) to the Participating Addendum (“Agreement”) is made and entered into as of April 23, 2024 (“Effective Date”), by and between Contra Costa County, a political subdivision of the State of California, (“County”) and EPIC Business Essentials, LLC, a Wisconsin limited liability company (“Contractor”). The County and the Contractor are sometimes referred to herein together as the “Parties,” and each as a “Party.” Whereas, the Contractor offers goods and services under a cooperative purchasing contract, designated as Contract No. R190301 (“Master Contract”), awarded by Region 4 Educational Service Center, a Texas public agency. The Master Contract is made available to public agencies nationwide through the OMNIA Partners cooperative purchasing program. The Master Contract included an original expiration date of May 31, 2024, and allowed Region 4 Educational Service Center and Contractor to agree to extend the contract by up to five additional one-year periods. Whereas, the County and the Contractor executed the Agreement to enable the County to participate under the Master Contract, allowing the County to purchase office supplies under favorable terms through any of Contractor’s independent distributors. Whereas, the term of the Master Contract has been extended by one year, through May 31, 2025. To ensure the County can continue to purchase office supplies under the terms of the Master Contract, the Parties desire to extend the term of the Agreement, and to correct Contractor’s name in the Master Contract, with no change to the payment limit or any other terms. Now, therefore, the County and the Contractor agree to amend the Agreement as follows: 1. Section 1 (Term). Section 1 (Term) of the Agreement is deleted in its entirety and replaced new Section 1 (Term), to read: “1. Term. The term of this Agreement begins on the Effective Date, and it expires May 31, 2025. The County and EPIC may agree to extend this Agreement by up to four additional years, one year at a time, by amending this Agreement, provided that the Master Contract remains in effect as of the date the term of this Agreement is extended. Any extension of the term of this Agreement is subject to the prior approval of the County’s Board of Supervisors, its governing body.” 2. Correction. The introductory clause of the Agreement is amended to correct the Contractor’s name, to read: “EPIC Business Essentials, LLC, a Wisconsin limited liability company.” Except to the extend modified by this Amendment, the Agreement remains unchanged and in full force and effect. 1864 AMENDMENT NO. 1 TO THE PARTICIPATING ADDENDUM for Office Supplies, Related Products and Services under OMNIA Purchasing Cooperative Program Page 2 of 2 IN WITNESS WHEREOF, the Parties have executed this Amendment No. 1 to the Participating Addendum as of the Effective Date first written above. Participating Entity: Contra Costa County Contractor: EPIC Business Essentials, Inc. Signature: Signature: Name: Name: Title: Title: Signature: Name: Title: Approved as to form: Thomas L. Geiger, County Counsel By: __________________________ Stephen M. Siptroth Assistant County Counsel SMS H:\Client Matters\Purchasing\Amendment 1 to Participating Addendum - EPIC (Omnia Region 4ESC R190301) 040324.docx 1865 \\pw-data\grpdata\engsvc\ENVIRO\Client Divisions\TransEng\North Bailey Road Active Transportation Corridor (WO#4054)\CEQA\NOE\CP#22-05 NOE North Bailey ATC.docx Revised 2018 CALIFORNIA ENVIRONMENTAL QUALITY ACT Notice of Exemption To: Office of Planning and Research P.O. Box 3044, Room 113 Sacramento, CA 95812-3044 From: Contra Costa County Department of Conservation and Development 30 Muir Road Martinez, CA 94553 County Clerk, County of Contra Costa Project Title: North Bailey Road Active Transportation Corridor, Project #: WO4054, CP#: 22-05 Project Applicant: Contra Costa County Public Works Dept., 255 Glacier Drive, Martinez CA 94553 Main: (925) 313-2000, Contact: Shravan Sundaram, (925) 313-2366 Project Location: Bailey Road between State Route 4 and Willow Pass Road, Bay Point, CA 94565 Lead Agency: Department of Conservation and Development, 30 Muir Road, Martinez, CA 94553 Main: (925) 655-2705, Contact: Syd Sotoodeh (925) 655-2877 Project Description: The project involves construction of a 10-foot-wide two-way buffered Class IV separated bike path on the west side of Bailey Road for enhanced pedestrian and bicyclist safety. Improvements include narrowing the travel lane widths, a landscape median, roadway, curb, gutter, and sidewalk reconstruction, relocation of existing street lights, and roadway treatment. The existing 5- foot-wide Class II bike lane along the east side of Bailey Road will remain with a 3-foot buffer zone added between the bike lane and sidewalk to separate bike riders and pedestrians. Additionally, the project includes the installation of a new traffic signal at the intersection of Bailey Road with Mary Anne Lane/Placer Drive, modification of existing traffic signals to include separated bike path prioritization, Americans with Disabilities Act (ADA)-compliant curb ramps, ADA-accessible sidewalks, driveway and crosswalk enhancements, and roadway striping. The project will also incorporate stormwater treatment and green infrastructure. Real estate transactions, utility relocations, and temporary traffic control may be necessary. Vegetation trimming and tree removal of approximately 19 landscaping trees may be necessary. The maximum depth of excavation is anticipated to be approximately 4 feet. Best management practices such as storm drain inlet protection will be implemented. Construction is anticipated to start in Spring 2026 and take approximately 120 working days to complete. Night or weekend work may be necessary and will be performed in accordance with local guidelines. Exempt Status: Ministerial Project (Sec. 21080[b][1]; 15268) Categorical Exemption (Sec. 15301 (c), 15304 (h)) Declared Emergency (Sec. 21080[b][3]; 15269[a]) General Rule of Applicability (Sec. 15061[b][3]) Emergency Project (Sec. 21080[b][4]; 15269[b][c]) Other Statutory Exemption (Sec. ) Reasons why project is exempt: The activity consists of the minor alteration of an existing street involving negligible or no expansion of use through the addition of pedestrian/bicyclist safety improvements identified above pursuant to Article 19, Section 15301(c) and 15304(h) of the CEQA Guidelines. If filed by applicant: 1. Attach certified document of exemption finding. 2. Has a Notice of Exemption been filed by the public agency approving the project? Yes No Signature: Date: _____________ Title: Contra Costa County Department of Conservation and Development Signed by Lead Agency Signed by Applicant 03/28/2024 Senior Planner 1866 \\pw-data\grpdata\engsvc\ENVIRO\Client Divisions\TransEng\North Bailey Road Active Transportation Corridor (WO#4054)\CEQA\NOE\CP#22-05 NOE North Bailey ATC.docx Revised 2018 AFFIDAVIT OF FILING AND POSTING I declare that on I received and posted this notice as required by California Public Resources Code Section 21152(c). Said notice will remain posted for 30 days from the filing date. Signature Title Applicant Department of Fish and Wildlife Fees Due Public Works Department De Minimis Finding - $0 255 Glacier Drive County Clerk - $50 Martinez, CA 94553 Conservation and Development - $25 Attn: Shravan Sundaram Environmental Services Division Phone: (925) 313-2366 Total Due: $75 Receipt #: 1867 Project Location Alamo Byron Knightsen Rodeo Bay Point Blackhawk Discovery B ay Bethel Island Norris Canyon Diablo Reliez Valley El Sobrante Vine Hill Saranap Alhambra Valley Crockett North Richmond San Miguel Pacheco Kensington Castle Hill Camino Tassajara Tara Hills North Gate El Sobrante Bayview Shell Ridge Contra C osta C entre East Richmond Heights Clyde Mountain View Acalanes R idge Port Costa Acalanes R idge Richmond AntiochConcord Oakley Pittsburg Hercules Danville Orinda Lafayette Brentwood Pinole San Ramon Walnut Creek Martinez Moraga Pleasant Hill ClaytonEl Cerrito San Pablo Vasco Rd Balfour Rd M arsh Creek Rd B y r o n H w y Morgan Territory Rd Main St Bailey RdDeer Valley RdDelta Rd Bixler RdN Gate Rd Clayton Ave Lone Tree Way San Pablo Da m R d B ollinger C anyon R d D a nville Blvd Alcosta BlvdHighland RdWillow Pass RdTa y l o r B l v d Camino Diablo E18Th StBuchanan Rd Bear Creek Rd Walnut BlvdKirker Pass RdRheem Blvd Pinehrust Rd W a te rfro n t R d Dougherty RdC r o w C a n y o n R d M a rin a V is ta Pinole Valley Rd A StS ola n o Wa y Byron Hwy0 2.5 5 7.5 101.25 Miles C. Standafer North Bailey Active Transportation Corridor Document Path: P:\GIS USERS - Projects\Transportation\Projects\North Bailey\RTI\RTI -N Bailey -location map.mxd Te xt Unincorporated Places Cities ¹ Contra Costa County Project Location Map 1868 DeltaDeAnzaTrail BART Sta tio n SR4 Bay Point Pittsburg Willow Pass Rd Bailey Rd0 0.1 0.2 0.3 0.40.05 Miles C. Standafer North Bailey Active Transportation Corridor Document Path: P:\GIS USERS - Projects\Transportation\Projects\North Bailey\RTI\RTI -N Bailey -vicinity map.mxd Unincorporated Places Cities ¹ Contra Costa County Project Vicinity Map Project Limits 1869 Form L-8 (Page 1 of 1) Contra Costa County CONTRACT EXTENSION AGREEMENTS Number: Standard Form L-8 (Purchase of Services – Long Form) Fund/Org: Revised 2014 Account: Other: 1. Identification of Contract to be Extended. Number: Effective Date: Department: Public Works Subject: On-Call Right of Way Contract 2. Parties. The County of Contra Costa, California (County), for its Department named above, and the following named Contractor mutually agree and promise as follows: Contractor: Associated Right of Way Services, Inc. Capacity: California Corporation Address: 2300 Contra Costa Blvd., Suite 525, Pleasant Hill, CA 94523 3. Extension of Term. The termination date of the above described contract is hereby extended from April 11, 2024 to the new termination date of April 11, 2027 , unless sooner terminated as provided in said contract. 4. Payment Limit. The maximum amount payable by the County under this Contract is unchanged. 5. Signatures. These signatures attest the parties’ agreement hereto: COUNTY OF CONTRA COSTA, CALIFORNIA BOARD OF SUPERVISORS By: ___________________________________________ Chair/Designee ATTEST: Clerk of the Board of Supervisors By: ___________________________________________ Deputy CONTRACTOR Signature A Name of business entity: Associated Right of Way Services, Inc., a California Corporation By: ___________________________________________ (Signature of individual or officer) ___________________________________________ (Print name and title A, if applicable) Signature B Name of business entity: Associated Right of Way Services, Inc., a California Corporation By: ___________________________________________ (Signature of individual or officer) ___________________________________________ (Print name and title B, if applicable.) Note to Contractor: For corporations (profit or nonprofit) and limited liability companies, the contract must be signed by two officers. Signature A must be that of the chairman of the board, president, or vice-president; and Signature B must be that of the secretary, any assistant secretary, chief financial officer or any assistant treasurer (Civil Code Section 1190 and Corporations Code Section 313). All signatures must be acknowledged as set forth on Form L-2. 1870 Form L-8 (Page 1 of 1) Contra Costa County CONTRACT EXTENSION AGREEMENTS Number: Standard Form L-8 (Purchase of Services – Long Form) Fund/Org: Revised 2014 Account: Other: 1. Identification of Contract to be Extended. Number: Effective Date: Department: Public Works Subject: On-Call Right of Way Contract 2. Parties. The County of Contra Costa, California (County), for its Department named above, and the following named Contractor mutually agree and promise as follows: Contractor: Dokken Engineering Capacity: California Corporation Address: 110 Blue Ravine Road, Suite 200, Folsom, CA 95630 3. Extension of Term. The termination date of the above described contract is hereby extended from April 11, 2024 to the new termination date of April 11, 2027 , unless sooner terminated as provided in said contract. 4. Payment Limit. The maximum amount payable by the County under this Contract is unchanged. 5. Signatures. These signatures attest the parties’ agreement hereto: COUNTY OF CONTRA COSTA, CALIFORNIA BOARD OF SUPERVISORS By: ___________________________________________ Chair/Designee ATTEST: Clerk of the Board of Supervisors By: ___________________________________________ Deputy CONTRACTOR Signature A Name of business entity: Dokken Engineering, a California Corporation By: ___________________________________________ (Signature of individual or officer) ___________________________________________ (Print name and title A, if applicable) Signature B Name of business entity: Dokken Engineering, a California Corporation By: ___________________________________________ (Signature of individual or officer) ___________________________________________ (Print name and title B, if applicable.) Note to Contractor: For corporations (profit or nonprofit) and limited liability companies, the contract must be signed by two officers. Signature A must be that of the chairman of the board, president, or vice-president; and Signature B must be that of the secretary, any assistant secretary, chief financial officer or any assistant treasurer (Civil Code Section 1190 and Corporations Code Section 313). All signatures must be acknowledged as set forth on Form L-2. 1871 Form L-8 (Page 1 of 1) Contra Costa County CONTRACT EXTENSION AGREEMENTS Number: Standard Form L-8 (Purchase of Services – Long Form) Fund/Org: Revised 2014 Account: Other: 1. Identification of Contract to be Extended. Number: Effective Date: Department: Public Works Subject: On-Call Right of Way Contract 2. Parties. The County of Contra Costa, California (County), for its Department named above, and the following named Contractor mutually agree and promise as follows: Contractor: Monument Row Capacity: California Corporation Address: 200 Spectrum Center Drive, Irvine, CA 92618 3. Extension of Term. The termination date of the above described contract is hereby extended from April 11, 2024 to the new termination date of April 11, 2027 , unless sooner terminated as provided in said contract. 4. Payment Limit. The maximum amount payable by the County under this Contract is unchanged. 5. Signatures. These signatures attest the parties’ agreement hereto: COUNTY OF CONTRA COSTA, CALIFORNIA BOARD OF SUPERVISORS By: ___________________________________________ Chair/Designee ATTEST: Clerk of the Board of Supervisors By: ___________________________________________ Deputy CONTRACTOR Signature A Name of business entity: Monument Row, a California Corporation By: ___________________________________________ (Signature of individual or officer) ___________________________________________ (Print name and title A, if applicable) Signature B Name of business entity: Monument Row, a California Corporation By: ___________________________________________ (Signature of individual or officer) ___________________________________________ (Print name and title B, if applicable.) Note to Contractor: For corporations (profit or nonprofit) and limited liability companies, the contract must be signed by two officers. Signature A must be that of the chairman of the board, president, or vice-president; and Signature B must be that of the secretary, any assistant secretary, chief financial officer or any assistant treasurer (Civil Code Section 1190 and Corporations Code Section 313). All signatures must be acknowledged as set forth on Form L-2. 1872